MAKALAH TOTAL QUALITY MANAGEMENT

Disusun untuk memenuhi tugas Mata kuliah Total quality Management

Disusun Oleh: Agung Putra Pratama (115020207111053) Akbar Susilo Tanjung (115020207111029) Jalu Nasa Istiantoro (115020207111061)

Jurusan Manajemen Fakultas Ekonomi dan Bisnis Universitas Brawijaya Malang 2013

Part 1: Introduction
Definition Total Quality Management (TQM) is an enchancement to the traditional way of doing business. It is a proven technique to guarantee survival in world class competition. Only by changing the actions of management will the culture and action of entire oranization be transformed. TQM is for the mos part common sense. Analyzing the three words, we have Total-Made up of the whole. Quality-Degree of excellence a product or service provides. Management-Act, art, or manner of handling, controling, directing, etc. Thefore, TQM is the art of managing the whole to achieve excellence. TQM is defined as both a philosophy and a set guiding principles that represent the foundation of a continuosly improving organization. It is the aplication of quantitative methods and human resources to improve all the processes within an organization and exceed customer need now and in the future. TQM integrates fudamental management techniques. Existing improvement efforts. And technical toold under a disciplined approach. Basic Approach TQM requires six basic concepts: 1. A committed and involved management to provide long-term top-to-bottom organizational support. 2. An unwavering focus on the customer, both internally and externally. 3. Effective involvement and utilization of the entire work force. 4. Continuous improvement of the business and production process. 5. Trating suppliers as partners. 6. Establish performance measures for the processes These concepts outline an excellent way to run an organization. A brief paragraph on each of them is given here. The next six chapters cover these concepts in greater detail.

1. Management must participate in the quality program. A quality council must be establised to develop a clear vision, set long-term goals, and direct the program. Quality goals are icluded in the business plan. An annual quality improvement program is establised and involves input from the entire work forces. Managers participate on quality improvement teams and also act as coaches to other teams. TQM is a continual activity that must be entrenched in the culture. 2. The key to an effecetive TQM programs is its focus on customer. An excellent place to start is by satisfying internal customers. We must listen to the customer voice and emphasize design quality and defect prevention. 3. TQM is and organization-wid challange that is everyones responsibility. All personnel must be trained in TQM, statistical process control (SPC), and other appropriate quality improvement skills so they can effectively participate on project teams. 4. There must be a continual striving to improve all business and production processes. Quality improvement projects, such as on-time delivery. Oreder entry efficiency, billing error rate,

customer satisfaction, cycle time, scrap reduction. And supploer management, are good place to begin. Technical techniques such as SPC, benchmarking, quality function deployment, ISO 9000, and designed experiments are excellent for problem solving. 5. On the average 40% of the sales dollar is purchased product or servide; therefore thesupplier quality must be outstanding. A partnering relationshin rather than an adversarial one must be developed. Both parties have a much to gain or lose based on the success or failure of the product or service. The focus should be on quality and life cycle costs rather than the price. Suppliers should be few in number so that true partnering can occur. 6. Performance measures such as uptime, percent nonconforming, absenteeism, and customer satisfaction should be determined for each functional area. These measures should be posted for everyone to see. Quatitative data are necessary to measure that continous quality improvement activity. The purpose of TQM is to provide a quality product and/ or service to customers, which will, in turn, increase productivity and lower cost. With a higher quality product and lower price, competitive position in the market place will be enchaced. This series of event will allow the organization to achive the objective of profit and growth with greater ease. In addition, the work force will have job security, which will create a satisfying place to work.

Gurus of Total Quality Management Shewhart He developed control chart theory with control limits, assignable and chance causes of variation, and rational subgroups. In 1931, he authored Economic Control of Quality of Manufactured Product, which is regarded as a complete and thorough work of the basic principles of quality control. Deming Deming is the best known quality expert in the world. His 14 points provide a theory for management to improve quality, productivity, and competitiv position. He has authored a number of books including out of the crisis and quality, productivty, and competitive position as well as 161 scholary studies Juran He recommended project improvements based on return on investment to achive breaktrough result. The Juran trilogy for managing quality is carried out by the interrelated processes of planing, control, and improvement. Feiganbaum He argues that total quality control is necessary to achieve productivity, market penetration and competitive advantage. Identifying the customers requirement and ends with a product or service in the hand of a satisfied customer. Ishikawa Ishikawa is best known for the development of the cause and effect diagram which is sometimes called an ishikawa diagam. He developed the quality circle concept in japan. Whereby work grups, including theis supervisor, were trained in SPC concepts, the groups then met to identify and solve quality problems in their work environment. Crosby He argued that doing it right the first time is less expensive that the cost of detecting and correcting nonconformities. Taguchi He develop his loss function concept that combines cost target and variation into one metric.