Download - 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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