Asistensi 7 PMO

Ch. 6 Quality Management

and International Standards
Ch. 16 JIT, Lean Operations,
and the Toyota Production
System

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 1.a. What is the definition of
quality? Why quality was so
important?

Quality The totality of features and Quality is important because can

characteristics of a product or service increase
that bears on its ability to satisfy stated the company reputation,
or implied needs. the company sales,
Different views of quality: the company profit.
User-based: better performance, more The ability to compete.
features
Quality is important because can reduce
Manufacturing-based: conformance to
standards, making it right the first time The cost by increasing the productivity.

Product-based: specific and measurable The risk.

attributes of the product

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 1.b. What is total quality
management?

TQM - Stresses a commitment by

Seven Concepts of TQM:
management to have a continuing
companywide drive toward excellence Continuous improvement
in all aspects of products and services Six Sigma
that are important to the customer. TQM
Employee empowerment
Encompasses entire organization from
supplier to customer. Benchmarking
The most important concept of TQM is Just-in-time (JIT)
continuous improvement. Taguchi concepts
The basis of the phylosophy is that every Knowledge of TQM tools
aspect of an operation can be improved.

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 1.b. Explain the relations between
TQM-JIT and TQM-six-sigma.

TQM-JIT TQM-Six sigma

JIT systems are designed to produce Statistical definition of six-sigma a
or deliver goods just as they are process that is 99.9997% accuracy, 3.4
needed. defects per million opportunities (DPMO)

JIT relates to TQM: Six sigma related to TQM:

JIT cuts the cost of quality Less scrap, A program designed to reduce defects,
rework, inventory investment, and lower costs, save time, and improve
damage costs. customer satisfaction
Shrinks lead time. JIT creates, in effect, an
early warning system for quality problems,
both within firm and with vendor.

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 2. Explain the definition from the
item of cost of quality. Give
example.

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 2. Explain the definition from the
item of cost of quality. Give
example. (Contd)

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3. Explain in details how you will
use the chosen tools to solve the
problem.

TOOLS FOR GENERATING IDEAS Defect Number of Defect Total

Check sheet: An organized method of recording data. A IIII IIII IIII IIII IIII IIII IIII 40
IIII
B IIII IIII IIII IIII IIII IIII 30
C IIII IIII IIII IIII 20
D IIII IIII 10
Grand Total 100
Scatter diagram: A graph of value of one variable vs. another variable
Cannot be used to this problem.
Cause-and-effect diagram: A tool that identifies process elements (causes) that might
effect an outcome.
Cannot be used to this problem because the defects in unclear. RAF2909 7
3. Explain in details how you will use
the chosen tools to solve the problem.
(Contd)

TOOLS TO ORGANIZE THE DATA

Pareto-chart: A graph to identify and plot problems or defects in descending order of
frequency.
45 100%

40 90%

35 80%
70%
30
60%
25
50% Frequency
20 Cum. %
40%
15
30%
10 20%
5 10%
0 0%
A B C D

Flowchart (process diagram): A chart that describes the steps in a process.

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Cannot be used to this problem because didnt tell the process.
3. Explain in details how you will use
the chosen tools to solve the problem.
(Contd)

TOOLS FOR IDENTIFYING PROBLEMS

Histogram: A distribution showing the frequency of occurrences of a variable.
Frequency

A B C D

Type of Defects

Statistical process control chart: A chart with time on the horizontal axis to plot values of a
statistic.
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Cannot be used to this problem.
 Flowchart Symbol

Name
Symbol
(alias)
Process
Alternate Process
Delay
Preparation
Flow line (Arrow,
connector)
Start and stop points

Decision
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 4. Draw the flowchart from the
description

Turn on hot and Too hor N Adjust hot and

Start
cold water or cold? cold taps

Wait for 2 Enough Y Turn off hot and

minutes Water? cold water

N
Finish

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5. Fish-bone chart detailing reasons
why an airline customer might be
dissatisfied.

Machinery Methods

Reading light Lost luggage

Seats uncomfortable Security lines
not working
are awful
Seats are like rocks Dirty bathroom
AC not blowing
Need larger restrooms cool air Plane was late
Dissatisfied
Customers
Rude attendants
Need more attendants Food cold
Not enough traffic police
No enough Not enough handicap access
ticket agents
Tickets too expensive

Manpower Material RAF2909 12

 6. Scatter diagram for the conveyor
speed and the cut length of the
product

1,050

1,040

1,030

1,020

1,010

1,000

990
7 7.2 7.4 7.6 7.8 8 8.2

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 7.a. Just-In-Time, TPS, and Lean
Operations
JIT
TPS
Focuses on continuous
forced problem solving.
Materials arrive where
they
are needed when they are
needed
Identifying problems and
driving out waste reduces
costs and variability and
improves throughput
Requires a meaningful
buyer-supplier relationship
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Lean Operations
Continuous improvement Broader than JIT in that it
-> Build an organizational is externally focused on
culture and value system the customer.
that stresses Starts with understanding
improvement of all what the customer wants
processes. Optimize the entire
Respect for people process from the
People are treated as customers perspective
knowledge workers and
Empower employees
Standard work practice
14
 7.b. Just-in-Time

JIT @ Inventory and Work-in-

process
Inventory is at the minimum level
necessary to keep operations running.
Reducing inventory uncovers the
rocks Problems are exposed.
Reduce lot size.
Reduce setup cost.
Specialized parts bin.
JIT @ Scheduling
Zero deviation from schedules.
Level schedules.
Process frequent small batches.
Freezing the schedule (closest to the
due dates) helps stability.
Suppliers informed of schedules.
Kanban techniques
Signals used in a pull system.

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 7.b. Just-in-Time

JIT @ Layout JIT @ Quality

Build work-cells for families of products Statistical process control
Minimize distance Empower employees
Often U-shaped for shorter paths and improved
Build fail-safe methods (poka-yoke, checklist,
communication
etc.)
Build flexible or movable equipment
Provide immediate feedback
Cells designed to be rearranged as volume or
designs change Strong relationship
Organized workplace JIT cuts the cost of obtaining good quality
Reduced space for inventory because JIT exposes poor quality
o With reduced space, inventory must be in very Because lead times are shorter, quality
small lots problems are exposed sooner
o Units are always moving because there is no
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