15 QUALITY VALUES (1)

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15 QUALITY VALUES (1)15 QUALITY VALUES (1)• Quality First• Market-In / Customer Focused • Next Process is Your Customer• People Building First • Vital Few / Focusing on Priorities• Control by Facts and Data• Process Vs Result Oriented

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15 QUALITY VALUES (2)15 QUALITY VALUES (2)• Control of Variation• PDCA Cycle• Up Stream Management• Preventing Recurring Problems• Control Starts with Measurable Goals• Don't Blame Others• Respect for Humanity• Teamwork

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QUALITY FIRSTQUALITY FIRST• Profit is essential for company

growth but it must be achieved through quality prioritization

• To put quality improvement above sales increase,cost lowering, and efficiency improvement

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MARKET-IN / CUSTOMER FOCUSED MARKET-IN / CUSTOMER FOCUSED • Market-In Vs. Product-Out• Create product and service which

customer really need• Understand customer need and want

based on fact• Interpret every activity to satisfy

customer in term of cost, quality, and time

• Detect trends prior to company

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NEXT PROCESS IS YOUR NEXT PROCESS IS YOUR CUSTOMERCUSTOMER

Two types of customer1. End user (external)2. Next process or the next

after (internal)

Therefore, each process has its own customer and supplier

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NEXT PROCESS IS YOUR NEXT PROCESS IS YOUR CUSTOMERCUSTOMER

• Every user, recipient, processor of our work is our customer

• We must know how to satisfy our customer not only to serve

Do it right the first time

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NEXT PROCESS IS YOUR NEXT PROCESS IS YOUR CUSTOMERCUSTOMER

• Treat the next process as your customer, meaning as KING

• Don’t argue with them• follow what they want while

reasonable• Don’t give defected product /

service to the next process

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PEOPLE BUILDING FIRST PEOPLE BUILDING FIRST • “We make people first, before

making products” - Keinosuke Matsushita -

• Quality improvement starts and ends with training/education

• In-class training must also be followed with On-The-Job training

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FOCUSING ON PRIORITIESFOCUSING ON PRIORITIES• Not trivial many, but vital few• Identify the most critical or

unexpected problem at work place • Solve the problem by priority in

accordance to ‘Top Management’ priority set based on data/facts

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CONTROL BY FACTS AND DATACONTROL BY FACTS AND DATA• Fact/data Vs. Opinion• Speak and Work based on data• Do not accept any report not based on

data • Do not submit report not based on data • If those things did not happen, the

whole remain fiction

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SPEAK WITH DATASPEAK WITH DATA• Infer the issues into data• Solve the problem with data• Decide based on data• Let the data tell

“When you see data, doubt it”- Kauro Ishikawa -

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“ “Three Real” Principle Three Real” Principle • GEMBA ( Real Place )GEMBA ( Real Place )

= Actual place• Where 80% of problem and value added

happen• Every problem = Improvement opportunity

• GEMBUTSU ( Real Thing )GEMBUTSU ( Real Thing )= Things (Machine, tool, component,product)

• GENJITSU ( Real Fact )GENJITSU ( Real Fact )= Actual fact

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PROCESS VS RESULT ORIENTEDPROCESS VS RESULT ORIENTED• It is during the process when the

quality of product / service is created, so that inspection would be too late to assure and to restore it

• Therefore, every job can only be controlled in the process not in the output

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PROCESS VS RESULT ORIENTEDPROCESS VS RESULT ORIENTED

PSUPPORT AND

STIMULATECONTROL BY

REWARD AND PENALTY

EFFORTS FOR IMPROVEMENT PERFORMNACE

RC R I T E R I A

A EB C DPROCESS RESULT

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PROCESS VS RESULT ORIENTEDPROCESS VS RESULT ORIENTEDPROSESVARIABILITY

NORMAL/ABNORMAL

PROCESS (5M)

ERROR PREVENTION

STANDARDIZATION AND REPAIRMENT

HASILGOOD/BAD

ACCEPTED/NOT

PRODUCT/LOT

FIREFIGHTING

ROUTINE WORK

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CONTROL OF VARIATIONCONTROL OF VARIATION• Variability = # 1 Enemy of quality• Every process has tendency to

vary• therefore, it is necessary to

observe the variation process with statistic method, and analyze the major cause to do repairmen

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PDCA CYCLEPDCA CYCLE• Control is PDCA• Control starts at the process and

ends at the final output• Corrective action Vs. Prevention

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PDCA CYCLEPDCA CYCLE

A

C D

PPlan

Do

Act

Check

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AC D

P

AC D

SMAINTENANCE

AC D

S

AC D

P

IMPROVEMENT

PDCA & SDCA CYCLEPDCA & SDCA CYCLE

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PDCA & SDCAPDCA & SDCASustaining

Cycle

Maintainas is

ACT

Follow-up

Idea

Improve

CHECK Y

No

PLAN DO

RemedialACT

RecurrentPreventive

ACT

Improving Cycle

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UP STREAM MANAGEMENTUP STREAM MANAGEMENT• Quality wanted by customer is very

much depending on quality decision made at the early process, such as marketing, planning, R&D and engineering

• 90% quality of product determined in design process, and only 10% in production, inspection, or after sales service

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PREVENTING RECURRING PREVENTING RECURRING PROBLEMSPROBLEMS

• Do not make the same mistake• Do not let the same mistake happen• set preventive action to avoid the

same mistake with the same cause

Do it very right at the second time

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CONTROL STARTS WITH CONTROL STARTS WITH MEASUREABLE GOALSMEASUREABLE GOALS

• No control without measurable goals• Human work accordingly to how he is

measured• Goals should be SMART (Specific,

Measurable, Attainable, Realistic, Time Frame)

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DON'T BLAME OTHERSDON'T BLAME OTHERS• People is not the matter!• Blaming on someone will not solve the

problem• self introspect before you blame

someone• Even, a tendency to cover the problem• So, if you want your employee involved

in problem solving, stop blaming

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RESPECT FOR HUMANITYRESPECT FOR HUMANITYRespect your employee as a human– Treat them as partner– Treat them as they are human– Treat them as adult person– Treat them as the subject not the

object

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TEAMWORKTEAMWORK• Teamwork = Togetherness• Teamwork does not happen by itself, but must be

managed• Inter personal cooperation, inter functional

(horizontal), inter department (vertical)• synergic output can be achieved through group

teamwork• Teamwork will come into being when everybody

has the same vision, mission,goal and same problem