KONSEP GUGUS KENDALI MUTU

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KONSEP GUGUS KENDALI MUTU

Manajemen Mutu Minggu 3

I. PENGERTIAN GKM adalah sekelompok karyawan

dari unit kerja yang sama bertemu secara berkala mengupayakan pengendalian mutu dg cara mengidentifikasi, menganalisis dan mencari pemecahan masalah yang dihadapi dalam pekerjaan di unit kerjanya dg mengunakan teknik kendali mutu

II. SASARAN1. Meningkatkan kemampuan manajerial para karyawan operasional, agar tumbuh kebiasaan berpikir analitis

2. Mendorong tiap karyawan agar mampu memberikan sumbangan pikiran yg berkaitan dg pengendalian mutu, sehingga tercipta lingk kerja dimana karyawan sadar akan mutu, permasalahan dan merasa berkepentingan untuk memperbaikinya

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3. Meningkatkan moral karyawan dg membuka kesempatan untuk berperan serta dlm mengembangkan mutu di unit kerjanya dg didukung oleh pola hub karyawan dan atasan harmonis

4. Mengarahkan agar setiap karyawan dpt terlibat dlm suatu bentuk kerjasama kel yang dinamis dlm usaha untuk mencari pemecahan masalah dlm mutu pelayanan/produk/mutu kerja

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III. TUJUAN UMUM GKM1. Meningkatkan keterlibatan kary

anggota GKM pd persoalan pekerjaan dan pemecahannya

2. Menggalang kerjasama kelompok yang lebih efektif

3. Meningkatkan kemampuan pemecahan masalah

4. Meningkatkan pengembangan pribadi dan kepemimpinan

5. Menanamkan kesadaran ttg pencegahan masalah

6. Mengurangi kesalahan dan meningkatkan mutu

7. Meningkatkan motivasi karyawan8. Meningkatkan komunikasi dlm

kelompok9. Menciptakan hubungan atasan-

bawahan yang lebih serasi10. Meningkatkan kesadran akan

keselamatan kerja11. Miningkatkan pengendalian

IV. Ketentuan gugus kendali mutu1. Anggota gugus berasal dari unit kerja

yang sama2. Jumlah anggota 3-10 orang (ideal 7-8

orang)3. Dipilih pimpinan kelompok4. Waktu pertemuan ditentukan bersama dan

diakui atasan5. Masalah yang dipilih berkaitan dg tugas6. Anggota hendaknya aktif terlibat dan

mengemukakan pendapatnya7. Pembahasan masalah dipilih dan

dipecahkan bersama dg teknik kendali mutu

8. Hasil pertemuan dicatat secara singkat

V. Azas-azas Umum Gugus Kendali Mutu

1. Azas Informasi2. Azas Kesukarelaan3. Azas Keterlibatan Total4. Azas Memadukan5. Azas Kegunaan6. Azas Keterbukaan7. Azas Loyalitas pada Organisasi

VI. Pemecahan Masalah Kerja

Masalah-masalah yang digarap oleh GKM adalah masalah-masalah yg berkaitan dg pekerjaan dan yg pada akhirnya akan mempengaruhi mutu suatu usaha al.

- Produk, biaya, waktu dan penyediaan- Keamanan, keselamatan dan

kelestarian

VII. Tahapan Pemecahan MasalahTahap Uraian Pelaksanaan1 Mengumpulkan masalah yg berkaitan dalam

unit kerjaGKM

2 Memilih dan menetapkan prioritas masalah kerja yg akan digarap

GKM

3 Menetapkan target masalah yg akan diselesaikan dan waktu selesainya

GKM

4 Menyusun rencana kegiatan pemecahan masalah

GKM

5 Renc. Dan pelaksanaan penyajian rekomendasi kpd pimp. Perush

GKM

6 Kep pelaksanaan dan implementasi rekomendasi yang diterima oleh Pimp

Managemen

7 Monitoring hasil pelaksanaan GKM

VIII. Organisasi Gugus Kendali Mutu1. Fasilitator

Tugas fasilitator :- Memberi pelatihan kepada pimpinan dan anggota GKM- Koordinator GKM- Mediator antara GKM dg pucuk pimp. Perush

2. Pimpinan GKM- Memimpin secara aktif- Mendorong anggota agar aktif- mengelola jalannya pertemuan- Bertanggung jawab terhadap keg. GKM- Bersama fasilitator memberikan pelatihan kepada anggota GKM

Petunjuk Pimpinan GKM :- Menyusun rencana pertemuan- Menggunakan agenda acara - Membuat kesimpulan dari hasil

pertemuan dan merenc pertemuan berikutnya

- Tidak mendominasi pembicaraan, terbuka dan subyektif

- Alokasi waktu yang aktif3. Anggota GKMAdalah karyawan dari unit kerja yang

sama

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Quality assurance

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Why Quality Assurance is neededEnhancement /improvement of quality“consumer” protectionCompetitionProduct mobility

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Quality Assurance vs. Quality Control

Quality Assurance

An overallmanagement plan to guarantee theintegrity of data(The “system”)

Quality Control

A series of analytical measurements usedto assess thequality of the analytical data(The “tools”)

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Quality is a matter of negotiationwww.themegallery.com

Requirementsstakeholders:1. Government2. Employers3. Society at large4. Competitors5. Customers

Translation Requirements

in goals and aims

Conversion

research

Communityservice

QUALITY

Achieving our goals

Can quality be measured?

Quantitative indicators (Performance indicators)

ProductivityReject/defect rateUn standard rate

performance indicators&peer review(or tasting the wine)

ACIDITY ALCOHOL TANNIN SEDEMENT

PERFORMANCE INDICATORS PEER REVIEW

TASTE SMELL

Quality is:

“doing the right things in the right way”

but how do we know our quality?

Needed: Internal Quality Assurance system

Quality Assurance (QA) All those planned and systematic actions necessary to provide adequate confidence that a structure, system, or component will perform satisfactorily in service.

Risk based approach applied to establish adequate confidence based on consequences of failure (e.g. more rigor for nuclear safety applications)

QUALITY ASSURANCE???

Continued focus on what we are trying to achieve

Quality AssuranceThe process whereby quality is at the

forefront of every stage of the development, design, marketing, manufacturing and selling process.

‘Quality’ is influenced by the internal philosophy of the business and the external influences -

Quality Assurance

10 Quality Assurance Criteria:

Management• QA Program• Training & Qualification• Quality Improvement• Documents & Records

Performance• Work Processes• Design• Procurement• Inspection &

Acceptance Testing

Assessment• Management

Assessment• Independent

Assessment

Why IQA is needed

To check and control qualityTo improve the qualityNational and international

competition Product mobility

Basic conditions for IQA

As simple as possibleBalance between centralized

and decentralized approachSupported by managementEffective instrumentsTuned to national and

international developments

CRITERIA FOR IQA:

An institution must have: Policy and procedures for QA Approval, monitoring and periodic

review of programmes and awards Assessment of resources Quality assurance of employers Information systems Public information

What instruments do we have for IQA??

Monitoring of systems Evaluation instruments Improvement instruments SWOT-analysis/self assessment External assessment

INTERNAL SELF ASSESSMENT

SWOT-analysis:

S= strengthsW= weaknessesO=opportunitiesT=threats

Benchmarking

Benchmarking “is the systematic study and comparison

of company’s key performance indicators with those of competitors and others considered best-class in a specific function” (Dervitsiotis, 2000

“Is a learning process which requires trust, understanding, selecting and adapting good practices in order to improve”

“ is defining targets for improvement by identifying best practices and adapting them to achieve continuous improvement in ones' own organisation.”

Output assessment Product mobility and mutual recognition of

degrees make it necessary to include Output assessment in the assessment process and not only to look at the process.

Basic question is not “How did you learn”, but “What have you learned”

Process outcomes: Availability, Quality, Price Out put approach has consequences for

product design

Objectives =formulated

learning outcomesProgram

Degree =Achieved learning

outcomes

Relation internal and external QA

August/September 2005

QUALITY ASSURANCE SYSTEM

INTERNAL EXTERNAL

SELF ANALYISEXTERNAL ASSESSMENT

ACCREDITATION

QUALITY PLAN

ACCOUNTABILITY

IMPROVEMENT

Purpose of external assessment Internal function: Quality

assurance Improvementbench marking self regulation External function:

Accountabilityinsight into qualitytransparencyhall mark for quality=

certification

ACCREDITATION

Formal decisionbased on overall assessmentbased on at least minimum

requirementsconcerns yes/no decisionIt might have consequences

SOME QUESTIONS

• Accreditation is a political instrument = control or market instrument =quality label?

• Threshold quality or accreditation +?

• How to cope with the burden (number of programs?) and bureaucracy?

• Connection academic and professional accreditation?

• Is accreditation hindering improvement and innovations?

Requirements ENQA for external assessment

Use of internal QA procedures in the organization

A clear and public external quality assurance process

Explicit decision criteria EQA process should fit for purpose Public report Follow up procedures Formally recognised by competent public

authority Clear goals and objectives Independent: autonomous responsibility for

their operations Accountability procedures

Discussion about the QA handbook A Quality manual contains all documents (or

references to the documents), processes and procedures concerning: Quality design Quality control Quality improvement Quality management Quality audit Quality assessment Quality transformation

Consequence: a QA manual is an individual document, tailor made for the organizations

We can discuss what the content might be, but we can not write a basic document

External Agency Regulation ISO – International Organisation for

Standardisation – ensure compatibility, quality and conformity. ISO 9000 and ISO 14000 set standards on quality and the environment.

Consumers Association – produces the magazine ‘Which’ and provides surveys to inform consumers about quality and value for money of competing products.

British Standards Institution (BSI) – The Kitemark and the CE mark are both important standards of quality. The CE mark confirms the product meets EU directives.

External Agency RegulationTrade Associations - Draw up codes of

practice for its members to adhere to – membership of such an association is an indication of quality. e.g. Corgi gas suppliers, British Soft Drinks Association, National Federation of Builders, etc.

Health and Safety Executive – Responsible for health and safety in the workplace.

REFERENCE Besterfield, D.H, et.al. 2003. Total Quality

Management. International Edition. Pearson Education, Inc. New Jersey

Dale, B.G and Plunkett.J.J. 1990. Managing Quality. University of Manchester Institute of Science and Technology. Philip Alan. Hertfordshire

Sharma, D.D. 2000. Quest for World-Class Excellence Through. Total Quality Management. Principles Implementation and Cases. Sultan Chand and Sons. New Delhi

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