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Why quality


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Why quality

  1. 1. whyQ.U.A.L.I.T.YQ U A L I TY
  2. 2. Quality LeadershipQuality Leadership
  3. 3. tantangan• Daya b li meningkat beli i k• gg Value dari customer makin tinggi• Ekspektasi makin ber variasi• Pilihan makin beragam• Loyalitas sangat bergoyang• Membangun Image produk dan service  Indonesia itu (bisa) berkualitas ( )• Setiap pekerjaan mensyaratkan Sertifikasi
  4. 4. Not the Desired Outcome for SSME SSME… Plan i h Pl without proper data d
  5. 5. DATA KECELAKAAN LALU LINTAS DI INDONESIA Jumlah Kecelakaan di Indonesia Tahun 2000-2010 100000 91623 87020 90000 80000 66488 70000 62960 59164 ensi 60000 49553Frekue 50000 40000 30000 17732 20000 12649 12791 12267 13399 10000 0 2000 2000 2001 2001 2002 2003 2003 2004 2004 2005 2005 2006 2006 2007 2007 2008 2008 2009 2009 2010 2010 Sumber : Kantor Kepolisiian Republik Indonesia
  6. 6. Sumber: Database KNKT sampai dengan 27 Desember 2011
  7. 7. SERVICE QUALITYSe ce quality s comparison ofService qua ty is a co pa so oexpectations with performance
  8. 8. The PDSA Cycle y PlanAct Do Study 9-12
  9. 9. The Process Improvement Cycle Select a p process Document Study/document St d /d t Evaluate Seek ways to Implement the Improve it Improved process Design an Improved process 9-13
  10. 10. Cause-and-Effect Diagram Cause-and- g Methods Materials Cause Cause Cause C Cause Cause CauseEnvironment Effect Cause Cause Cause Cause Cause Cause People Equipment 9-14
  11. 11. Run Chart 0.58 0 58 0.56 ter 0.54Diamet 0.52 0.5D 0.48 0 48 0.46 0.44 0 44 1 2 3 4 5 6 7 8 9 10 11 12 Time (Hours) 9-15
  12. 12. Tracking Improvements g UCL UCL UCL LCL LCL Additional improvements LCL Process centered made to the processProcess not centered and stableP t t dand not stableCommitment to reduce Variation 9-16
  13. 13. Methods for Generating Ideas gB i t Brainstorming i Quality circles Interviewing Benchmarking 5W2H 9-17
  14. 14. Broad Dimensions of Service Q Quality y Reliability – perform promised service dependably y p p p y and accurately Responsiveness - willingness/readiness to provide R i illi / di t id prompt service Competence - possess knowledge and skill to perform the service Access - approachability and ease of contact of service personnel i l Courtesy - politeness, consideration, and friendliness y p , , of service personnel cont…
  15. 15. Broad Dimensions of Service Quality – cont. Communication - keeping customers informed; p g ; listening to customers C dibilit - trustworthy, believable, honest Credibility t t th b li bl h t Security - freedom from danger, risk, or doubt Understanding/knowing customer - knowing customer s needs customer’s Tangibles - physical evidence of service Parasuraman, A. Zeithaml, V., and Berry, L. (1985).
  16. 16. Whose perspective? Lens of the organisation people productsprocesses service results outcomes benefits Lens of the customer 20
  17. 17. Quality menurut Quality menurut siapa?• Banyak lembaga memberi award tentang y Quality• Siapa yang paling pantas menilai ? CUSTOMER!• A j i Apa jaminan nya ? S ? Sustainability!!! i bili !!!
  18. 18. Return on Quality • Satisfaction is measured for all key processes, as well as overall ll ll • Attractive to managers ( g (but does need customer survey data, internal company information and competitor financial p information as inputs) • Service based become knowledge base • Does satisfaction precede quality?kresnayana yahya
  19. 19. Scorecard  Employee Customer Satisfaction Satisfaction Accountability & Process y  Financial Results Copyright © 2004 Service Strategies Corporation
  20. 20. 90% ABC LtdLtd. ABCSatisfaction f 70% Index 80.4% 60% 50% 24
  22. 22. QUALITY ASSURANCE QUALITY ASSURANCE• DARI DESIGN  process sampai Design Perilaku• Dari VISI dan Quality Value bisa membangun Dari VISI dan Quality Value bisa Quality Culture• M j i secara b k l j Menjamin berkelanjutan Perilaku, sikap, tanggung jawab kerja
  24. 24. Tumbuh ditengah kesemrawutan Quality Perilaku di jalan
  25. 25. The  Education  Ed ti Factor The The Health The Health Spiritual and Safety  Factor Factor QUALITY QUA ITY OF LIFEThe work  The Family  y factor Factor The  The Stress  Psycholigi Factor cal Factor lF t
  26. 26. It appears the United States isn’t one of  ppthe top countries offering the best quality‐of‐ life according to the Economist Intelligence Unit  (EIU, a sister company of The Economist) which  (EIU a sister company of The Economist) which “earnestly” tried to figure out which country will provide “the best opportunities for a healthy, safe  and prosperous life.” and prosperous life.
  27. 27. Qualitative Perceptions
  28. 28. RETURN ON QUALITY Return on Quality (ROQ):Making Service QualityFinancially Accountable
  29. 29. QUALITY IS F R E E !!! F.R.E.E.“Quality is the result of a carefully constructed culturaenvironment.environment It has to be the fabric of the organization organization, not part of the fabric.” – Phil Crosby
  30. 30. Quality ImprovementModelM d l
  31. 31. QUALITY IS K E Y K.E.Y.
  32. 32. Kaizen process Focus : Customers. Customers Strategy : Continuous small steps. Approach : Start with what you have. Methodology : Change what you have & learn. Process : Simultaneous process. Value addition Value-addition : Eliminate non-value added non value processes. Human resource : People involved in the operation. operation Technology : Less technology required.
  33. 33. The Kaizen Umbrella• Customer orientation, • Kanban,• TQC, • Quality improvement,• Robotics, • Just-in-time,• Suggestion system, • Zero defects, ,• Automation, • Small group activities,• Discipline in work place, • Cooperative labour management relations,• TPM TPM. • Productivity improvement, • New-product improvement.
  34. 34. Quality Culture Values are building blocks of culture; organizational valuesconstitute the culture of the organizations, the set of beliefs that organizationspeople share about what sort of behaviour is correct & incorrect.A Quality (TQM) culture can be created, if the management ofan organization starts learning the values of people.A Quality culture is reflected through :  B li f in Quality / Strategy for Quality / Leadership- Belief i Q lit St t f Q lit L d hi driven / Customer satisfaction / People involvement / Empowerment.
  35. 35. Changes required to implement Quality Culture From Traditional Culture To TQM Culture• Hierarchy style, • Participative style,• Top-down information flow, • Top, upward & lateral flow,• Inward quality focus, focus • Customer-driven Customer driven quality focus, focus• Functional focus, • Process focus,• Short-term planning, • A vision for the future,• Sporadic improvement, • Continual improvement,• Manage & Delegate, • Lead & Coach,• Counsel, • Ownership & Participation,• Direct, • Empower,• Firefighting with few individuals • Team initiatives, group focusing / groups groups, on continual improvement, improvement• Enforcement. • Mutual trust.
  36. 36. Principles of Quality Improvement“Quality is never an accident; it is always the resultof high intention sincere effort intelligent direction intention, effort,and skillful execution; it represents the wise choiceof many alternatives. alternatives.” William Foster (many variations attributed to others) 44
  37. 37.  Personnel understand the benefits and empowerment p of working within a quality oriented system  Defined processes  Efficiencies  Measurement tools  Defensibility Quality Points of View  Internal quality – conformance to the project design  External quality – Receiving the expected service that meets the project requirements Quality Culture
  38. 38. QualityAssuranceTraining
  39. 39.  Management consists of  planning  organizing,  directing,  assurance, and  control.
  40. 40. Effective supervisors must be adaptable and be able to maintain their perspective in the face of rapidly changing conditions. conditions© 1–50
  41. 41. © 2007 Thomson/South-Western. Allrights reserved. 1–51
  42. 42. Performance Management Standards for Public Health QI Plans & Councils QI Q Methods & Tools Improving PH Business p processes Process Analysis
  44. 44. Perusakan lingkungan hidup• Mindset dan perilaku manusia yang pertama dan utama• Motif ekonomi yang tidak peduli keberlanjutan• Process monitoring
  45. 45. PERFORMANCEPerformance Measurement e o a ce easu e e MEASUREMENT SU Monitoring of Monitoring Performance of Indicators and• Review of performance Outcomes O t (Accreditation/Self- • Process and short-term Assessment) results outcomes• Program evaluation • Health indicators and results outcomes
  46. 46. Use Data to Make Decisions56  Use U performance f assessment data to target improvement  Use data analysis tools to develop information  Analyze data to identify root cause  Use data to monitor p performance outcomes  Develop data base for Planning g
  47. 47. The W-ModelCustomer needs Acceptance test Test procedure, test case inspections Requirements System y Requirements test inspections Test procedure, test case inspections Architectural design HLD inspections Integration test Test procedure procedure, Detailed design test case inspections DD inspections Unit t t U it test Test procedure, Code test case inspections Code inspections 57
  49. 49. Requirements Delight3 5 Human Customers Resource R 7 Focus 1 Leadership Results 2 Strategy Process 6 Management Dashboard to Monitor Progress 4 Information and Analysis
  50. 50. - 60 - Hierarchical Structure of Services Customer C stomer Satisfaction Service site Employee Providing layer Satisfaction Service Understanding recommendation methods technologies & Sensing technologies Social Satisfaction S ti f ti Collaborating aids Modeling technologies among staffs/providers of large-scale data Supporting layer y Collaborating aids Understanding among institutes methods for daily living Collaboration layer60
  51. 51. 61
  52. 52. Kerugian karena tidak ber Quality • Buang air besar dan tidak punya sanitasi merugikan ratusan triliun g • Quality leadership dari sisi mental : korupsi merugikan ratusan triliun • Quality process yang buruk : gagal menaikkan upah pekerja lebih dari 30 % • Layanan buruk meniadakan keberhasilan marketing sampai 30 – 40 % • Menutupi Quality dengan kamuflase pencitraan menghancurkan perusahaan g p62
  53. 53. Defisit yang terjadi • Pemahaman tentang Quality secara terintegrasi • Pendataan sebagai pra syarat Merancang • Pengembangan system management terpadu • Peduli Cost dan Financial result • Melatih, Melatih melakukan mentoring Coaching mentoring, • Layanan Publik • Consumer masih “nerimo” • Penghargaan pada berpikir , knowledge base masih rendah63
  54. 54. 67 Why Improve service•Service i t ki S i is taking action to create ivalue for someone else
  55. 55. 68
  56. 56. A thought to end! A thought to end!• “You must be  the change you  the change you wish to see in  the world”
  57. 57. Thank You a ou Action “c” change in classified “c” change in classified
  58. 58. END OF SLIDES THANK YOUKresnayana YahyaEmail: kresna49@yahoo.comBlog: kresnayana yahya  energy development  71 jawa bali 2012