Jit Tqm Iso9001
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Transcript of Jit Tqm Iso9001
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Principles of Lean ManufacturingAnd Total Quality Management
(including ISO 9001)
Prof. Dr. Vincent Gaspersz,
CFPIM, Six Sigma Black Belt
Delivered at an Indonesian Production and Operations
Management Society (IPOMS) Seminar in Bogor.
http://www.ipoms.or.id/mambo
Please ask your friend to learn this subject by sending an email to
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What is Lean Enterprise?
Principles Practices
For Design, Operation,Management planning and
control, and continuousimprovement of enterprise
systems
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WORKER
Respect for
human dignity
The Three Objectives of Lean Manufacturing
CUSTOMER
Highest
satisfaction
of needs
Machine
1
Machine
2
Machine
3
Machine
4
PROCESS
Total elimination of
muda or waste
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Traditional Manufacturing
Finished Goods
Warehouse
Machine Group 1
Machine Group 3
Machine Group 2
Machine Group 4
Internal
Warehouse
Functional layout
Product routing
Large batch
manufacturing
MRP
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Lean Manufacturng
Machine
1
Machine
2
Machine
3
Machine
4
Process layout
Single piece flow
Lot size of 1
Pull productioncontrol
Machine
1
Machine
2
Machine
3
Machine
4
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The overall structure
of lean manufacturing
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The 5 InterdependentLean Principles
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1. Value Definition
Define customer needs
Use as metric
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2. Value Stream Analysis
Map the value stream
Critically assess value-addat each
step
Eliminate/minimize non-value-addedactivity
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3. Flow Continuous flow through value stream
Make each product, each day, in directproportion to demand.
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4. J IT/Pull
Pull the product through the value
stream
Authorize production
Capture WIP
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Pull System Function
Final
Work-
station
Material Flow
Replenishment
Signal
Customer
Work Authorizations
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5. Perfection Create a clear vision ofperfection
production ideals
customer value
Make waste visible and evident
Problem solving.
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Lean J ourney
In order to become a world-classmanufacturing company through leanphilosophy and lean thinking, a
systematic approach must be applied andrigorously followed.
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Three Key Stages of Lean J ourney
ImplementInitiate Sustain
Strategy & Planning Lean ToolsContinuous
Improvement
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Phase I: Initiate Phase
Establish Culture
Strategy
Assessment
Initiate Phase
Key Steps
Deliverable:
Clear strategy & roadmap
Key Projects & Topics
Lean Diagnostic Assessment Current State Mapping
SWOT Analysis Strategic Planning Implementation Planning Change Management Planning Lean Philosophy and mindset
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Phase II: Implementation Phase
Value Stream
Mapping
5S & Kaizen Blitz
Training
Implementation Phase
Key Steps
Deliverable:
Organized environment with
faster, more efficient value
stream; reduced waste
Key Projects & Topics
Introduction to Lean Tools 5S Blitz throughout the plant Topic-specific Kaizen Blitz
Value stream mapping of a product family Mistake reduction Project Lead time reduction Project Total Preventative Maintenance ProjectCycle time improvement Project Application of Lean tools to enterprise
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Industry
Cross-sharing
Phase III: Sustain Phase
Balanced
Scorecard/Metrics
Team Building
& Recognition
Continuous
Improvement
Sustain Phase
Key Steps
Deliverable:
Continuous Improvement
Environment & empowered
teams
Key Projects & Topics
Team Building Tools Kaizen Teams Development Train-the-trainer Programs
Reward & Recognition Programs Balanced Scorecard Project Visual Performance Metrics Performance-based Compensation Customer value-enhancing Programs Industry cross-sharing and networking
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SISTEM KUALITAS (ISO 9001:2000, MBNQA)
MANAJEMEN
KUALITAS TOTAL
(Total Quality Management = TQM)
TIMPENINGKATAN
KUALITAS(Quality Improvement
Teams = QIT)
PENINGKATAN KUALITAS
TERUS-MENERUS
(Continuous Quality
Improvement =CQI)
KUALITAS
DALAM AKTIVITAS
HARIAN
Gambar: Struktur Peningkatan Sistem Kualitas Terus-Menerus
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QUALITY MANAGEMENT SYSTEM (QMS)
CONTINUAL IMPROVEMENT
C
U
S
T
O
M
ER
R
e
q
ui
r
e
m
e
nt
s
C
U
S
T
O
M
ER
S
a
t
i
s
f
a
c
t
io
n
Management
Responsibility
Measurement,
Analysis,
Improvement
Resource
Management
Input Product
RealizationOutput
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5 Management Responsibility
5.1 Management commitment (4.1/ 4.1.2.2/4.2.1)
5.2 Customer focus
5.3 Quality policy (4.1.1)5.4 Planning (4.1.1/ 4.2.1/4.2.3)
5.5 Responsibility, authority and communication(4.1.2/4.1.2.1/ 4.1.2.3/4.2.1/4.5/4.16)
6 Resource management
6.1 Provision of resources (4.1.2.2)
6.2 Human resources (4.1.2.1/4.18)
6.3 Infrastructure (4.9)
6.4 Work environment (4.9)
7 Product realization
7.1 Planning of product realization
(4.2.3/4.9/4.10/4.15/4.19)
7.2 Customer-related processes (4.3/4.7)
7.3 Design and development (4.4)
7.4 Purchasing (4.6)
7.5 Production & service provision(4.7/4.8/4.9/4.15/4.19)
8 Measurement, Analysis & Improvement
8.1 General (4.10/4.20)
8.2 Monitoring and measurement
(4.10/4.17/4.20)
8.3 Control of nonconforming product (4.13)
8.4 Analysis of data (4.14/4.20)
8.5 Improvement (4.1.3/4.9/4.14)
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DELAPAN PRINSIP TQMBERDASARKAN ISO 9001:2000
1. FOKUS PELANGGAN2. KEPEMIMPINAN
3. KETERLIBATAN ORANG-ORANG
4. PENDEKATAN PROSES
5. PENDEKATAN SISTEM TERHADAP MANAJEMEN
6. PENINGKATAN TERUS-MENERUS
7. PENDEKATAN FAKTUAL DALAM PEMBUATAN
KEPUTUSAN8. HUBUNGAN PEMASOK YANG SALING
MENGUNTUNGKAN
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Tindakan Korektif:
Dokumentasi Proses
Yang Sedang
Berlangsung
KONFORMANS
DOKUMENTASI
NON
KONFORMANS
TIDAK
DOKU-
MENTASIISO 9001
Tindakan Korektif:
1. Menulis Prosedur
2. Sesuaikan ProsedurDengan Sistem ISO
9001: 2000
Tindakan Korektif:
Sesuaikan Prosedur
Dengan Persyaratan
Sistem ISO 9001:2000
ISO 9001
OK
ISO 9001
SISTEM
PR
O
S
E
DU
R
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Tujuan Kualitas dari Perusahaan (Terukur)
Rencana Strategik Membangun Sistem Kualitas (ISO 9001 atau MBNQA)
1.Pelatihan Sistem Kualitas (ISO 9001,
MBNQA)
2. Pembentukan Team Peningkatan Kualitas
3. Sistem Penilaian Kepuasan PelangganEksternal
4. Sistem Penilaian Karyawan
5. Sistem Penghargaan dan Pengakuan
6. Dan Lain-Lain
Visi dari Perusahaan
Diakui sebagai perusahaan berkualitas yang selalu
berusaha giat untuk memenuhi kebutuhan pelanggan
Apa (What) Penanggung Jawab (Who) Waktu (When)1.
2.
3.
4.
Apa (What)Alasan
(Why)Penanggung
Jawab (Who)
Di mana
(Where)
Bilamana
(When)Bagaimana
(How)
Komite Pengarah Kualitas PERUSAHAAN
1.
2.
3.
4.
5.
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TAHUN 1 TAHUN 2
HASIL-HASIL BISNIS
MANAJEMEN SISTEMKUALITAS
MANAJEMEN SUMBER DAYA
MANAJEMEN
PROSES
BISNIS
FOKUSPASAR &
PELANGGAN
PENGGUNAANINFORMASI &
ALAT KUALITAS
HASIL-HASIL BISNIS
MANAJEMEN SISTEMKUALITAS
MANAJEMEN SUMBER DAYA
MANAJ EMEN
PROSES
BISNIS
FOKUSPASAR &
PELANGGAN
PENGGUNAANINFORMASI &
ALAT KUALITAS
RENCANA AKTUAL
HASIL
DIAGNOSIS
PERNYATAAN
MASALAH
GAP
AKARPENYEBAB
PENINGKATAN PROSES
(Process Improvement)
GAP