15 quality values (1)
DESCRIPTION
Quality First Market-In / Customer Focused Next Process is Your Customer People Building First Vital Few / Focusing on Priorities Control by Facts and Data Process Vs Result Oriented. 15 QUALITY VALUES (1). Control of Variation PDCA Cycle Up Stream Management - PowerPoint PPT PresentationTRANSCRIPT
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15 QUALITY VALUES (1)15 QUALITY VALUES (1)• Quality First• Market-In / Customer Focused • Next Process is Your Customer• People Building First • Vital Few / Focusing on Priorities• Control by Facts and Data• Process Vs Result Oriented
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15 QUALITY VALUES (2)15 QUALITY VALUES (2)• Control of Variation• PDCA Cycle• Up Stream Management• Preventing Recurring Problems• Control Starts with Measurable Goals• Don't Blame Others• Respect for Humanity• Teamwork
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QUALITY FIRSTQUALITY FIRST• Profit is essential for company
growth but it must be achieved through quality prioritization
• To put quality improvement above sales increase,cost lowering, and efficiency improvement
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MARKET-IN / CUSTOMER FOCUSED MARKET-IN / CUSTOMER FOCUSED • Market-In Vs. Product-Out• Create product and service which
customer really need• Understand customer need and want
based on fact• Interpret every activity to satisfy
customer in term of cost, quality, and time
• Detect trends prior to company
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NEXT PROCESS IS YOUR NEXT PROCESS IS YOUR CUSTOMERCUSTOMER
Two types of customer1. End user (external)2. Next process or the next
after (internal)
Therefore, each process has its own customer and supplier
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NEXT PROCESS IS YOUR NEXT PROCESS IS YOUR CUSTOMERCUSTOMER
• Every user, recipient, processor of our work is our customer
• We must know how to satisfy our customer not only to serve
Do it right the first time
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NEXT PROCESS IS YOUR NEXT PROCESS IS YOUR CUSTOMERCUSTOMER
• Treat the next process as your customer, meaning as KING
• Don’t argue with them• follow what they want while
reasonable• Don’t give defected product /
service to the next process
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PEOPLE BUILDING FIRST PEOPLE BUILDING FIRST • “We make people first, before
making products” - Keinosuke Matsushita -
• Quality improvement starts and ends with training/education
• In-class training must also be followed with On-The-Job training
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FOCUSING ON PRIORITIESFOCUSING ON PRIORITIES• Not trivial many, but vital few• Identify the most critical or
unexpected problem at work place • Solve the problem by priority in
accordance to ‘Top Management’ priority set based on data/facts
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CONTROL BY FACTS AND DATACONTROL BY FACTS AND DATA• Fact/data Vs. Opinion• Speak and Work based on data• Do not accept any report not based on
data • Do not submit report not based on data • If those things did not happen, the
whole remain fiction
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SPEAK WITH DATASPEAK WITH DATA• Infer the issues into data• Solve the problem with data• Decide based on data• Let the data tell
“When you see data, doubt it”- Kauro Ishikawa -
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“ “Three Real” Principle Three Real” Principle • GEMBA ( Real Place )GEMBA ( Real Place )
= Actual place• Where 80% of problem and value added
happen• Every problem = Improvement opportunity
• GEMBUTSU ( Real Thing )GEMBUTSU ( Real Thing )= Things (Machine, tool, component,product)
• GENJITSU ( Real Fact )GENJITSU ( Real Fact )= Actual fact
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PROCESS VS RESULT ORIENTEDPROCESS VS RESULT ORIENTED• It is during the process when the
quality of product / service is created, so that inspection would be too late to assure and to restore it
• Therefore, every job can only be controlled in the process not in the output
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PROCESS VS RESULT ORIENTEDPROCESS VS RESULT ORIENTED
PSUPPORT AND
STIMULATECONTROL BY
REWARD AND PENALTY
EFFORTS FOR IMPROVEMENT PERFORMNACE
RC R I T E R I A
A EB C DPROCESS RESULT
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PROCESS VS RESULT ORIENTEDPROCESS VS RESULT ORIENTEDPROSESVARIABILITY
NORMAL/ABNORMAL
PROCESS (5M)
ERROR PREVENTION
STANDARDIZATION AND REPAIRMENT
HASILGOOD/BAD
ACCEPTED/NOT
PRODUCT/LOT
FIREFIGHTING
ROUTINE WORK
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CONTROL OF VARIATIONCONTROL OF VARIATION• Variability = # 1 Enemy of quality• Every process has tendency to
vary• therefore, it is necessary to
observe the variation process with statistic method, and analyze the major cause to do repairmen
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PDCA CYCLEPDCA CYCLE• Control is PDCA• Control starts at the process and
ends at the final output• Corrective action Vs. Prevention
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PDCA CYCLEPDCA CYCLE
A
C D
PPlan
Do
Act
Check
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AC D
P
AC D
SMAINTENANCE
AC D
S
AC D
P
IMPROVEMENT
PDCA & SDCA CYCLEPDCA & SDCA CYCLE
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PDCA & SDCAPDCA & SDCASustaining
Cycle
Maintainas is
ACT
Follow-up
Idea
Improve
CHECK Y
No
PLAN DO
RemedialACT
RecurrentPreventive
ACT
Improving Cycle
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UP STREAM MANAGEMENTUP STREAM MANAGEMENT• Quality wanted by customer is very
much depending on quality decision made at the early process, such as marketing, planning, R&D and engineering
• 90% quality of product determined in design process, and only 10% in production, inspection, or after sales service
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PREVENTING RECURRING PREVENTING RECURRING PROBLEMSPROBLEMS
• Do not make the same mistake• Do not let the same mistake happen• set preventive action to avoid the
same mistake with the same cause
Do it very right at the second time
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CONTROL STARTS WITH CONTROL STARTS WITH MEASUREABLE GOALSMEASUREABLE GOALS
• No control without measurable goals• Human work accordingly to how he is
measured• Goals should be SMART (Specific,
Measurable, Attainable, Realistic, Time Frame)
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DON'T BLAME OTHERSDON'T BLAME OTHERS• People is not the matter!• Blaming on someone will not solve the
problem• self introspect before you blame
someone• Even, a tendency to cover the problem• So, if you want your employee involved
in problem solving, stop blaming
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RESPECT FOR HUMANITYRESPECT FOR HUMANITYRespect your employee as a human– Treat them as partner– Treat them as they are human– Treat them as adult person– Treat them as the subject not the
object
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TEAMWORKTEAMWORK• Teamwork = Togetherness• Teamwork does not happen by itself, but must be
managed• Inter personal cooperation, inter functional
(horizontal), inter department (vertical)• synergic output can be achieved through group
teamwork• Teamwork will come into being when everybody
has the same vision, mission,goal and same problem