Kepentingan Kualiti dalam Pembuatan
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Dokumen tersebut merupakan risalah tentang kursus satu hari yang memberi tumpuan kepada konsep 'Soft TQM' dalam pembuatan. Ia menjelaskan lima prinsip utama TQM iaitu penglibatan pekerja, penambahbaikan berterusan, kerja berpasukan, kepuasan pelanggan dan pengubahan budaya."
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Kepentingan Kualiti dalam Pembuatan
- 1. DELL, Penang 17 & 24 Feb 2016 Dell Asia Pacific Sdn. Bhd. Plot 76, Kawasan Perusahaan Bukit Tengah, 14000, Bukit Mertajam, Pulau Pinang, Malaysia. Tel 04-508 7119 Kepentingan Kualiti dalam PembuatanKepentingan Kualiti dalam Pembuatan
- 2. International Educational Leadership Speaker. Provides consultation on Lean and leads Kaizen, TPM, Cellular system & Moonshine set up. A multi skill Innovator with Mechanical background that adopts Green Living and rode 18,290km thru 24 Countries over 5 months from Penang to London on a 125 CC Kapcai. Founder of Tim’s Waterfuel, an alternative HHO gas supplement using Water that adds power, millage & reduce Co2 emission on automobiles. An NGO Community worker for Prison, Drug Rehabilitation and Crisis Relieve & Training (CREST) Malaysia, an organization that respond to Crisis & Flood. Timothy Wooi Add: 20C, Taman Bahagia, 06000, Jitra, Kedah timothywooi2@gmail.com Certified HRDF Trainer & Principal Consultant for Lean Management and a Kaizen Specialist with 30 over years working experience. TRAINER’S PROFILE
- 3. Kualiti memainkan peranan utama dalam persekitaran pembuatan hari ini. Memahami keperluan pelanggan dan pemantauan tingkah laku dan perubahan proses untuk mengawal Pelanggan dari menerima kecacatan adalah kunci dalam memastikan Kualiti.Superior Quality, reduce Cost and on-time Delivery (QCD) Kepentingan Kualiti dalam PembuatanKepentingan Kualiti dalam Pembuatan
- 4. Objektif Kursus amalannya untuk megetahui mengapa TQM begitu penting sebagai mekanisme untuk Kualiti kepada Pelanggan dan mematuhi prosedur yang memastikan Kualiti kepada Pelanggan. Kepentingan Kualiti dalam PembuatanKepentingan Kualiti dalam Pembuatan Program latihan 1 hari ini fokus pada “Soft TQM Concepts” untuk menyedia dan melengkapkan peserta memahami TQM dengan lebih dan
- 5. terus meningkatkan proses , produk dan perkhidmatan organisasi ’’. TQM melibatkan SEMUA pekerja dalam menggunakan kaedah kuantitatif untuk ............... .. Kepentingan Kualiti dalam PembuatanKepentingan Kualiti dalam Pembuatan Pengenalan " Total Quality Mangment (TQM ) adalah pendekatan penuh organisasi untuk memenuhi kehendak dan ekpetasi pelanggan.
- 6. 1.Bahagian "Soft TQM’’ meghasilkan pengenalan kepada Sembilan ( 9 ) prinsip utama yang biasa berlaku dalam Pengurusan Kualiti. 1 ) Penglibatan Penuh Pekerja 2 ) Peningkatan Berterusan 3 ) Latihan Berterusan 4 ) Kerja Berpasukan 5 ) Penguasaaan 6 ) Komitmen dari Pengurusan Atasan dan Sokongan 7 ) Gaya Pengurusan Demokratik 8 ) Kepuasan Pelanggan / Masyarakat 9 ) Pengubahan Budaya Kepentingan Kualiti dalam PembuatanKepentingan Kualiti dalam Pembuatan
- 7. 2. Amalan "Hard" TQM dalam Pengurusan Kualiti meliputi Teknik, Peralatan dan sistem Kawalan Proses Statistik Siri ISO 9000 Analisis Pareto Rajah Matrix Histogram Rajah Decision Tree Analisis Critical Path Rajah Fishbone atau Ishakawa Kedua duanya adalah falsafah dan prinsip panduan pengurusan bagi menguruskan sesebuah organisasi. Kepentingan Kualiti dalam PembuatanKepentingan Kualiti dalam Pembuatan
- 8. Isi Kandungan Kelas TQM dalam Pengeluaran Perkilang focus pada lima prinsip utama ia itu 1,2,4,8 dan 9 dari 9 Pengurusan Penuh Kualiti seperti di bawah; 1) Penglibatan Penuh Pekerja 2) Peningkatan Berterusan 4) Kerja Berpasukan 8) Kepuasan Pelanggan / Masyarakat 9) Pengubahan Budaya Kepentingan Kualiti dalam PembuatanKepentingan Kualiti dalam Pembuatan
- 9. 02/16/16 9 I build it, You inspect I inspect, You build Quality is Everyone’s responsibilityKualiti adalah tanggung jawab Semua Orang
- 10. Faedah memahami kehendak kehendak pelanggan dan menjadi sekumpulan dalam organasasi yang bertanggung jawab menentukan Kualiti….. dilengkapkan dengan pentingnya untuk menyampaikan Produk berkualiti melalui peningkatkan proses, produk dan perkhidmatan dalam organasasi. Kepentingan Kualiti dalam PembuatanKepentingan Kualiti dalam Pembuatan Peserta akan:
- 11. The Pencil Parable Take 5! Relax & Watch!
- 12. Apakah makna perkataan ‘Quality’ itu pada kamu? Menggembirakan … Pertama: Memenuhi, Kedua: melebihi expetasi & Ketiga: membuat anda bahagia! Kepentingan Kualiti dalam PembuatanKepentingan Kualiti dalam Pembuatan ‘Quality’ …. Abad ke19... cuma Memenuhi kehendak Pelanggang Abad ke20… Melebihi expetasi Pelanggan Abad ke 21… Menggembirakan Pelanggan.
- 13. Memenuhi ‘standard’ kepuasan yang diperlukan Dalam abad ke-21, Kualiti adalah tanggungjawab semua orang dalam "Menggembirakan Pelanggan" melalui penambahbaikan Inovasi berterusan dalam menepati spesifikasi yang disetujui’’
- 14. Pembuatan Kraf • Lewat 1800-an • Kereta dibina di atas blok dalam kandang dan pekerja berjalan sekeliling kereta. • Dibina oleh tukang dengan bangga • Komponen buatan tangan, dipasang dengan tangan • Kualiti sangat baik • Sangat mahal • Sedikit dihasilkan Kilang MembazirKilang Membazir
- 15. Pengeluaran besar-besaran • Barisan pemasangan - Henry Ford 1920 an • Kemahiran buruh rendah, pekerjaan mudah, tiada kebanggaaan dengan kerja • Bahagian-bahagian bolih ditukar alih • Kualiti lebih rendah • Harga mampu miliki olih keluarga biasa • Berbilion dihasilkan - semua sama "Anda boleh memilih mana-mana warna , janji Hitam” Kilang MembazirKilang Membazir
- 16. • Sel atau Talian Pemasangan Fleksibel • Perkerjaan lebih luas, Pekerja berkemahiran tinggi, • Bangga dengan produk • Bahagian-bahagian bolih ditukar alih dan lebih pelbagai • kualiti terpuji mandatori • Harga diturunkan melalui penambahbaikan proses. • Persaingan dalam Pasaran global kilang ‘Lean’ tanpa bazirkilang ‘Lean’ tanpa bazir Pengeluaran Lean
- 17. Asal-usul Pengeluaran Lean – tanpa bazir Dipelopori oleh Taiichi Ohno dan Syarikat Toyota pada tahun 70an. Paradigma baru untuk meningkatkan kualiti, mengurangkan kos dan masa penghantaran (QCD) dari mulanya permintaan. Dicipta "Pengeluaran Lean" pada tahun 1990 oleh James Womack dan Daniel T. Jones dalam buku " Mesin yang mengubah Dunia “ Membenarkan Toyota menembusi pasaran Amerika bagi menghantarkan kualiti terbaik pada harga yang berpatutan. Sistem Pengeluaran Toyota memulakan satu revolusi dalam strategi pembuatan
- 18. Just in Time Apa diperlukan Bila diperlukan Jumlah tepat-betul • Aliran Berterusan • Pengeluaran Tarik • Pengeluaran sama •Tingkat (Heijunka) Jidoka “kualiti dibina dalam” • Manual / automatik • berhenti ‘line’ • Mesin perlu buruh • Kecekapan kerja • Kalis kesilapan •Kawalan Visual fleksibel, berkemampuan, bermotivasi tinggi Kerja seragam, Penyelenggaraan Produktif Penuh Produk dan Proses teguh Penglibatan PembekalKestabilan Operasi Cara-Cara ‘Lean’ –tanpa bazirCara-Cara ‘Lean’ –tanpa bazir SISTEM PENGELUARAN TOYOTA Quality Terbaik – Harga Terendah- ‘Lead Time’ Tersingkat Memendekkan Aliran Pengeluaran melalui Penghapuskan Pembaziran 5S’ penghapusan Pembaziran sebagai Asas ’LEAN’ KAEDAH ‘Lean’KAEDAH ‘Lean’
- 19. Persaingan Global Abad ke-21 Perdagangan Globalisasi telah mendedahkan industri tempatan dengan Tekanan Persaingan baru. Dahulu: Kos + Keuntungan = Harga Sekarang: Harga - Keuntungan = Kos Sasaran Kelayakan Pasaran Global: Kualiti Terbaik, Harga yang Bersaing, Penghantaran Cepat Pemenang dalam Pasaran Global: Produk dan Perkhidmatan yang dinilai oleh pelanggan.
- 20. Ciri-ciri Pengeluaran Kelas Antarabangsa Penghantaran KosKuality Pelanggan- Bertumpuan Nilai Sistem Pengeluaran ‘Lean’ Pengeluaran sama Tingkat JIT JIDOKA 5S / Pengurusan Visual Pembuangan Pembasiran Berterusan SISTEM PENGELUARAN ‘LEAN’ Mekanik Bahan Mesin Kerja Standard Takt Time SWIP Operasi ketersediaan Aliran 1 Keping Sistem Tarik Kaedah ‘Kaizen’ Kos + Kentungan = Harga Harga – Keuntungan = Kos Sasaran
- 21. PENAMBAHBAIKAN BERTERUSAN =PENAMBAHBAIKAN BERTERUSAN = KAIZENKAIZEN PENAMBAHBAIKANPENAMBAHBAIKAN TANPA BERAKHIRTANPA BERAKHIR Bahasa Jepun, KAI Ubah ZEN Baik KAI ZEN= Berubah untuk lebih baik Perubahan kecil beransur-ansur tambah, digunakan dalam tempoh yang panjang boleh menambah kesan yang besar pada perniagaan masa hadapan. Kelayakan & Kemahiran Abad ke-21
- 22. Kenapa Kaizen Untuk terus menghapuskan pembaziran tanpa mengeluarkan aktiviti bernilai dalam proses Memproses Transportation Menunggu Pergerakan MUDA Take all FOUR I need ONE! KecacatanKecacatan Pengeluaran Lebih InventoriInventori Kelayakan & Kemahiran Abad ke-21
- 23. Kelayakan & Kemahiran Abad ke-21 Melihat Pembaziran dengan lebih dekat
- 24. TQM adalah kerjasama bersama semua orang dalam organisasi dan perniagaannya untuk menghasilkan produk dan perkhidmatan, yang memenuhi dan melebihi keperluan dan expetasi Pelanggan. Dua aspek penting Pengurusan TQM adalah: 1. Konsep ‘Soft TQM’ dan 2. Amalan ‘Hard TQM’. Kepentingan Kualiti dalam Pembuatan
- 25. terus meningkatkan proses , produk dan perkhidmatan organisasi ’’. TQM melibatkan SEMUA pekerja dalam menggunakan kaedah kuantitatif untuk ............ Konsep ‘Soft TQM’Konsep ‘Soft TQM’ Pengenalan " Total Quality Mangment (TQM ) adalah pendekatan penuh organisasi untuk memenuhi kehendak dan ekpetasi pelanggan. Pengawalan Kualiti Produk Pengurusan Penuh Kualiti (TQM) Syarikat Proses Produk Jaminan Kualiti Proses Produk
- 26. Ia bertujuan untuk mengubah organisasi melalui perubahan progresif dalam Sikap, Amalan, Struktur dan Sistem. Konsep ‘Soft TQM’ TQM adalah satu pendekatan jangka panjang yang memandang penambahbaikan yang berterusan dalam Organisasi dan bukan matlamat jangka pendek.
- 27. TQM melampaui lebih pada kualiti produk, melibatkan semua orang dalam organisasi, dan merangkumi setiap fungsi: pentadbiran, komunikasi, pengedaran, pembuatan, pemasaran, perancangan, latihan, dan lain-lain Konsep ‘Soft TQM’
- 28. Siapa yang mahu apa ……….. Kehendak & Expetasi Pelanggan Kos Rendah Kualiti Tinggi Ketersediaan Kehendak Syarikat & Ekpetasi Pertumbuhan Keuntungan Perniagaan yang berulang Tunai !!Tunai !!$ Nilai !!Nilai !! Perniagaan Wang Sekarang!Perniagaan Wang Sekarang!
- 29. 1. “Soft” TQM dalam Pembuatan memberi tumpuan pada: Penglibatan penuh Pekerja; Penambahbaikan berterusan; Kerja Berpasukan; Kepuasan Pelanggan / Masyarakat; Pengubahan Budaya. Kepentingan Kualiti dalam Pembuatan
- 30. megunakan idea-idea sendiri, kepakaran, dan usaha ke arah menyelesaikan masalah dan membuat keputusan. Kepentingan Kualiti dalam Pembuatan Penglibatan Pekerja Penglibatan pekerja bolih ditakrifkan sebagai: Penglibatan kaki tangan secara langsung untuk membantu organisasi memenuhi misi dan objektifnya dengan:
- 31. 1) Penglibatan Penuh Pekerja1) Penglibatan Penuh Pekerja TQM, melibatkan semua orang dalam organisasi. penyertaan pekerja 'dalam strategi peningkatan kualiti keseluruhan’ membawa peningkatan aliran maklumat dan pengetahuan. Elemen ‘Total’ dalam TQM membayangkan bahawa setiap ahli organisasi terlibat dalam proses peningkatan kualiti dalam "pengedaran kepintaran" untuk menyelesaikan masalah.
- 32. 2) Penambahbaikan Berterusan2) Penambahbaikan Berterusan Penambahbaikan Berterusan adalah satu kaedah untuk mengenal pasti peluang untuk memperkemas kerja dan mengurangkan pembaziran. Di amalkan dalam Pembuatan ‘Lean / Kaizen’ dalam perniagaan. Ia kini digunakan oleh beribu-ribu syarikat di seluruh dunia untuk mengenal pasti peluang penjimatan.
- 33. Bagi memenuhi KEHENDAK Perniagaan abad ke 21 Kita perlu melakukan tiga perkara dengan baik, semua pada masa yang sama! “Lebih Murah” “Lebih Cepat” “Bertambah Baik” Kos Kualiti‘Lead Time’ Customer Price Net Margin Production Costs Kenapa Penambahbaikan Berterusan? 2) Penambahbaikan Berterusan2) Penambahbaikan Berterusan
- 34. 34 Harga Kecacatan Adakah ia lebih mahal untuk membuat proses lebih baik? Tidak. Membuat proses lebih baik, mengurangkan Kecacatan Kerja semula Scrap Pembaziran Membina Kualiti dalam ProsesMembina Kualiti dalam Proses
- 35. ‘Kaizen’ Tempat Kerja ‘Kaizen’ Peralatan dan Kemudahan Sistem ‘Kaizen’ PeningkatanPerubahan Radikal - Kaikaku Bengkel ‘Kaizen’ Penambahbaikan setiap hari – ‘Standard Work’ Berdasarkan Orang 2) Penambahbaikan Berterusan2) Penambahbaikan Berterusan Peningkatan Berterusan menggunakan kaedah ‘Kaizen’
- 36. ““Pemeriksan Tradisional”Pemeriksan Tradisional” 2) Penambahbaikan Berterusan2) Penambahbaikan Berterusan Pengeluaran Tradisional yang bergantung kepada Pemeriksaan ‘QA’untuk mengesan kecacatan sebelum sampai ke pelanggan tidak lagi boleh memberi jaminan kualiti. Pendekatan ini tidak mebuat apa-apa untuk menghapuskan punca kecacatan walaupun ia hanya bolih menyebabkan kualiti tinggi untuk Pelanggan.
- 37. ““Melakukannya dengan betulMelakukannya dengan betul pertama kalipertama kali”” Membina Kualiti dalam ProsesMembina Kualiti dalam Proses 2) Penambahbaikan Berterusan 2) Penambahbaikan Berterusan Di dalam kilang Lean Pengeluaran bertanggung jawab untuk membina Kualiti dalam produknya. Operator diperlukan untuk melaksanakan kerja mereka mengikut tahap kualiti sebelum luluskan proses seterusnya …. Amalan ini mengelakkan kecacatan barangan dari berterusan dan menjamin Kualiti.
- 38. 38 POKA-YOKE Cara-cara Mencegah KesilapanPOKA-YOKE Cara-cara Mencegah Kesilapan 1. Berhentikan proses 2. Maklumbalas kepada Kejuruteraan untuk melaksanakan Pembetulan. 3.Minta peranti Kalis Kesilapan dalam Proses untuk mengelakkan kesilapan manusia. Apabila ralat diramal dan dikesan, Pengeluaran boleh berhenti Kecacatan dengan: 2) Penambahbaikan Berterusan 2) Penambahbaikan Berterusan
- 39. Pendekatan Kualiti Penuh TQM Quality CirclesTQM Quality Circles Jaminan Kualiti bekerja dengan Pegeluaran dalam Kalangan Kualiti untuk memahami punca kecacatan dan membantu Pengeluaran untuk langkah-langkah tindakan. QA kemudian menggunakan Peralatan Kualiti memperbaiki sistem untuk mencegah kecacatan itu mengulangi. Ini memastikan hanya Produk berkualiti meninggalkan Syarikat. 2) Penambahbaikan Berterusan 2) Penambahbaikan Berterusan
- 40. QA besama Pengeluaran memaklumbalas kepada Kejuuteraan punca kecacatan bagi langkah pengesanan awal. Jidoka - AutonomationJidoka - Autonomation Keruteraan kemudian mengkaji cara-cara menggabungkan ’Kepintaran Manusia' ke dalam Peralatan untuk mengesan kesilapan dan berhenti secara automatik apabila kecacatan berlaku. 2) Penambahbaikan Berterusan 2) Penambahbaikan Berterusan Pendekatan Kualiti Penuh
- 41. Poke Yoke – Mistake ProofingPoke Yoke – Mistake Proofing Kejuruteraaan kemudian mengkaji dan mereka Kalis Kesilapan kedalam proses untuk mengelakkan kecacatan yang disebabkan oleh 'Ralat Manusia' yang memerlukan kemahiran dan 'mengingati’ langkah-langkah proses contoh: Sebahagian Badan mesti mempunyai lubang digerudi untuk digunakan dalam percantuman. 2) Penambahbaikan Berterusan 2) Penambahbaikan Berterusan Pendekatan Kualiti Penuh
- 42. Satu rakan sejawat sama berbentuk slot ‘L’dilampirkan ke meja gerudi membenarkan Bahagian Badan dimuatkan hanya dengan orientasi yang betul dan kedudukan yang tepat untuk di geudi. Jig asal perlu diorientasi berhati-hati pada bahagian atas meja gerudi tekan untuk memastikan lokasi lubang gerudi itu tepat. Poke Yoke – Mistake ProofingPoke Yoke – Mistake Proofing 2) Penambahbaikan Berterusan 2) Penambahbaikan Berterusan
- 43. Tumpuan adalah kepada perancangan, pencegahan, dan jangkaan. PDCA Problem Solving Guide Pendekatan TQM menggunakan‘Alat Penyelesaian Masalah’ 2) Penambahbaikan Berterusan 2) Penambahbaikan Berterusan
- 44. Penghapusan Kecacatan- CAP Do 44 Do Laksanakan Poka-Yoke & ukur keputusan CHECK Apakah Kecacatan itu? ACT Cari punca Plan Poka-Yoke KAIZEN Penambahbaikan Berterusan 2) Penambahbaikan Berterusan 2) Penambahbaikan Berterusan
- 45. Penghapusan kecacatan menggunakan pendekatan PDCA bermula dengan Langkah iii) Check-Semak (penggunaan 4W1H untuk membantu) 1. What- Apakah kecacatan itu dan Apa sebabnya? 2. Where- Di mana Kecacatan itu beraku ? 3. When- Bila kecacatan itu berlaku? 4. Who- Siapa menyebabkan kecacatan itu. 5.How –Bagaimana Kecacatan itu berlaku?. 2) Penambahbaikan Berterusan 2) Penambahbaikan Berterusan
- 46. Langkah ii) Act: Analisa kecacatan itu untuk menentukan apa yang menyebabkannya. Tentukan aksi penambahbaikan untuk mencegah kecacatan tersebut. Pilih daripada peningkatan ‘mungkin’ untuk melaksanakan penambahbaikan yang bolih menghalang kecacatan itu berlaku 2) Penambahbaikan Berterusan 2) Penambahbaikan Berterusan
- 47. Langkah iii) Plan-Rancang Selepas mengenal pasti penambahbaikan ang perlu, buat rancangan untuk pelaksanakan. Soalan-soalan yang perlu dipertimbangkan: Apakah langkah-langkah yang perlu dilakukan untuk mencapai rancangan itu? Bila rancangan ini bolih selesai? Sebaik sahaja pelan itu ditubuhkan, laksanakannya dengan tempoh masa yang bolih siap. 2) Penambahbaikan Berterusan 2) Penambahbaikan Berterusan
- 48. Langkah iii) Plan- Rancang Ini sekali lagi dibahagikan kepada 3 langkah 1 Mengenal pasti masalah dalam proses semasa. 2.Pastikan Target untuk menyelesaikan masalah dan 3.Tentukan Peninkatan Penyelesaian. Ini mengelakkan masalah berulang - matlamat utama Penambahbaikan Berterusan. 2) Penambahbaikan Berterusan 2) Penambahbaikan Berterusan
- 49. Langkah iv) Do- Lakukan Apabila tindakan penambahbaikan dilaksanakan dengan jayanya serta sasaran dipenuhi, lakukan berikut- Kaji semula peningkatan aktiviti- belajar pelajaran. ’Standard’kan penambahbaikan dalam proses dan ikutinya. Kemas kini dokumen Kualiti serta dokumen ’Standard Proses’. Tentukan masa dan tempat untuk membuat perubahan dalam projek seterusnya. 2) Penambahbaikan Berterusan 2) Penambahbaikan Berterusan
- 50. Definisi: kerjasama atau usaha bersepadu sebahagian daripada sekumpulan orang yang bertindak bersama- sama sebagai satu pasukan demi kepentingan tujuan yang sama. untuk meningkatkan prestasi, perpaduan pekerja dan budaya syarikat. Syarikat-syarikat yang kerap membangunkan idea-idea baru atau produk yang menggunakan pendekatan berasaskan projek berpasukan untuk meresap tanggungjawab 4) Kerja Berpasukan Kepentingan Kualiti dalam Pembuatan
- 51. 3) Kerja Berpasukan3) Kerja Berpasukan Kerja berpasukan amat penting dan adalah syarat untuk penambahbaikan yang berterusan. Ia dilihat sebagai entiti kerja yang lebih berhasil dan berkesan daripada individu. Pasukan hendaklah melibatkan pekerja daripada semua peringkat hierarki, lapisan, dan dari semua jabatan untuk menghsilkan kerja lebih fleksibel dan untuk menguatkan kepercayaan bersama di kalangan ahli-ahli.
- 52. Di Google, semasa 'Kaizen,' pekerja biasanya bekerja dalam kumpulan kecil daripada tiga hingga enam orang. Ini memberikan produktiviti berbanding dengan kumpulan yang lebih besar. ‘ Bekerja dalam banyak kumpulan kecil, dan yang pelbagai untuk projek-projek. 3) Kerja Berpasukan3) Kerja Berpasukan Hasilnya adalah satu kuasa, organisasi fleksibel dengan pasukan kecil mengikuti beratus-ratus projek, pendekatan yang Schmidt mendakwa 'membolehkan seribu bunga mekar. "
- 53. … Istilah pemasaran yang sering digunakan sebagai ukuran sama ada produk dan perkhidmatan yang dibekalkan oleh syarikat memenuhi atau melebihi expetasi pelanggan. …. ditakrifkan sebagai "jumlah pelanggan, atau peratusan daripada jumlah pelanggan, yang melaporkan pengalaman dengan firma, produk, atau perkhidmatan melebihi kepuasan dinyatakan” 4) Kepusan Pelanggan / Citizen Kepentingan Kualiti dalam Pembuatan
- 54. Kepuasan Pelanggan… penggerak untuk meningkatkan prestasi Pelanggan: Luaran (pelanggan, badan-badan kawal selia kerajaan, orang ramai) dan Dalaman (pekerja, jabatan yang berlainan) Kedua-dua Pelanggan Luaran dan Dalaman mempunyai kehendak. TQM menekankan kepentingan memenuhi kehendak tersebut. 4) Kepuasan Pelanggan / Masyarakat4) Kepuasan Pelanggan / Masyarakat
- 55. 4) Kepuasan Pelanggan / Masyarakat4) Kepuasan Pelanggan / Masyarakat Seorang pelanggan gembira (atau berpuas hati) sering tidak berkata apa-apa atau memberitahu hanya beberapa orang kawan, tetapi (yang tidak berpuas hati) memberitahu lebih ramai orang untuk memberi amaran kepada mereka. "Seorang pelanggan gembira memberitahu seorang rakan; seorang pelanggan tidak berpuas hati memberitahu seluruh dunia’’ Pepatah ini menjadi popular pada pertengahan 1980-an, apabila Persatuan Pengurusan Amerika menjalankan kajian fenomena perniagaan.
- 56. Budaya organisasi memberi kesan dan mengubah tindakan dan persepsi semua aspek kerja dalam usaha untuk memasukkan Kualiti. Kebudayaan bertindak sebagai satu kuasa untuk perpaduan dalam organisasi dan dengan itu boleh menyokong atau menghalang proses perubahan ke arah penggunaan TQM. 5) Perubahan budaya Kepentingan Kualiti dalam Pembuatan
- 57. 5) Pengubahan Budaya5) Pengubahan Budaya Pengubahan ... Ditakrifkan sebagai membuat perubahan dalam sesuatu berbanding dengan keadaan yang lebih awal, mengubah atau menukarkan sesuatu, atau hanya menjadi berbeza. Budaya .... ialah cara hidup sekumpulan orang - tingkah laku, kepercayaan, nilai dan simbol-simbol yang mereka terima, bersama komunikasi secara amnya tanpa berfikir terutama yang diturunkan dari generasi.
- 58. Pengubahan Budaya . ..modifikasi masyarakat melalui inovasi, ciptaan, penemuan, atau hubungan dengan masyarakat lain Ia adalah transformasi kepercayaan lampau, nilai- nilai, dan simbol yang di warisi tanpa banyak berfikir kepada yang bolih diguna dalam persekitaran semasa, masa kini dan perubahan teknologi. 5) Perubahan Budaya5) Perubahan Budaya
- 59. Pelaksanaan TQM yang berjaya bergantung kepada kewujudan budaya kualiti dikalangan semua orang. Penyelidikan menunjukkan bahawa, unsur-unsur positif se contoh: visi yang diterima umum, tanggungjawab diterima, pelanggan-fokus dan kesepaduan kumpulan, masih banyak lagi perlu dilakukan untuk memberi laluan kepada budaya kualiti penuh. Kepentingan Kualiti dalam Pembuatan
- 61. Apakah Jangkaan di Masa Depan • Latihan • Komunikasi • Penghapusan Pembaziran (NVA) • Penambahbaikan yang Berterusan • Kilang Visual • Susun atur yang lebih cekap • Peranan & Tanggungjawab • Lebih penglibatan / Pemilikan • PERTUMBUHAN jangka panjang !! Kepentingan Kualiti dalam Pembuatan
- 62. & JURULATIH Untuk maklumat lanjut, sila hubungi kami: Iverson Associates Sdn Bhd No.52-1, First floor, Bayan Bay, Persiaran Bayan Indah, 11900 Bayan Lepas Penang. T: 04 641 2760, 638 3179 | F: 04 641 2761 E: sales-pg@iverson.com.my | W: www.iverson.com.my Kursus latihan ini diselenggarakan oleh Iverson & dikendalikan olih Jurulatih Perunding LEAN dan Kaizen Leader yang berpengalaman 30 puluh tahun lebih dalam mengendalikan latihan ‘Hand-On’ memandu Projek Peningkatan Lean & Kaizen. Kami menyediakan perkhidmatan Perundingan Teknikal ,TPM, Kaizen, Penukaran Pantas, Sistem Cellular, Production Balancing, Perancangan Proses ‘Layout’ dan Aktiviti Kumpulan Kecil. Kami juga menjalankan Team Building & Kursus Latihan ‘Lean Production’
Editor's Notes
- manufacturing environment- persekitaran pembuatan monitoring process behaviors and variation pemantauan tingkah laku dan perubahan proses Defect- Kecacatan
- provide and equip menyediakan dan melengkapkan amalan dan untuk memahami mengapa TQM begitu penting sebagai mekanisme untuk memastikan Kualiti kepada Pelanggan
- The way things usually are today. This can apply to almost any department, take Production & Quality for instance. Instead of I build it, you Inspect it. It would be I Inspect my Built, you help make my Inspection Easy & Foolproof.
- Time & Motion studies - Fredrick Taylor Interchangeable parts - Eli Whitney
- The term “Lean Manufacturing” originated at the Toyota Motor Company with Taaichi Ohno. It was popularized in American factories in large part by the Massachusetts Institute of Technology study of the movement from mass production to lean production as described in “The Machine that changed the World” by James Womack. The goal if this manufacturing philosophy is to eliminate waste in the production system, thus yielding greater throughput and reduced operating costs. The Toyota company of Japan faced many obstacles following the end of World War II. In order to compete the company had to produce vehicles with limited resources in materials, manpower and machinery. The would also have to differentiate themselves from the stream of American auto products by providing superior quality in order to survive in the market place. The creators of the TPS discovered that if they concentrated on time, rather than directly on cost, they could defeat the trade-off between cost and quality. In other words, by focusing on “constantly reducing the time from order to delivery,” they could make a better (higher quality) product quicker and at lower cost. Taiichii Ohno and the staff at Toyota Motor Company developed an entirely new production system that simultaneously reduced cost, improved quality and reduced delivery time. Their production system allowed Toyota to penetrate the US auto market by providing high quality, affordable cars that appealed to the American consumer. American Auto Industry was slow to adapt and Chrysler was pushed to the brink of bankruptcy as a result. In 1990 two professor’s from MIT introduced American business to the Toyota Production System in their book “The Machine that Changed the World”. The authors coined the term “Lean Manufacturing” as the newest evolution in manufacturing. Since that time most of the US auto industry has adopted “Lean Manufacturing” as their manufacturing strategy. In many other industries including electronics, computers and now aerospace, Lean Manufacturing has become the proven method for competing in a global market. Lean Manufacturing concepts as practiced in the Toyota Production System is the only method proven to simultaneously make major reductions in defects, cost and lead-time.
- Until recently consumers in much of the world might be been fairly satisfied with their own country’s poor workmanship, long delays and high prices, but the elimination of global trade barriers have made products like Toyota Cars, Dell Computers, Nokia hand phones and Sony electronics available everywhere. More than ever customers have options and are demanding superior quality, competitive prices and quick delivery to qualify for their consideration. To win a customers goodwill businesses must not only meet those minimum criteria, they must also provide extra features and services that the customer values. Today manufacturers are faced with a squeeze to reduce cost while simultaneously reducing defects and delivery time. Prior to global competition most manufactures viewed costs as fixed. Sales Price was determined by adding a suitable profit margin to incurred costs. Cost increases were passed on to customers as higher prices. To survive in a global market manufacturers must adopt a new view that focuses on reducing costs to make a profit. Companies can no longer pass on costs increases to the customer, they simply have too many other options. Prices are determined by market conditions and a company must focus on the variable it can control, its cost structure.
- World Class manufacturers can be distinguished from more traditional competitors through three distinct characteristics: World-Class manufacturers are customer-focused. They understand that value to the customer includes superior quality, competitive prices and shortening deliver times. In addition these companies distinguish themselves by constantly seeking to provide other products or services their customers find valuable. These companies look at the current market pricing and products being offered by competitors then ask how much cost they can take out by full application of lean methods. What is the waste-Free Cost of the Product? All World-Class manufacturers apply a lean production system modeled after the Toyota Production System. There production systems strive to maximize efficient use of resources (manpower, materials, machines) by relentlessly eliminating waste. Finally all World-Class manufacturers continuously improve by applying Kaizen Methodology. These companies develop a learning organization with workforce engaged in continuous improvement. For these companies the creativity of people’s minds is the real strategic advantage.
- Kaizen event is as much as important as other activities because it is the builiding block of all LEAN Prod. Methology. Lean production is founded on the idea of KAIZEN or Continous Improvement
- Defects, rework, and scrap add cost and represent waste that must be eliminated. Lean factories apply a Jidoka to detecting and eliminating the sources of defects. As a result lean factories simultaneously reduce cost and improve quality. Traditionally manufacturing relied on Inspection to detect defects before reaching the customer. Although this approach may result in high quality for the customer, it does nothing to eliminate the source of the defect and the associated costs. In a lean factory equipment is designed to detect abnormalities and stop automatically whenever defects occur. Operators in a lean factory are trained to stop the production line whenever they note anything suspicious. These practices prevent defective items from continuing into the production process and preventing the waste that would result from producing a series of defective items. Another advantage of these practices, it immediately signals the detection of abnormality so that the root cause can be quickly determined and eliminated Stop the Line Authority – In a lean factory every operator is an Inspector, responsible for the quality of their own work. Operators are trained in evaluating quality and are given the authority to stop the production line. Operators must never accept or pass on a known defect. The ratio of Inspectors to operators in a lean factory is very low. The title Inspector is reserved for highly-trained specialists using specialized equipment. Jidoka – Autonomation – means giving machines the ability to detect when a defect is created and stop immediately. As a result only one defective product is made and the source of the problem can be investigated. Jidoka frees the operator from watching the machine, now one operator can monitor many machines (reducing cost). By giving machines the ability to perform simple repetitive tasks, then human can focus on problem-solving and improvement. Poke Yoke translated from Japanese means mistake-proofing: Modify the production system so that abnormalities cannot occur, as opposed to detecting abnormalities which have already occurred. Mistake Proofing eliminates the possibility for a defect from occurring. If mistakes aren’t made in the first place, then we don’t have to spend extra time and money fixing them. Example: A cast part must have a hole drilled in it in order to be used in assembly. The original jig required that the operator carefully orient the part on the drill press table in order to ensure a proper fit during the assembly process. Taking advantage of the “L” shaped slot on the part, a piece of angle iron has been attached to the drill press table which matches the slot in the part, allowing the part to be loaded only with the correct orientation.
- What we have here is a pretty fundamental relationship. Each party wants something; the customer and Cascade. The essential ingredients that make the whole thing go are: Value to the Customer Profit to Cascade These are the two fundamentals that MUST be there for a company to grow and thrive. If only one side of this flow takes place, the company will soon be out of business; if the customer does not receive adequate value if the company doesn’t make sufficient profit As for value to the customer, what determines if the customer is getting good value? Answer: Desired product and features at low cost. As for Cascade, what determines how much profit you make? Answer: Sales Price - Cost to produce Transition to next slide
- Key Points: In today’s competitive environment, price and lead time can no longer be dictated to the market. The market demands shorter lead times AND lower prices. The market demands ever improving quality. AND the market DEMANDS higher variety! These things are being done every day. The question is HOW, not IF, it can be done.
- Eliminating process wastes,such as defects, through implementation of Poka-yoke efforts, will result in more repeatable and reproducible processes. Thus, processes will be more efficient and be more cost effective.
- Lean Manufacturing relies on continuous improvement or “Kaizen” as the engine for cost reductions and quality improvements. All world class manufacturers apply some form of improvement methodology to their processes and equipment. These companies have developed a culture of learning and improvement. Problems are seen as an opportunity for improvement NOT to blame or punish people. Kaizen involves the people who perform the work. Individuals are encouraged to take part in designing and managing their own jobs through application of standard work. Improvement may be dramatic, over-night transformations of the work place, often called a Kaikaku. Or more often as week-long kaizen workshops focused on rapid improvement in a smaller area. Even daily improvements are kaizen. Standardization is the foundation for improvement. In a lean factory Standard Work are the tools used to define the efficient flow of people and materials and is the basis for continuous improvement. Typically kaizen workshops are focused on the shop floor. Waste on the factory floor can often be quickly eliminated with simple solutions. As inventory is reduced equipment and facility reliability problems become problems to attack with Kaizen. After the factory has become lean, it is time to focus on the system of suppliers and customers to lean out the total flow.
- Control examples : polarized electrical plug, gas pump nozzle, car transmission must be in park in order to start engine. Warning examples : disc brake pad noise when pad becomes thin, alarm for car lights left on after engine is turned off.
- Defects, rework, and scrap add cost and represent waste that must be eliminated. Lean factories apply a Total Quality Approach to detecting and eliminating the sources of defects. As a result lean factories simultaneously reduce cost and improve quality. Traditionally manufacturing relied on Inspection to detect defects before reaching the customer. Although this approach may result in high quality for the customer, it does nothing to eliminate the source of the defect and the associated costs. In a lean factory equipment is designed to detect abnormalities and stop automatically whenever defects occur. Operators in a lean factory are trained to stop the production line whenever they note anything suspicious. These practices prevent defective items from continuing into the production process and preventing the waste that would result from producing a series of defective items. Another advantage of these practices, it immediately signals the detection of abnormality so that the root cause can be quickly determined and eliminated Stop the Line Authority – In a lean factory every operator is an Inspector, responsible for the quality of their own work. Operators are trained in evaluating quality and are given the authority to stop the production line. Operators must never accept or pass on a known defect. The ratio of Inspectors to operators in a lean factory is very low. The title Inspector is reserved for highly-trained specialists using specialized equipment. Jidoka – Autonomation – means giving machines the ability to detect when a defect is created and stop immediately. As a result only one defective product is made and the source of the problem can be investigated. Jidoka frees the operator from watching the machine, now one operator can monitor many machines (reducing cost). By giving machines the ability to perform simple repetitive tasks, then human can focus on problem-solving and improvement. Poke Yoke translated from Japanese means mistake-proofing: Modify the production system so that abnormalities cannot occur, as opposed to detecting abnormalities which have already occurred. Mistake Proofing eliminates the possibility for a defect from occurring. If mistakes aren’t made in the first place, then we don’t have to spend extra time and money fixing them. Example: A cast part must have a hole drilled in it in order to be used in assembly. The original jig required that the operator carefully orient the part on the drill press table in order to ensure a proper fit during the assembly process. Taking advantage of the “L” shaped slot on the part, a piece of angle iron has been attached to the drill press table which matches the slot in the part, allowing the part to be loaded only with the correct orientation. Continuous Improvement in product quality is accomplished through application of root cause analysis and statistical process monitoring. Workers are educated in the use and application on the seven quality tools. Often small teams of employees (called Quality Circles) are assigned responsibility for analyzing the root cause of defects.
- Defects, rework, and scrap add cost and represent waste that must be eliminated. Lean factories apply a Total Quality Approach to detecting and eliminating the sources of defects. As a result lean factories simultaneously reduce cost and improve quality. Traditionally manufacturing relied on Inspection to detect defects before reaching the customer. Although this approach may result in high quality for the customer, it does nothing to eliminate the source of the defect and the associated costs. In a lean factory equipment is designed to detect abnormalities and stop automatically whenever defects occur. Operators in a lean factory are trained to stop the production line whenever they note anything suspicious. These practices prevent defective items from continuing into the production process and preventing the waste that would result from producing a series of defective items. Another advantage of these practices, it immediately signals the detection of abnormality so that the root cause can be quickly determined and eliminated Stop the Line Authority – In a lean factory every operator is an Inspector, responsible for the quality of their own work. Operators are trained in evaluating quality and are given the authority to stop the production line. Operators must never accept or pass on a known defect. The ratio of Inspectors to operators in a lean factory is very low. The title Inspector is reserved for highly-trained specialists using specialized equipment. Jidoka – Autonomation – means giving machines the ability to detect when a defect is created and stop immediately. As a result only one defective product is made and the source of the problem can be investigated. Jidoka frees the operator from watching the machine, now one operator can monitor many machines (reducing cost). By giving machines the ability to perform simple repetitive tasks, then human can focus on problem-solving and improvement. Poke Yoke translated from Japanese means mistake-proofing: Modify the production system so that abnormalities cannot occur, as opposed to detecting abnormalities which have already occurred. Mistake Proofing eliminates the possibility for a defect from occurring. If mistakes aren’t made in the first place, then we don’t have to spend extra time and money fixing them. Example: A cast part must have a hole drilled in it in order to be used in assembly. The original jig required that the operator carefully orient the part on the drill press table in order to ensure a proper fit during the assembly process. Taking advantage of the “L” shaped slot on the part, a piece of angle iron has been attached to the drill press table which matches the slot in the part, allowing the part to be loaded only with the correct orientation. Continuous Improvement in product quality is accomplished through application of root cause analysis and statistical process monitoring. Workers are educated in the use and application on the seven quality tools. Often small teams of employees (called Quality Circles) are assigned responsibility for analyzing the root cause of defects.
- Defects, rework, and scrap add cost and represent waste that must be eliminated. Lean factories apply a Total Quality Approach to detecting and eliminating the sources of defects. As a result lean factories simultaneously reduce cost and improve quality. Traditionally manufacturing relied on Inspection to detect defects before reaching the customer. Although this approach may result in high quality for the customer, it does nothing to eliminate the source of the defect and the associated costs. In a lean factory equipment is designed to detect abnormalities and stop automatically whenever defects occur. Operators in a lean factory are trained to stop the production line whenever they note anything suspicious. These practices prevent defective items from continuing into the production process and preventing the waste that would result from producing a series of defective items. Another advantage of these practices, it immediately signals the detection of abnormality so that the root cause can be quickly determined and eliminated Stop the Line Authority – In a lean factory every operator is an Inspector, responsible for the quality of their own work. Operators are trained in evaluating quality and are given the authority to stop the production line. Operators must never accept or pass on a known defect. The ratio of Inspectors to operators in a lean factory is very low. The title Inspector is reserved for highly-trained specialists using specialized equipment. Jidoka – Autonomation – means giving machines the ability to detect when a defect is created and stop immediately. As a result only one defective product is made and the source of the problem can be investigated. Jidoka frees the operator from watching the machine, now one operator can monitor many machines (reducing cost). By giving machines the ability to perform simple repetitive tasks, then human can focus on problem-solving and improvement. Poke Yoke translated from Japanese means mistake-proofing: Modify the production system so that abnormalities cannot occur, as opposed to detecting abnormalities which have already occurred. Mistake Proofing eliminates the possibility for a defect from occurring. If mistakes aren’t made in the first place, then we don’t have to spend extra time and money fixing them. Example: A cast part must have a hole drilled in it in order to be used in assembly. The original jig required that the operator carefully orient the part on the drill press table in order to ensure a proper fit during the assembly process. Taking advantage of the “L” shaped slot on the part, a piece of angle iron has been attached to the drill press table which matches the slot in the part, allowing the part to be loaded only with the correct orientation. Continuous Improvement in product quality is accomplished through application of root cause analysis and statistical process monitoring. Workers are educated in the use and application on the seven quality tools. Often small teams of employees (called Quality Circles) are assigned responsibility for analyzing the root cause of defects.
- As processes are dynamic over time , new wastes appear. The continuous improvement cycle repeats indefinitely in order to address the changing face of waste.