six sigma - · pdf fileinspeckon – quality control – quality assurance –...
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ìSixSigmaMembangunBudayaContinuousImprovement14.1–PengendalianKualitas
DebrinaPuspitaAndrianiTeknikIndustriUniversitasBrawijayae-Mail:[email protected]:hDp://debrina.lecture.ub.ac.id/
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OutlineSIXSIGMA
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ìIntroductionSIXSIGMA
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ì4
InspecKon(SorKng)
WorkmanshipEra(Before
1900)
Supervison(1900)
QualityInspecKon(1920)
QualityControl(Processing) SQC(1930-1950)
QualityAssurance(Design)
Quality Motivation, Zero Defect,
Integrated Quality Programs (1960)
TQM (Improvement)
ISO 9000, MBNQA, Six Sigma (1990)
InspecKon–QualityControl–QualityAssurance–TotalQualityManagement
QualityManagementEvolution
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NatureofTheProblemSixSigmaMethodologyIdenKfiesProcessesThatAreOff-Target,And/OrHaveAHighDegreeOfVariaKon,AndCorrectsTheProcess
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Reduce Spread
Center Process
Variation Off-Target
On-Target
X X X X X X X X X
X X X X X X X X X X
X X
X
X
X
X
X X X
X X
X
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Whatis“Sigma”
ì BerasaldaribahasaYunani(σ)
ì SimbolstaKsKkuntukstandardeviasi
ì Digunakanuntukmendiskripsikandistribusiberbagaiproses.
ì “TheSigmaValue”adalahmetricyangmengindikasikanseberapabaguskinerjaprosesbisnis.
ì “SixSigma”merupakanphilosophyyangbertujuanpeningkatannilaisigmaseluruhprosesbisnis.
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ì Asymbol-aGreekleDer
ì Ametric-aperformancemeasure
ì Abenchmark-abestpracKce
ì Avision-whereyouwanttobe
ì Amethod-forhigherquality
ì Atool-applicabletooperaKons
ì Agoal-whatyouwanttobeachieve
ì Avalue–quanKfiable
ì Aphilosophy-awayawork
ì Astrategy-akeybusinessplan
ì Asystem-astructuredapproach
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“Sigma”
σ
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ìSIXSIGMAMembangunBudayaCon$nuousImprovement
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Si
x
–
Si
gm
a
Sebuahmetodologiterstrukturuntukmemperbaiki proses yang difokuskan padausaha mengurangi variasi proses (processvariances) sekaligus mengurangi cacat(produk/jasayangdiluarspesifikasi)denganmenggunakanmetodestaKsKkdanproblemsolvingtoolssecaraintensif.
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SixSigma
Adalahsuatumanajemenperbaikan(improvement)untukmencapaiKngkatmutu3.4defectpersejutapeluang.
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Defects per Million Opportunities (DPMO)
% Accuracy
One Sigma 691,500 30.85% Two Sigma 308,500 69.15% Three Sigma 66,810 93.32% Four Sigma 6,210 99.38% Five Sigma 233 99.977% Six Sigma 3.4 99.9997% Seven Sigma 0.020 99.999998%
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FokusdalamSixSigma:MengurangiVariasi
ì DalamSixSigma,konsepVariansidanStandarDeviasimemegangperanyangsangatpenKngdalamanalisis.Inikarenadaripengalamanpadaproses-prosesproduksibarangdanjasa,variasiadalahMUSUH.
ì FokusSixSigmaadalahmengurangivariasi,karenaindividu/organisasiyangmenjadipelanggankita‘merasakan’variasiitu,bukanmerasakanrata-rata.
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ìFilosofiSIXSIGMA
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“DoitrightthefirstKme”
“Towardzerodefect”
“Cultureofenterprise”
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SejarahSixSigmaStart:MOTOROLA
ì Awal1980-anàkehilanganmarketnyakarenaperbedaankualitasdibandingkandenganperusahaanJepang
ì 1981àMotorolamenghadapitantangantersebutdenganmengevaluasikualitasnyahingga5kalidalam5tahunnamuntetapsajaKdakberhasil.
ì MotorolamengembangkansuatuprosesyangkonsistenberdasarkanpendekatanstaKsKk.
ì 1987àMotorolaberhasilmenerapkan6σsebagaikuncisukses
Prosperity:GE
ì 1995àGEmenggulirkan6σdisegalaaspekbisnisnyagunamenghadapitantangankualitasworldclass.
ì GEmemperbaharuiprosesnyaseperKprodukKvitas,InventoryReturnnamunimprovementtersebuttertundakarenaadanyadefectdiprosesnya.
ì GEberpikirbahwaWorldClassQualityadalahsuatuhalyangmenantang.GEakanmemfokuskanprosesnyaberdasarkan6σuntukgenerasiberikutnya
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MengapaKitaMenerapkan6σ?
Perusahaandengan3Sigma
Perusahaandengan6Sigma
• 54,000salahresepobatselama1tahun
• Kebocoranairminum2jamperbulan• Telepontakdijawabselama27menitdalamseminggu.
• 5pendaratanKdaktepatdiOHareAirportdalamsehari
• 1,350kegagalanoperasibedahdalamseminggu.
• 54,000kehilanganarKkelatausuratsalahalamatdalamsatujam
• Satusalahresepobatselama25tahun
• Kebocoranairminumsejamdalam16tahun
• Telepontakdijawabselama6deKkdalam100tahun
• 1pendaratanKdaktepatdiUnitedStatesselama10tahun.
• Satukegagalanoperasibedahselama20tahun.
• 35kehilanganarKkelatausuratsalahalamatdalamsatutahun
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1.CostofQualityKONSEPSIXSIGMA
Costofachieving
goodquality
Costofpoorquality
PrevenKoncosts
Appraisalcosts
Internalfailurecosts
Externalfailurecosts
Qualityplanning
costsProducKondesign
costsProcesscosts
trainingcosts
InformaKoncosts
InspecKon&
tesKngcostsTestequipm
entcosts
Operatorcosts
Scrapcosts
Reworkcosts
Processfailurecosts
Productliabilitycosts
Warrantyclaim
scosts
Productreturncosts Custom
ercom
plaintcosts
ProcessdownKm
ecosts
Price-downgrading
costs
Lostsalescosts
BIAYAKUALITAS
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2.KeputusanberdasarfaktadandataKONSEPSIXSIGMA
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3.Metrics(Ukuran)KONSEPSIXSIGMA
Start With Low Hanging Fruit
Sweet Fruit - 6σ Design for Six Sigma (DFSS)
Bulk of Fruit - 4 to 5σ Process Improvement Six Sigma Tools
Low Hanging Fruit - 3 to 4σ Basic Quality Tools
Ground Fruit - up to 2σ Logic and Intuition
Process Entitlement
*Ukuransegalahalyangberdampakterhadapkualitasproduk.
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SigmaLevelvs.DPMODPMOmerupakansatuanstandardalammenyatakanbanyaknyajumlahdefectataucacatpersatujutaproduksi(DefectPerMillionOpportunity).
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DPMO=
X1,000,000JumlahsampelNG
JumlahtotalsampelXOpportunity
34
56
66810
6210
2333.4
Sigma
DPMO
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ìSixSigmaMethodologySIXSIGMA
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SIXSIGMAMETHODOLOGY
DMAIC-define,measure,analyse,improve,control-
ì DMAICisanimprovementsystemforexisKngprocesseswhichfallbelowspecificaKonsandneedtobeimprovedincrementally.
DMADV-define,measure,analyse,design,verify-
ì DMADVisalsoanimprovementsystemwhichisdesignedtodevelopnewprocessesand/orproductsatSixSigmaqualitylevels.
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conKnuallyfindwaystoimprove
andrefineprocesses
reducedefects increasesavings
OBJECTIVES
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Measureü Kondisiprosessaatini(berdasardata)sebelumdiidenKfikasilangkah-langkah
perbaikanü Datacollec$onplanmemuatpengukuranproyek,definisioperasional,sumber
data,jumlahsampel,prosedurpengumpulandatadancaramenganalisanya.ü Menggambarkandatapa;ernsdalamgrafik.
DMAIC(Define,Measure,Analyze,Improve,Control)suatumetodologipemecahanmasalahyangterstruktur,mulaitahapanmenentukanpermasalahansampaimenentukansolusiyangterkaitlangsungdenganpenyebabpermasalahandanmenciptakansistemkerjayangterbaikuntukmenjaminsolusinyabertahanlama
ü
Defineü MengidenLfikasiprojectimprovementü MembuatTeamProjectCharterànamaLmdanproyek,pernyataanmasalahdan
tujuan,stakeholdersmelaluicrossfuncBonalmappingsertaBmeframe.ü MenentukanHighLevelProcessMap(SIPOC)danmenentukanCTQ.
SIPOCàmembantuLmdalamverifikasibatasanproyek).OutputdancustomerdalamSIPOCàVoiceofCustomer(VOC)àCTQ(CriLcalToQuality)
ü
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Analyzeü MengidenKfikasiakarmasalahsehinggadiperolehprioritasakarmasalahyangakan
ditanggulangiü Upayapeningkatanakandifokuskanpadabeberapafaktorutamayang
mengakibatkanterjadinyamasalah.Langkahdalamtahapanalisaadalah:• Analisaproses,denganmenggunakanflowchart• Analisasebabdanakibat(causeandeffect)• Toolslainnya:ProcessMapping,FailureMode&EffectAnalysis,Sta$s$cal
Tests,DesignofExperiments,Controlcharts,QualityFunc$onDeployment(QFD).
Improveü Rencanaperbaikan/Improvementplanü Penerapan,yaitumenerapkanrencanaperbaikanyangtelahditetapkanuntuk
memecahkanmasalahdanmencapaisasaran.
ü
Controlü Monitoringuntukmenjaminagarperbaikanyangtelahtercapaidapat
dipertahankandanmembakukancarakerjabarukedalamkegiatanoperasionalsehari–hari
ü EvaluasiefekKvitasperbaikan ü
ü
DMAICMethodology
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DMAICProcessFocus
PROCESSPRODUCT/SERVICE
VOC
CUSTOMERNEED
CRITICALTOQUALITY
OUTPUTMEASURE
PROCESSCAPABILITY
PROCESSVARIABLES
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ìTheSixSigmaTeamSIXSIGMA
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InfrastrukturSixSigma
TheSixSigmateam
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dalamsixsigma
SertifikasiBeltBELT TUGASUTAMA PERAN SYARAT-SYARAT
MasterBlackBelt
• 6σTechnicalLeader• HaruspahamStaKsKk&menyebarkannya
• Dedicated6σResource• MentorBB/GB• SeleksiProject• Training
• Lebihdari5Projects• Konsultasilebihdari• 8Projectsetahun
BlackBelt • FullTimeProject• Training
• FullTimeDedicated• EksekusiProject• LeaderdariPjt.Team• TrainingGB/WB
• 4ProjectSetahun• Telahditraining• AdvanceSixSigma
GreenBelt • JoinProjectby• PartKme
• PartKme• LeaderPjt.Team• MemberikanBasic6σ• Training
• TelahditrainingBasicSixSigma(DMAIC)
• 2Projectssetahun
WhiteBelt • JoinProjectby• PartKme
• PartKme• MemberofPjt.Team
• TelahditrainingSixSigmaAwareness(DMAIC)
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• Dapatdiaplikasidisegalabidang(Industri&financial)• Fokusterhadap3P(Product,Process,People)Tidakhanyaprodukdanservice,tapijugaprosesdankualitassumberdayamanusiadapatmencapaitujuanmelaluipengukuransigmalevel.
• BerdampakterhadapinvestasimanusiaMemoKvasikaryawanbekerjasecaracerdasdankompeKKf
• BerdampakterhadapbiayaOutputdapatdiesKmasidenganjelassecarafinancial,melakukankontrolbiayadanbenefitsejakpermulaan.
• PengolahandatadenganmenggunakanpendekatanstaLsLk.Melaluianalisadataeksperimenhalyangsamarmenjadjelas.Tidakberdasarkanpradugadanpengalaman.
KEUNGGULAN
• Menurunkancostofloss,perbaikankualitasdanserviceproduk,meningkatkankepuasankonsumen.
• SixSigmadapatmembuatoutputbisnismenjadijelas.
MANFAAT 6Sigma
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KeyLearningPoint
ì Sixsigmaadalahsebuahsistemmanajemenperbaikan(improvement)untukmencapaiKngkatmutu3,4persejutapeluang
ì Implementasisixsigma,dimulaidenganidenKfikasikeluhanpelanggan(voiceofcustomer)
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