why quality

whywhyQ U A L I T YQ.U.A.L.I.T.Y

Quality LeadershipQuality Leadership

tantangantantangan

b li i k• Daya beli meningkat• Value dari customer makin tinggigg• Ekspektasi makin ber variasi• Pilihan makin beragam• Pilihan makin beragam• Loyalitas sangat bergoyang• Membangun Image produk dan service Indonesia itu (bisa) berkualitas( )

• Setiap pekerjaan mensyaratkan Sertifikasi

Not the Desired Outcome for SSMENot the Desired Outcome for SSMENot the Desired Outcome for SSME…Not the Desired Outcome for SSME…

Pl i h dPl i h dPlan without proper dataPlan without proper data

D K L LDATA KECELAKAAN LALU LINTASDI INDONESIA

Jumlah Kecelakaan di Indonesia

9162387020

90000100000

Jumlah Kecelakaan di Indonesia Tahun 2000-2010

4955359164 62960 66488

60000700008000090000

ensi

12649 12791 12267 13399 17732

49553

300004000050000

Frek

ue

12649 12791 12267 13399

01000020000

2000' 2001' 2002 2003' 2004' 2005' 2006' 2007' 2008' 2009' 2010'2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

Sumber : Kantor Kepolisiian Republik Indonesia

Sumber: Database KNKT sampai dengan 27 Desember 2011

SERVICE QUALITYSERVICE QUALITY

Service quality is a comparison of Se ce qua ty s a co pa so oexpectations with performance

The PDSA CycleThe PDSA CycleyyPlan

Act

Do

9-12

Study

The Process Improvement CycleThe Process Improvement CycleSelect aprocessp

St d /d t

Document

Study/document

Evaluate

Seek ways toImplement theImproved process

Seek ways toImprove it

Design anImproved process

9-13

Improved process

CauseCause--andand--Effect DiagramEffect Diagramgg

MaterialsMethods

C

CauseCause

EffectEnvironment

CauseCause

Cause CauseEffect

CauseCause

Cause

Cause

Cause

Cause

EquipmentPeople

CauseCause

9-14

Run ChartRun Chart

0 58

0.540.560.58

ter

0 480.5

0.52

Dia

met

0 440.460.48D

0.441 2 3 4 5 6 7 8 9 10 11 12

Time (Hours)

9-15

Tracking ImprovementsTracking Improvementsgg

UCLUCLUCL

UCL

LCL

LCL

LCLLCL

P t t dProcess centeredand stable

Additional improvementsmade to the process

Process not centeredand not stable

and stable

Commitment to reduce Variation

9-16

Methods for Generating IdeasMethods for Generating Ideasgg

B i t i Brainstorming

Quality circlesQuality circles

Interviewing

Benchmarking

5W2H

9-17

Broad DimensionsBroad Dimensions of of Service QualityService QualityQ yQ y ReliabilityReliability –– perform promised service dependably perform promised service dependably yy p p p yp p p y

and accuratelyand accuratelyR iR i illi / di t idilli / di t id Responsiveness Responsiveness -- willingness/readiness to provide willingness/readiness to provide prompt serviceprompt service

CompetenceCompetence -- possess knowledge and skill to perform possess knowledge and skill to perform the servicethe servicethe servicethe service

Access Access -- approachability and ease of contact of approachability and ease of contact of i li lservice personnelservice personnel

CourtesyCourtesy -- politeness, consideration, and friendliness politeness, consideration, and friendliness yy p , ,p , ,of service personnel of service personnel cont…cont…

Broad DimensionsBroad Dimensions of Service Quality of Service Quality –– cont.cont.

CommunicationCommunication -- keeping customers informed; keeping customers informed; p g ;p g ;listening to customerslistening to customersC dibilitC dibilit t t th b li bl h tt t th b li bl h t CredibilityCredibility -- trustworthy, believable, honesttrustworthy, believable, honest

SecuritySecurity -- freedom from danger, risk, or doubtfreedom from danger, risk, or doubt Understanding/knowing customerUnderstanding/knowing customer -- knowing knowing

customer’s needscustomer’s needscustomer s needscustomer s needs TangiblesTangibles -- physical evidence of service physical evidence of service

Parasuraman, A. Zeithaml, V., and Berry, L. (1985). Parasuraman, A. Zeithaml, V., and Berry, L. (1985).

Whose perspective?Whose perspective?Lens of the

productspeople

Lens of the organisation

products

processes service

outcomes results

benefits Lens of the

20

Lens of the customer

Quality menurut siapa?Quality menurut siapa?

• Banyak lembaga memberi award tentangQualityy

• Siapa yang paling pantas menilai ? CUSTOMER!A j i ? S i bili !!!• Apa jaminan nya ? Sustainability!!!

Return on Quality

• Satisfaction is measured for all key ll llprocesses, as well as overall

• Attractive to managers (but does need g (customer survey data, internal company information and competitor financial pinformation as inputs)

• Service based become knowledge baseService based become knowledge base• Does satisfaction precede quality?

kresnayana yahya

ScorecardScorecard

EmployeeSatisfaction

CustomerSatisfaction

Accountability Financial y& Process Results

Copyright © 2004 Service Strategies Corporation

90%

ABC LtdABC Ltd.

Satisfaction fIndex

70%

80.4% 60%

50%

24

QUALITY PROCESSQUALITY PROCESS

QUALITY ASSURANCEQUALITY ASSURANCE

• DARI DESIGN process sampai Design Perilaku• Dari VISI dan Quality Value bisa membangunDari VISI dan Quality Value bisa membangunQuality CultureM j i b k l j• Menjamin secara berkelanjutanPerilaku, sikap, tanggung jawab kerja

QUALITY OF LIFEQU O

Tumbuh ditengah kesemrawutanTumbuh ditengah kesemrawutan

Quality Perilaku di jalan

The Ed ti

The

Education Factor

The Health

QUA ITY

Spiritual Factor

The Health and Safety Factor

QUALITY OFOF

LIFEThe work The Family factor

yFactor

The Psycholigil F t

The Stress Factorcal Factor

It appears the United States isn’t one of It appears the United States isn’t one of pp

the top countries offering the best quality‐of‐life according to the Economist Intelligence Unit (EIU a sister company of The Economist) which

pp

the top countries offering the best quality‐of‐life according to the Economist Intelligence Unit (EIU a sister company of The Economist) which(EIU, a sister company of The Economist) which “earnestly” tried to figure out which country will provide “the best opportunities for a healthy, safe

and prosperous life.”

(EIU, a sister company of The Economist) which “earnestly” tried to figure out which country will provide “the best opportunities for a healthy, safe

and prosperous life.”and prosperous life.and prosperous life.

Qualitative PerceptionsQualitative Perceptions

RETURN ON QUALITYRETURN ON QUALITY

Return on Quality (ROQ):Making Service QualityFinancially Accountable

QUALITY IS F R E E !!!QUALITY IS F.R.E.E. !!!

“Quality is the result of a carefully constructed culturaenvironment It has to be the fabric of the organizationenvironment. It has to be the fabric of the organization,

not part of the fabric.” – Phil Crosby

Quality ImprovementQuality Improvement

M d lModel

QUALITY IS K E YQUALITY IS K.E.Y.

Kaizen process

Focus : Customers Focus : Customers. Strategy : Continuous small steps. Approach : Start with what you have. Methodology : Change what you have & learn. Process : Simultaneous process. Value addition : Eliminate non value added Value-addition : Eliminate non-value added

processes. Human resource : People involved in the operation Human resource : People involved in the operation. Technology : Less technology required.

The Kaizen Umbrella

• Customer orientation, • Kanban,

• TQC,

• Robotics,

• Quality improvement,

• Just-in-time,

• Suggestion system,

• Automation,

• Zero defects,

• Small group activities,,

• Discipline in work place,

• TPM

• Cooperative labour management relations,

TPM.• Productivity improvement,

• New-product improvement.

Quality Culture

Values are building blocks of culture; organizational values constitute the culture of the organizations the set of beliefs thatconstitute the culture of the organizations, the set of beliefs that people share about what sort of behaviour is correct & incorrect.

A Quality (TQM) culture can be created, if the management of an organization starts learning the values of people.

A Quality culture is reflected through :

B li f i Q lit / St t f Q lit / L d hi Belief in Quality / Strategy for Quality / Leadership-driven / Customer satisfaction / People involvement / Empowerment.Empowerment.

Changes required to implement Quality Culture

From Traditional Culture To TQM Culture• Hierarchy style,• Top-down information flow,• Inward quality focus

• Participative style,• Top, upward & lateral flow,• Customer driven quality focus• Inward quality focus,

• Functional focus,• Short-term planning,

• Customer-driven quality focus,• Process focus,• A vision for the future,

• Sporadic improvement,• Manage & Delegate,• Counsel,

• Continual improvement,• Lead & Coach,• Ownership & Participation,Counsel,

• Direct,• Firefighting with few individuals

/ groups

Ownership & Participation,• Empower,• Team initiatives, group focusing

on continual improvement/ groups,• Enforcement.

on continual improvement,• Mutual trust.

Principles of Quality Improvement

“Quality is never an accident; it is always the result of high intention sincere effort intelligent directionof high intention, sincere effort, intelligent direction and skillful execution; it represents the wise choice of many alternatives.”of many alternatives.

William Foster

44

(many variations attributed to others)

Personnel understand the benefits and empowerment pof working within a quality oriented system Defined processes Efficiencies Efficiencies Measurement tools Defensibility

Quality Points of View Internal quality – conformance to the project design External quality – Receiving the expected service that meets the External quality – Receiving the expected service that meets the

project requirements

Quality Culture

Quality Assurance Training

Management consists of planning organizing, directing, assurance, and control.

Effective supervisors must be adaptable and be able to maintain Effective supervisors must be adaptable and be able to maintain their perspective in the face of rapidly changing conditionstheir perspective in the face of rapidly changing conditionstheir perspective in the face of rapidly changing conditions.their perspective in the face of rapidly changing conditions.

© 1–50

Performance ManagementPerformance Management

QI Plans &

Standards for Public Health

Councils

Q

Business Process

Improving PH processes

QI Methods & Tools

Analysisp

SUSTAINABLE QUALITY CONCEPTSSUSTAINABLE QUALITY CONCEPTS

Perusakan lingkungan hidupPerusakan lingkungan hidup

• Mindset dan perilaku manusia yang pertamadan utama

• Motif ekonomi yang tidak pedulikeberlanjutankeberlanjutan

• Process monitoring

Performance Measurement PERFORMANCE MEASUREMENTe o a ce easu e e SU

Monitoring of Performance

Monitoring of Indicators and

O t• Review of performance (Accreditation/Self-Assessment) results

Outcomes• Process and short-term

outcomesAssessment) results• Program evaluation

results

outcomes• Health indicators and

outcomesresults outcomes

Use Data to Make DecisionsUse Data to Make Decisions

U f56

Use performance assessment data to target improvementimprovement

Use data analysis tools to develop informationdevelop information

Analyze data to identify root causecause

Use data to monitor performance outcomesp

Develop data base for Planningg

The W-ModelCustomer needs Acceptance

testTest procedure,

test case inspections

Requirements System

test

Test procedure,test case inspections

Requirementsinspections

Requirements

Architectural design

ytest

Test procedure

HLD inspections

Architectural design Integrationtest

Test procedure,test case inspections

DD inspectionsDetailed design

U it t tTest procedure,

test case inspections

Code inspections

CodeUnit test

57

Code inspections

Building a House of Quality

CONTINUOUSIMPROVEMENT

FO

CU

S

TATI

ON

S

MEN

T

ENT

&A

CK

STO

MER

H E

XPEC

T

NVO

LVEM

ASS

ESSM

FEED

BA

MANAGEMENT WITH FACTS

CU

S

HIG

H IN A

MANAGEMENT WITH FACTSTRUST

SHARED VALUES AND VISIONSHARED VALUES AND VISION

DelightRequirements

Human R

Delight

Customers3 5

Results

Resource Focus

Leadership17

Strategy2Process

Management6

Dashboard to Monitor ProgressInformation and Analysis4

Hierarchical Structure of Services - 60 -

C stomerService site

Customer Satisfaction

Providing layerService

recommendationUnderstanding

methods

Employee Satisfaction

technologies & Sensing technologies

Social S ti f ti

Supporting layer

Modeling technologies of large-scale data

Collaborating aids among staffs/providers

Satisfaction

y

CollaborationUnderstanding

methods for daily livingCollaborating aids among institutes

Collaboration layer

60

Kerugian karena tidak ber Quality• Buang air besar dan tidak punya sanitasi

merugikan ratusan triliung

• Quality leadership dari sisi mental : korupsimerugikan ratusan triliunmerugikan ratusan triliun

• Quality process yang buruk : gagal menaikkanupah pekerja lebih dari 30 %

• Layanan buruk meniadakan keberhasilanLayanan buruk meniadakan keberhasilanmarketing sampai 30 – 40 %

• Menutupi Quality dengan kamuflase pencitraanmenghancurkan perusahaang p

62

Defisit yang terjadi• Pemahaman tentang Quality secara terintegrasi

• Pendataan sebagai pra syarat MerancangPendataan sebagai pra syarat Merancang

• Pengembangan system management terpadu

• Peduli Cost dan Financial result

• Melatih melakukan mentoring CoachingMelatih, melakukan mentoring, Coaching

• Layanan Publik

• Consumer masih “nerimo”

• Penghargaan pada berpikir knowledge base• Penghargaan pada berpikir , knowledge base masih rendah

63

67

Why Improve service

S i i t ki•Service is taking iaction to create

value for someone elseelse

A thought to end!A thought to end!

• “You must be the change youthe change you wish to see in the world”

Thank Youa ou

Action

“c” change in classified“c” change in classified

END OF SLIDESTHANK YOU

Kresnayana YahyaEmail: [email protected]: http://www.kresnayana.com

71kresnayana yahya energy development jawa bali 2012

why quality

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