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Manajemen Kualitas dan Resiko TRI RAHAYU HANDAYANI 1306481921

Quality revolution: leading the innovation and competitive advantages

M.A. Berawi (Civil Engineering and Construction Management Department, Oxford Brookes University, Oxford, UK)

Knowledge management (KM) addresses the critical issues of organizational adaptation,

survival and competence in a rapidly evolving environment. KM embodies organizational

processes that seek a synergistic combination of the data and information processing

capabilities of information and communication technologies (ICT), and the creative andinnovative capacity of human beings to improve ICT. In that role, knowledge management

has the capacity to improve quality management and avoid or minimize losses and

weaknesses that result from poor performance as well as increase the competitive level of the

company and inability to maximize its survival potential in the global marketplace. To

achieve quality, all parties including the clients, company consultants, contractors,

entrepreneurs, suppliers, and governing bodies (i.e. all involved stakeholders) must encourage

collaboration and commitment to quality. Design‐ based organizations have to be quality

driven to support healthy growth in today's competitive market. In the march towards

globalization (i.e. the one world community) as well as local industries comprising many

companies, their design‐ based organizations need to have superior quality management and

knowledge management capabilities to anticipate changes. Intelligence and knowledge is a

form of strategic capital, which can be cultivated, created, stored, managed, retrieved and

measured to give competitive advantage. To anticipate the needs of the marketplace, a new

system that is called quality value model (QVM) is proposed. QVM is a combination of

communication and information technologies (ICT) as well as creative and innovative

capabilities of human beings to meet challenges and to develop high‐quality products.

Quality is a reflection of the properties in a product that customers use to value and evaluate

its economic worth. Furthermore, the mathematical technique within QVM calculates input‐

factor changes within the product. This enables companies to be more responsive and aids

prediction in respect to change and the management of decision uncertainty.

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Six Sigma within Construction Context As a Quality Initiative,

Performance Indicator/Improver, Management Strategy

Muharrem Firat YilmazDept. Of Real Estate and Construction Management

Six Sigma can provide a broader quality concept, detailed performance measurement,

coordinated and repeatable process/performance improvement. Six Sigma became a useful

method as a performance indicator and process improver for the companies from different

industry. Increasing numbers of companies start to integrate the full implications of Six

Sigma (Lloréns-Montes and Molina, 2006). Six Sigma is a quality improvement technique

based on statistics, was used firstly by Motorola in the 1980s. It helps to decrease costs,

increase quality by improving process and reduce the production time (Lloréns-Montes and

Molina, 2006). Six Sigma has statistical and business perspectives and its applications are

improved by Six Sigma Academy (Lloréns-Montes and Molina, 2006).

Process improvement methods under Total Quality Management includes (Stewart and

Spencer, 2006):

• Process Cost Model

• Standardized Process Improvement for Construction Enterprises (SPICE)

• The Balanced Scorecard

• Kaizen

• Statistical Process Control

Six Sigma has two key methods (Kwak and Anbari, 2006):

• DMAIC process (Define, measure, analyze, improve, control).

• DFSS methodology (Design for Six Sigma)

Bechtel Corporation has deployed and implemented Six Sigma with $30million investment

and made $200million savings until 2002 (Eckhouse, 2003). Six Sigma has been used as an

identifier and preventer of defects in construction projects starting from design to handover

phases by Bechtel Project Teams (Kwak and Anbari, 2006).

An ideal process/performance improvement method should have different outputs based on

financial, technical and quality aspects:

• Financial aspect: an ideal process improvement method should decrease the cost and

increase efficiency.

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• Technical aspect: an ideal process improvement method may lead to more effective

researches on engineering issues.

• Quality aspect: an ideal process improvement should make final product better and satisfy

the customer expectations.

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Using lean manufacturing as service quality benchmark evaluation

measure

Abdelhakim Abdelhadi( Prince Sultan University Riyadh Saudi Arabia )

International Journal of Lean Six Sigma, Vol. 7 Iss: 1, pp.

A lean manufacturing metric called Takt time is used as a benchmark evaluation measure to

evaluate service quality at fast-food restaurants. The metric is applied to find the relative

efficiency between three fast food restaurants belonging to different chains. The outcome will

help guide management through ways to improve customer services and increase

performance.

The customer lead time (the time taken by a customer from arrival at the service queue until

their order is fulfilled) is the focus of this study. Takt time is used to find the relative

efficiency of service time between three fast food restaurants.

It is shown that Takt time can be used effectively to measure the level of efficiency of the

services provided. It measures the relative efficiency and identifies bottlenecks among

different entities providing the same services.

The results can be used as a guide to rank the efficiency of the length of service time ofdifferent entities by taking the whole system into consideration rather than just measuring and

comparing the service time itself between the entities. The results show the effectiveness of

using lean manufacturing practices in pinpointing the relative inefficiencies between different

service provider facilities.

This research presents a procedure to measure relative efficiency between different service

providers to enhance their services. It can be applied to any service management systems that

deal directly with walk-in customers.
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