Introduction to Quality Control and

The Total Quality System

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Laboratorium Manajemen Operasi
Konsentrasi Manajemen Jejaring Bisnis
JMFBE Universitas Surabaya
 Quality
• Quality is conformance to requirements or
specifications (Crosby, 1979)
• Quality is fitness for use (Juran, 1974)
• Quality characteristics may be grouped into
two broads classes, namely variables and
attributes.
• Characteristics that are measurable and are
expressed on a numerical scale are called
variables
 Quality
• A quality characteristic is said to be an
attribute if it can be classified as either
conforming or nonconforming to a stipulated
specifications requirement.
 Quality
• Numeric variables have values that describe
a measurable quantity as a number, like 'how
many' or 'how much'. Therefore numeric
variables are quantitative variables.
 Quality
• Numeric variables may be further described as either
continuous or discrete:
A continuous variable is a numeric variable.
Observations can take any value between a certain
set of real numbers. The value given to an observation
for a continuous variable can include values as small as
the instrument of measurement allows. Examples of
continuous variables include height, time, age, and
temperature.
 Quality
• A discrete variable is a numeric variable.
Observations can take a value based on a count
from a set of distinct whole values. A discrete
variable cannot take the value of a fraction between
one value and the next closest value. Examples of
discrete variables include the number of registered
cars, number of business locations, and number of
children in a family, all of of which measured as
whole units (i.e. 1, 2, 3 cars).
• The data collected for a numeric variable are
quantitative data.
 Quality
• Categorical variables have values that describe a
'quality' or 'characteristic' of a data unit, like 'what
type' or 'which category'. Categorical variables fall
into mutually exclusive (in one category or in
another) and exhaustive (include all possible options)
categories. Therefore, categorical variables are
qualitative variables and tend to be represented by a
non-numeric value.
 Quality
• Categorical variables may be further described as ordinal or
nominal:
An ordinal variable is a categorical variable. Observations
can take a value that can be logically ordered or ranked. The
categories associated with ordinal variables can be ranked
higher or lower than another, but do not necessarily establish
a numeric difference between each category. Examples of
ordinal categorical variables include academic grades (i.e. A,
B, C), clothing size (i.e. small, medium, large, extra large) and
attitudes (i.e. strongly agree, agree, disagree, strongly
disagree).
•
 Quality
• A nominal variable is a categorical variable.
Observations can take a value that is not able to be
organised in a logical sequence. Examples of
nominal categorical variables include sex, business
type, eye colour, religion and brand.
•
The data collected for a categorical variable are
qualitative data.
 Quality Control
• Quality control may generally be defined as a
system that is used to maintain a desired level
of quality in a product or service
• This general area:
1. Statistical process control
2. Acceptance sampling plans
3. Experiment Design
 Quality Assurance
• Quality Assurance: All those planned or
systematic actions necessary to provide
confidence that a product or service will
satisfy given needs
• A Quality Circles is typically an informal group
of people, which may consist of operators,
supervisor, manager, and so on, who get
together to seek improved ways of making the
product or delivering the service
 Benefits of Quality Control
• First and foremost among the benefits it the improvement in
the quality of product and services.
• Second, the system is continually evaluated and modified to
meet the changing needs of the customer
• Third, a quality control system improves productivity, which is
one of goals of all organizations.
• Fourth, such a system reduces costs in the long run
• Fifth, with improved productivity, the lead time on the
production of parts and subassemblies is reduced, which may
result in an improvement in meeting customer due dates.
 Responsibility for Quality
• Marketing and Product Planning
• Product Design and Development
• Manufacturing Engineering
• Purchasing
• Manufacturing
• Inspection and Test
• Packaging and Shipping
• Customer Service
 Quality And Reliability
• Reliability refers to the ability of a product to
function effectively over a certain period of time
when in use by the customer.
• It therefore relates to the concept of quality of
performance
• Since the customer ultimately determines the
acceptability of a product or service, the better the
performance over a given time frame, the higher the
reliability and the greater the degree of satisfaction.
 Total Quality System
• Quality System : The collective plans, activities, and
events that are provided to ensure that a product,
process, or service will satisfy given needs
• This standard, ANSI/ASQC Standard Z-1.15 (1979),
defines the following elements of a total quality
system:
1. Policy, planning, organization, and administration
2. Product design assurance, specification development,
and control
 Total Quality System (2)
• This standard, ANSI/ASQC Standard Z-1.15 (1979),
defines the following elements of a total quality
system:
3. Control of purchased material and component parts
4. Production quality control
5. User contact and field performance
6. Corrective action
7. Employee selection, training, and motivation
8. Legal requirements-product liability and user safety
9. Sampling and other statistical techniques.
 Quality Improvement
• A neverending process and efforts to reduce the
variability of a process and reduce the production of
nonconforming items should continue forever.
• Three stages of quality improvement:
1. Commitment Stage
2. Consolidation Stage
3. Maturity Stage
 Quality Costs
• Prevention Costs
• Appraisal Costs
• Internal Failure Costs
• External Failure Costs
 Measuring Quality Costs
• Labor base index
• Cost base index
• Sales base index
• Unit base index
 Management of Quality
• Planning for Quality
• Staffing for Quality
• Directing for Quality
• Controlling for Quality
 Quality and Productivity
• Effect on Cost
– Preventive and appraisal costs
– Internal and External costs

• Effect on Market
– Market Share
– Competitive Position
 Fundamentals of Statistical Concepts
and Techniques in Quality Control and
Improvement

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Laboratorium Manajemen Operasi
Konsentrasi Manajemen Jejaring Bisnis
JMFBE Universitas Surabaya
 Statistical Concepts
1. Population & Sample
2. Parameter & Statistic
 Statistical Concepts
3. Probability
•Relative Frequency Definition of Probability
•Simple Events & Compound Events
•Complementary Events
•Additive Law
•Multiplicative Law
•Independence and Mutually Exclusive Events
 Statistical Concepts
4. Descriptive Statistics Describing Product or
Process Characteristics
• Data Collection
• Continuous Variable
• Measure of Central tendency
• Discrete Variable
• Accuracy & Precision
• Measurements Scale
1. Probablity Distributions
2. Inferential Statistics Drawing Conclusions
on Product & Process Quality.
Graphical Methods of Data Presentation
& Quality Improvement

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 Graphical Methods of Data
Presentation
1. Frequency Distributions & Histogram
2. Run Charts
3. Stem-and-Leaf Plots
4. Pareto Diagrams
5. Cause-and-Effect (Fishbone or Ishikawa)
Diagram
6. Box Plots
 Graphical Methods of Data
Presentation
7. Normal Probability Plots
8. Empirical Quantile-Quantile Plots
9. Scatter Diagrams
10. Multivariable Charts
STATISTIK PENGENDALIAN KUALITAS
DAN
PETA KENDALI

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Laboratorium Manajemen Operasi
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JMFBE Universitas Surabaya
PENGENDALIAN PROSES SECARA STATISTIK
MACAM VARIASI
PEMILIHAN PETA KENDALI
TUJUAN PEMBUATAN PETA KENDALI
PETA KENDALI ATRIBUT
CONTOH PETA - P
PENYELESAIAN
PETA - NP
CONTOH PETA -NP
PENYELESAIAN
PETA - C
CONTOH PETA - C
JAWAB
PETA - U
CONTOH PETA - U
JAWAB
PETA KENDALI VARIABEL
BAGAN PETA KENDALI VARIABEL
REVISI PETA KENDALI
CONTOH KASUS
PENYELESAIAN
 PROCESS CAPABILITY

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Laboratorium Manajemen Operasi
Konsentrasi Manajemen Jejaring Bisnis
JMFBE Universitas Surabaya
HUBUNGAN ANTARA SEBARAN PROSES DAN
BATAS SPESIFIKASI
 Spesifikasi adalah batas-batas ukuran hasil yang dapat
diterima oleh konsumen.
Contoh : diketahui batas spesifikasi : 15,3  0,025
Spesifikasi Atas (SA) = 15,3 + 0,025 = 15,325
Spesifikasi Bawah (SB) = 15,3 – 0,025 = 15,275

 Spesifikasi ditentukan oleh perancang produk untuk

memenuhi fungsi tertentu, ditentukan untuk masing-
masing benda ( bukan untuk kelompok )

 Spesifikasi jarang digambarkan dalam peta kendali.

KASUS I
KASUS II
KASUS III
PEMECAHAN KASUS III
KAPABILITAS PROSES
Hitung indeks kapabilitas proses (Cp)
indeks performansi Kane (Cpk)

Cp = (BSA-BSB)/6  = R-bar / d2

Cpk = min (CPL,CPU) dimana

CPL = (GT – BSB) / 3
CPU = (BSA – GT) / 3
Kriteria penilaian :
Jika Cp > 1,33 maka kapabilitas proses  sangat baik
1,00 < Cp < 1,33 kapabilitas proses baik tapi perlu pengendalian ketat apabila Cp
mendekati 1,00
Cp < 1,00  kapabilitas proses rendah  perlu perbaikan proses

NOTE !!!
Indeks kapabilitas proses baru layak untuk dihitung apabila proses berada
dalam pengendalian statistikal
 Contoh Study Kasus

PT. ABC adalah perusahaan pembuat kayu lapis (plywood).

Berdasarkan permintaan pelanggan ditetapkan spesifikasi ketebalan

dari produk kayu lapis adalah 2,40 mm 0,05 mm. untuk mengetahui
kemampuan proses dan mengendalikan proses itu, bagian pengendalian
kualitas dari PT. ABC telah melakukan pengukuran terhadap 20
sampling, masing2 berukuran 5 unit (n=5). Pihak manajemen ingin
membangun peta kontrol terkendali dari X-bar dan R untuk
mengendalikan proses pembuatan kayu lapis itu.
contoh pengukuran pada unit contoh (n=5) perhitungan yang perlu
sampel X1 (mm) X2 (mm) X3 (mm) X4 (mm) X5 (mm) jumlah Rata2 Xbar Range ®
1 2.38 2.45 2.4 2.35 2.42 12.00 2.40 0.1
2 2.39 2.4 2.43 2.34 2.4 11.96 2.39 0.09
3 2.4 2.37 2.36 2.36 2.35 11.84 2.37 0.05
4 2.39 2.35 2.37 2.39 2.38 11.88 2.38 0.04
5 2.38 2.42 2.39 2.35 2.41 11.95 2.39 0.07
6 2.41 2.38 2.37 2.42 2.42 12.00 2.40 0.05
7 2.36 2.38 2.35 2.38 2.37 11.84 2.37 0.03
8 2.39 2.39 2.36 2.41 2.36 11.91 2.38 0.05
9 2.35 2.38 2.37 2.37 2.39 11.86 2.37 0.04
10 2.43 2.39 2.36 2.42 2.37 11.97 2.39 0.07
11 2.39 2.36 2.42 2.39 2.36 11.92 2.38 0.06
12 2.38 2.35 2.35 2.35 2.39 11.82 2.36 0.04
13 2.42 2.37 2.4 2.43 2.41 12.03 2.41 0.06
14 2.36 2.38 2.38 2.36 2.36 11.84 2.37 0.02
15 2.45 2.43 2.41 2.45 2.45 12.19 2.44 0.04
16 2.36 2.42 2.42 2.43 2.37 12.00 2.40 0.07
17 2.38 2.43 2.37 2.39 2.38 11.95 2.39 0.06
18 2.4 2.35 2.39 2.35 2.35 11.84 2.37 0.05
19 2.39 2.45 2.44 2.38 2.37 12.03 2.41 0.08
20 2.35 2.41 2.45 2.47 2.35 12.03 2.41 0.12
jumlah             47.77 1.19

rata-rata             2.39 0.06

x-double bar R-bar

• Peta kontrol X-bar
GT = X-double bar = 2,39
BKA = GT + A2R-bar = 2,39 + (0,577)(0,06) = 2,42
BKB = GT - A2R-bar = 2,39 - (0,577)(0,06) = 2,36

• Peta kontrol R
GT = R-bar
BKA = D4R-bar = (2,114)(0,06) = 0,12
BKB = D3R-bar = (0)(0,06) = 0
 Peta control 3 sigma rata-rata ketebalan Data keluar dari batas kontrol
produk kayu lapis

2.46
2.44
2.42 rata-rata
2.40 CL
2.38 UCL
2.36 LCL Data keluar dari batas kontrol
2.34
2.32
1 3 5 7 9 11 13 15 17 19

peta ontrol 3-sigma variasi ketebalan

produk kayu lapis

0.14
0.12
0.1 range
0.08 CL
0.06 UCL
0.04 LCL
0.02
0
1 3 5 7 9 11 13 15 17 19
 Dilakukan tindakkan perbaikan dan pengambilan data kembali.
perhitungan yang perlu
contoh pengukuran pada unit contoh (n=5)
sampel X1 (mm) X2 (mm) X3 (mm) X4 (mm) X5 (mm) jumlah Rata2 Range ®
              X-bar  
1 2.38 2.40 2.4 2.38 2.41 11.97 2.39 0.03
2 2.39 2.4 2.41 2.39 2.4 11.99 2.40 0.02
3 2.4 2.38 2.39 2.37 2.40 11.94 2.39 0.03
4 2.39 2.39 2.37 2.41 2.38 11.94 2.39 0.04
5 2.38 2.42 2.39 2.38 2.41 11.98 2.39 0.04
6 2.41 2.38 2.40 2.37 2.39 11.95 2.40 0.04
7 2.36 2.39 2.37 2.38 2.40 11.92 2.39 0.03
8 2.39 2.39 2.39 2.41 2.38 11.96 2.38 0.03
9 2.39 2.38 2.37 2.37 2.39 11.90 2.39 0.02
10 2.42 2.39 2.38 2.42 2.39 12.00 2.38 0.04
11 2.39 2.39 2.41 2.39 2.38 11.96 2.40 0.03
12 2.38 2.38 2.41 2.37 2.39 11.93 2.39 0.04
13 2.42 2.38 2.4 2.41 2.41 12.02 2.40 0.04
14 2.40 2.38 2.38 2.39 2.37 11.92 2.38 0.03
15 2.39 2.40 2.41 2.41 2.37 11.98 2.40 0.04
16 2.38 2.42 2.42 2.41 2.39 12.02 2.40 0.04
17 2.38 2.40 2.37 2.39 2.38 11.92 2.38 0.03
18 2.4 2.37 2.39 2.39 2.38 11.93 2.39 0.03
19 2.39 2.41 2.40 2.38 2.37 11.95 2.39 0.04
20 2.37 2.41 2.40 2.41 2.37 11.96 2.39 0.04
jumlah             47.82 0.68
rata-rata             2.391 0.034
x-double bar
• Peta kontrol X-bar 2.42

CL = 2,391 2.41

2.40
UCL = 2,41 range
2.39 CL
LCL = 2,37
2.38 UCL
LCL
2.37

2.36

2.35
1 3 5 7 9 11 13 15 17 19

0.07

• Peta kontrol R 0.06

0.05
Cl = 0,03 R
0.04 CL
UCL = 0,06 0.03 UCL
LCL
LCL = 0 0.02

0.01

0
1 3 5 7 9 11 13 15 17 19
Cp = (BSA – BSB)/6  = R-bar / d2 ,
= 0,034/2,326 = 0,01462
Cp = 1,14
Cpk = min (CPL, CPU,)
Dimana
CPL = (GT – BSB) / 3 = 0,91
CPU = (BSA – GT) / 3 = 1,37
Cpk = min (CPL,CPU)
min (0,91 : 1,37)
= 0,91
Cp pembuatan kayu lapis = 1,14  proses memiliki kapabilitas
baik untuk memenuhi spesifikasi ketebalan kayu lapis yang
diinginkan pelanggan yaitu 2,40 mm 0,05 mm. (nilai
target = 2,4 mm ; BSA = 2,45. BSB = 2,35)
Cpk = 0,91 = CPL. Hal ini berarti bahwa nilai rata2 ketebalan
kayu lapis dari proses produksi yg skrg yaitu setebal 2,39
mm adalah lebih dekat dengan batas spesifikasi bawah
BSB , sekaligus menunjukkan bahwa  proses tidak mampu
memenuhi batas spesifikasi bawah (BSB = 2,35 mm). Karena
nilai CPL berada dlm kreteria CPL < 1,00 (tidak mampu
memenuhi batas spesifikasi bawah BSB). Sebaliknya CPU
1,37 menunjukkan proses sangat mampu memenuhi batas
spesifikasi atas (BSA = 2,45mm) karena nilai CPU = 1,37
berada dlm kreteria CPU > 1,33 (sangat mempu memenuhi
spesifikasi atas (BSA))
 ACCEPTANCE SAMPLING

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Metode untuk memvonis lot:
1. Terima tanpa inspeksi/pemeriksaan
2. Inspeksi 100%
biasanya digunakan untuk:
- komponen kritis
- supplier baru
3. Sampling penerimaan
(Acceptance Sampling)
Jenis-jenis Acceptance
Sampling:
• Acceptance Sampling Plans by
attributes
• Acceptance Sampling Plans by
variables
 Acceptance Sampling Plans by
Attributes
1. Introduction
2. Advantages & Disadvantages of Spl
3. Producer Risk & Consumer Risk
4. Operating Characteristic Curve
5. Types Of Sampling Plans
6. Measures to Evaluate Spl Plans
7. Lot-by-lot Attribute Spl Plans
8. Other Acceptance Spl Plans
9. 9. Spl Plans for Continuous Production
10. 10. Deming’s kp Rule
Acpt. Splg Plan bisa digunakan
untuk pemeriksaan:
• Bahan Baku (raw materials)
• Komponen
• Barang setengah jadi
• Barang yang masih dalam proses produksi
• Barang hasil perakitan
• Barang jadi
Acceptance Sampling Plan, bisa
digunakan oleh:
• Suatu perusahaan dengan pihak supplier
• Suatu perusahaan dengan pihak vendor
• Produsen dengan konsumen
• Suatu departemen dengan departemen lainnya
di dalam 1 perusahaan.
• Suatu divisi dengan divisi lainnya di dalam 1
perusahaan.
Manfaat Acceptance Sampling
Plan:
• Proses pemeriksaan yang merusak.
• Lebih ekonomis, karena menghemat waktu,
biaya, & tenaga.
• Mengurangi kesalahan pemeriksaan
• Memotivasi untuk menghasilkan produk yang
baik.
Kekurangan Acceptance Sampling
Plan:
• Ada resiko menolak barang yang baik atau
menerima barang yang buruk.
• Keterbatasan informasi yang diperoleh
• Proses seleksi dan adopsi metode Acc.Spl.Plan
membutuhkan waktu dan usaha dalam
perencanaan & dokumentasi.
Producer’s Risk:
The risk of rejecting a lot “good”
quality
Consumer’s Risk:
The risk of accepting a
“poor” lot
Acceptable Quality Level (AQL):
• The numerical definition of a good lot,
associated with the producer’s risk.
• The maximum percentage or proportion of
nonconforming items or number of
nonconformities in a lot or batch can be
considered satisfactory as a process
average.
Limiting Quality Level (LQL):
• The numerical definition of a poor lot,
associated with the consumer’s risk.
• The percentage or proportion of
nonconforming items or number of
nonconformities in a lot or batch for which
the consumer wishes the probability of
acceptance to be a specified low value.
Limiting Quality Level (LQL)
Sometimes refered to as:
• Rejectable Quality Level (RQL)
• Unacceptable Quality Level (UQL)
• Limiting Quality (LQ)
Operating Characteristic
Curve (OC):
• Is a measure of performance of a
sampling plan.
• It is a plot of the probability of
accepting the lot versus the fraction
nonconforming of the lot.
Types of sampling Plans:
– SINGLE SAMPLING PLANS
– DOUBLE SAMPLING PLANS
– MULTIPLE SAMPLING PLANS
Measures to
Evaluate Sampling Plans:
1. Average Outgoing Quality (AOQ)
is the average quality level of a
series of batches that leave the
inspection station.
2. Average Total Inspection (ATI)
represents the average number of items
inspected per lot.
3. Average Sample Number (ASN)
The average number of items inspected
for a series of lots with a given incoming
lot quality in order to make a decision.
 Lot-By-Lot Attribute
Sampling Plans
• Single Sampling Plans
• Double Sampling Plans
• Multiple Sampling Plans
• Standard Sampling Plans
(ANSI/ASQC Z1.4 – 1981 &
MIL-STD-105E)
Standard Sampling Plans:
• Special Inspection Levels
• General Inspection Levels
- Level I (less discriminating &
requiring about half the amount of
inspection as level II)
- Level II (norm)
- Level III (the most protection)
 Note:
-Inspection Level I or II may be
chosen if testing destructive.
- Inspection Level III may be chosen if
items are costly
• Types of Inspection:
- normal
- tightened
- reduced
Implementation of ANSI/ASQC Z1.4:
1. Determine the AQL
2. Select the general inspection level
3. Determine the lot size
4. The sample size code letter is found from
the appropriate table
5. Determine the type of sampling plan
6. Identify the sampling plan.
 Other Acceptance
Sampling Plans
• Chain Sampling Plan
• Sequential Sampling Plan
• Skip-Lot Sampling Plans
 Sampling Plans for Continuous
• Military standard MIL-STD-1235C
- CSP-1 Plans
- CSP-F Plans
- CSP-2 Plans
- CSP-T Plans
- CSP-V Plans
Acceptance Sampling Plans by
Variables
 Acceptance Sampling Plans
by Variables
• Advantages & Disadvantages of Variable Plans
• Variable Sampling Plans for a Process
Parameter
• Variable Sampling Plans to Estimate The Lot
Proportion Nonconforming
• Standardized Plans-ANSI/ASQC Z1.9 & MIL-
STD 414
Advantages of Variable Sampling Plans:
• Sample sizes are smaller than for an attribute
plan
• Provide more information
(characteristic is specified)
• Provide insight into the areas that deserve
attention for quality improvement.
(may provide clues for specific
attention)
Disadvantages of
Variable Sampling Plans:
• Each quality characteristic requires a
separate sampling plan.
• The administrative & unit inspection costs
are usually higher
• Must know or estimate the distribution of
quality characteristic.
Quality Control In The Service Sector

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 Industri Jasa dan Karakteristiknya
• Perbedaan antara Industri Manufaktur dan
Industri Jasa (1)
Manufacturing Industries Service Industries
Product is tangible Service consists of tangible and
intangible components
Backorders are possible Services cannot be stored; if not used,
they are lost
Producer or company is the Producer and consumer are both
only party involved in the involved in the delivery of the service
making of the product
Product can be resold Services cannot be resold
… …
Service Industries And Their Characteristics
• Differences Between Manufacturing and
Service Industries (2)
Manufacturing Industries Service Industries
Customer usually provides Formal specifications need not be
formal specifications for the provided by the consumer. In fact, in
product monopolies involving public utilities such
as electricity, gas telephone, etc., federal
and state laws dictate the requirements.
Customer acceptance of the Customer satisfaction is difficult to
product is easily quantifiable quantify because a behavioral
component associated with the delivery
of the service is involved
 Service Quality Characteristics
Service quality Measure of service quality
characteristic category
Human factors and Number of customer complaints based on
behavioral characteristics behavioral factors (or lack there of) of persons
involved in the service process.

Number of complimentary responses based on

human traits in delivery of service
Timeliness characteristics Waiting time in a bank prior to transaction
Time to process a transaction
Time to check in at the airport
Waiting time before receiving baggage at the
airport
Time to hear from an insurance company
regarding a payment
 Service Quality Characteristics
Service quality Measure of service quality
characteristic category
Service nonconformity Number of errors per 1000 transactions in
characteristics bank, insurance companies, and payroll
departments

Number of billing errors per 1000 accounts by

utility companies

Proportion of income tax return prepared by

an agency that have errors
 Service Quality Characteristics
Service quality Measure of service quality
characteristic category
Facility-related Number of complaints due to:
characteristics - An uncomfortable bed in a hotel room
- Unavailability of a swimming pool in a hotel
- Insufficient leg room in an aircraft
- In adequate temperature control in a
convention meeting room
- Shabby appearance of a receptionist in a
hotel or bank
- Lack of certain indoor activities (such as table
tennis) in a recreation facility
 Techniques for Evaluation of
Service Quality
Quality characteristic Control Chart
Response time for correspondence in a Chart for the mean ( X ) and
consulting firm or insurance company range ( R )

Waiting time in a fast-food restaurant

Processing time of claims in an

insurance company
 Techniques for Evaluation of
Service Quality
Quality characteristic Control Chart
Proportion of income tax returns that X nonconforming
Chart for fraction
have errors ( p – chart )

Proportion of billing errors

Proportion of shipments delivered on

time

Proportion of airline flights that are on

time

Proportion of errors in money transfers in

a bank
 Techniques for Evaluation of
Service Quality
Quality characteristic Control Chart
X of
Number of delays per 1000 transactions in Chart for number
a bank nonconformities ( c- chart) or
number of nonconformities per
Number of daily customer complaints in a unit ( u – chart)
hotel

Number of errors per 100 purchase orders

Number of daily compliments on a chef

 Applications To Various Service Functions
And Industries
Administrative Operations
The number of processing errors per 100 purchase orders is
monitored by a company, with the objective being to totally
eliminate such errors. Tabel 14-4 shows observations that were
randomly selected from all purchase orders. The company is in
the process of testing the effects of a new purchase order form
that it has designed. The last five observations were made for
the new form. Construct a control chart that the company may
use for monitoring the selected quality characteristics.
Comment on the effect of the newly designed purchase order
form. Is the company capable of achieving the desired goal?
Tabel 14-4
 Applications To Various Service Functions
And Industries
Administrative Operations

c3 c
101
c  4.04
25
4.04  3 4.04  4.04  6.03    1.99;10.07    0;10.07 
 Applications To Various Service Functions
And Industries
Administrative Operations
Data/sampel no 9 ternyata berada diatas UCL,
sehingga perlu dibuang dan di bentuk UCL dan
LCL revisi
c3 c
90
c  3.75
24
3.75  3 3.75    2.059;9.559   0;9.559
 Applications To Various Service Functions
And Industries
Banking
A bank has a new vendor that does the printing of its
MICR checks. In order to certify the vendor, the bank
is undergoing incoming inspection of the checks for a
trial period. Checks are produced in batches of
32,000. The acceptance quality level (AQL) that has
been negotiated between the bank and the vendor is
0.25 %. Determine the sampling plan using
ANSI/ASQC Z1.4 if general inspection level I is
selected. Assume normal inspection is in effect.
 Applications To Various Service Functions
And Industries
Banking (solution)
The ANSI/ASQC Z1.4 standardized sampling plans for
attributes is used. From Table 9-11 for a lot size of
32,000 and general inspection level I the sample size
code letter of K and an AQL of 0.25%, the code letter
change to L with the acceptance number being 1 and
the rejection number 2. The sample size is 200. The
sampling plan calls for randomly choosing 200 checks
from the lot of 32,000. If 2 or more checks have
characters that are not recognizable by the recorder,
the lot is deemed unacceptable
 Applications To Various Service Functions
And Industries
Health Care Services
The quality of service in a hospital is kept track of by
determining the proportion of medication errors;
this is done by dividing the number of medication
errors by 1000 patient-days for each observation.
The results of 25 such observation are shown in
table, showing the percentage of medication errors.
Construct an appropriate control chart, and
comment on the quality level. Is a goal of error free
performance reasonable to expect from this system?
 Applications To Various Service Functions
And Industries
Health Care Services
Observation Percentage of Observation Percentage of
number medication number medication

1 2.6 14 2.0
2 1.9 15 4.2
3 2.8 16 2.2
4 2.9 17 1.8
5 2.4 18 2.4
6 1.8 19 2.3
7 2.3 20 1.6
8 2.1 21 1.9
9 1.4 22 2.0
10 1.7 23 2.2
11 2.2 24 2.1
12 2.0 25 2.3
13 1.2
 Applications To Various Service Functions
And Industries
54.3
p  2.17
25
p(1  p) 0.02171  0.0217 
p3  0.0217  3   0.0079;0.0355
n 1000

revisi
50.1
p  2.0875  0.0209
24
p (1  p ) 0.02091  0.0209 
p3  0.0209  3   0.0073;0.0345
n 1000
 Applications To Various Service Functions
And Industries
Quality characteristics in health care services Method of control
-Waiting time for service Mean bar ( x ) and R
- Time to obtain an appointment chart
- Effectiveness of medicines as indicated by measures such
as temperature or blood pressure
- Time for an ambulance
- Time to be admitted in emergency room service
-Number of errors in blood or urine test per 200 samples C chart
- Number of billing errors per 100 accounts
- Number of adverse comments per week on nurses’
performance or quality of food
-Number of errors per week in deliveries to patients
-Proportion of medication cases in error P- chart
- Proportion of money payments in medication cases in
error
- Proportion of test performed incorrectly
 Evaluasi Kualitas Jasa
• Tujuan evaluasi kualitas jasa adalah agar jasa yang diberikan
dapat didesain, dikendalikan dan dikelola sebagaimana halnya
dengan kualitas barang

• Secara konseptual manajemen kualitas dapat diaplikasikan

pada barang maupun jasa, karena yang ditekankan adalah
perbaikan sistem kualitas

• Dengan demikian yang perlu menjadi perhatian adalah

pengembangan sistem kualitas yang terdiri dari:
– Perencanaan sistem kualitas
– Pengendalian sistem kualitas
– Perbaikan sistem kualitas
• Beberapa dimensi yang harus diperhatikan dalam
perbaikan kualitas adalah :
– Ketapatan waktu pelayanan
• Yang perlu diperhatikan disini adalah waktu tunggu dan waktu
proses
– Akurasi pelayanan
• Reabilitas pelayanan bebas dari unsur kesalahan
– Kesopanan dan keramahan
• Citra pelayanan dari industri jasa sangat ditentukan dan
ditampilkan oleh petugas pada garis depan dalam melayani
konsumen sehingga mereka senantiasa menjaga keramahan dan
kesopanan
– Tanggung jawab
• Berkenaan dengan penerimaan keluhan yang disampaikan
konsumen / pelanggan
– Kelengkapan
• Tersedianya sarana pendukung serta pelayanan komplementer
– Kemudahan mendapatkan pelayanan
• Menyangkut banyaknya petugas dan dukungan sarana pendukung
elektronik
– Variasi model pelayanan
• Ada inovasi untuk memberikan pola baru dala pelayanan
– Pelayanan pribadi
• Berkaitan dengan fleksibilitas penanganan atas permintaan
pelayanan khusus
– Kenyamanan dalam memperoleh pelayanan
• Berkaitan dengan lokasi, ruangan pelayanan, mudah terjangkau,
tempat parkir yang cukup dan ketersediaan informasi / petunjuk
dalam bentuk prosur dan lain sebagainya
– Atribut pendukung lain , seperti ruang tunggu, fasilitas
musik / TV, AC dan kebersihan
• Berbagai dimensi kualitas pelayanan diatas harus diperhatikan oleh
manajemen industri jasa terutama dalam hal menetapkan biaya /
harga yang dibayar oleh konsumen atas jasa yang diterimanya

• Biaya yang ditetapkan harus kompetitif dengan pesaing lainnya

dalam industri jasa

• Collier D.A (The Service Quality Solution : Using Service

Management To Gain Competitive Advantage) mendefenisikan
“manajemen kualitas pelayanan” sebagai suatu studi tentang
bagaimana bagian pemasaran dan operasional secara bersama
sama melalui teknologi dan orang, mampu merencanakan,
mencipta dan menyerahkan suatu paket yang bermanfaat bagi
pelanggan dan kaitannya dengan pelayanan mereka

• Terdapat kesulitan pelanggan dalam mengevaluasi kualitas

pelayanan dibandingkan dengan kualitas barang
 Unsur Pelayanan
• Sampai tingkat tertentu, suatu organisasi / perusahaan dinilai
dari kemampuannya menanggapi dengan cepat kebutuhan
pelanggan dan kemampuan memberikan layanan yang
sempurna dan lebih cepat dari saingan

• Tanggapan perusahaan atas pelanggan dipengaruhi oleh

dimensi waktu

• Prinsip pertama yang perlu diamati adalah pelanggan harus

dapat menghubungi orang yang dapat menangani keluhannya
dengan cepat dan mudah. Pelanggan harus segera tahu
bahwa mereka tidak lagi menghadapi masalah karena telah
diambil alih oleh perusahaan. Karena itu kontak pertama
dengan pelanggan merupakan hal yang vital
• Prinsip respons pertama berupa:
– Berikan kemudahan bagi pelanggan untuk
menghubungi anda
– Pelanggan tahu bahwa masalahnya kan
diselesaikan oleh perusahaan
– Pastikan bahwa anda mengharapkan kehadiran
petugas secepatnya
– Pastikan bahwa anda telam membuat tanggapan
yang cepat mengenai apa yang akan terjadi dan
kapan terjadi
• Banyak produk yang memerlukan layanan service atau
perbaikan secara teratur

• Manejer dukungan kepada pelanggan harus menetapkan

pengadaan tingkat dukungan layanan

• Manejer layanan harus tahu pelanggan mana yang

diprioritaskan dan kemampuan petugas pelayanan
memberikan waktu kedatangan dengan cepat

• Perusahaan harus mampu menetapkan waktu yang diperlukan

untuk pelayanan (Mean Time To Repair) dalam rangka
perbaikan efisiensi

• Banyak organisasi karena tekanan biaya melakukan

sentralisasi, baik terhadap bahan maupun atas ssumber daya
manusianya
• Memberikan pelatihan kepada pelanggan
dalam menangani penanganan masalah di
lapangan
• Dimensi lain dari pelayanan ini adalah
masalah biaya yang harus dibayar pelanggan;
dengan pendekatan :
– Pelanggan siap membayar lebih bila ia yakin
bahwa produk tudak akan rusaj lagi
– Layanan dimasukkan dalam komponen harga
– Pelanggan membayar lebih untuk biaya layanan
olus dengan batas yang dapat disetujui
 Latihan soal
• Sebuah toko melakukan upaya mengendalikan kesalahan
dalam input sistem penjualan. Diambil tiap 300 transaksi yang
telah dilakukan dengan pelanggan dan dicatat hasil
pengamatan: (dapat menggunakan control chart – C)

Observation Number of Observation Number of

number errore number errore

1 3 8 3
2 1 9 1
3 4 10 0
4 2 11 1
5 3 12 2
6 0 13 1
7 2 14 2
 Latihan soal
• Sebuah penerbangan melakukan upaya
mengendalikan layanan dengan mencatat rata-rata
waktu delay (satuan menit) dengan ukuran sampel 4
kali penerbangan, kemudian diperoleh data sbb:
(control chart X bar dan R)
Observation Average delay Range
number
1 6.5 2.1
2 11.1 3.8
3 18.8 4.6
4 10.2 4.2
5 5.6 4.0
6 10.4 3.6
7 9.8 4.1
 QUALITY INFORMATION
SYSTEMS AND DECISIONS

Jaminan dan Pengendalian Kualitas

Laboratorium Jejaring Bisnis
Jurusan Manajemen FE UBAYA
MANAGEMENT INFORMATION SYSTEM

A Well-planned and executed program, designed to

collect facts and figures, analyze these, and then
report the findings to the person and/or function
that plans, controls, and possible replans the
production process.
FUNDAMENTALS OF A TOTAL QUALITY
MANAGEMENT INFORMATION SYSTEM

1. Quality Information System (QIS) as a Part of

the Total Management Information System
(MIS)
2. Terms and Concept
* Information is knowledge given or acquired, in the
form of facts that do help to form decisions and initiate
actions.
* Confidentiality implies that certain information and
data are considered unaccessible to particular persons
because of a potentially negative impact on competitive
strength of the company.
FUNDAMENTALS OF A TOTAL QUALITY
MANAGEMENT INFORMATION SYSTEM
2. Terms and Concept
* A Message is the information sent and received
* Evidence is information that provides proof of an
occurrence – a fact.
* Management reporting implies that the person
responsible for planning and controlling quality receives
information that is useful and which adheres to the
principles of sound quality. (fitness for use)
* Charts, diagrams, and visual aids are often more effective
means of presenting information than written words.
FUNDAMENTALS OF A TOTAL QUALITY
MANAGEMENT INFORMATION SYSTEM
3. Hierarchy of Information Flow
4. Information System as a Productive System
5. Quality of the Information System

Information
Data Sources Design of Needs
Data Processing

Recording
Monitoring Analysis Reporting
MANAGING THE QUALITY INFORMATION
SYSTEM
1. Structuring the Information System
Much of information is well structured and
routinized with regard to content, format,
distribution, and data base.
QUALITY DATA PROCESSING

1. Sources of Data
2. Data Collection
Kind of defect, cause for defect, location of defects
detection, weight and relative significance of defect,
evaluation of defect, cost of defect
3. Essentials of Data Monitoring and Compilation
4. Advent of Computers
COMPUTERS AND QUALITY ASSURANCE

Computer assistance rests principle in:

• Reliable monitoring of data
• Performing complex mathematical and statistical
computations
• Reporting and graphing the user oriented results, as useful
information
• Responding to information requests
• Communicating with other computers, operating systems,
and individual files
• Maintaining and making available a complex data bank for
the company.
REPORTS ON QUALITY

Quality assurance reports about the causes of major

defects must gain the attention of decision makers
without undue delay
DECISION MAKING AND INFORMATION SYSTEMS

1. Deciding Upon the Best Alternatives

2. Formal versus Informal Communication
QUALITY MANUALS, STANDARDS, AND GUIDES, AS
INFORMATION SOURCES

1. Quality manual should be prepared and be made

available because customers, suppliers, employees,
and other interested persons want and need to know
what, in fact, the company does in order to assure
quality.
2. Standards and guidelines are the main official
information source for preparing a quality manual,
and the associated recording and reporting system
 ORGANIZATION:
DESIGN AND DEVELOPMENT

Jaminan dan Pengendalian Kualitas

Organizational defect

• Poor work instructions

• Unsuitable staffing
• Poor supervision
• Lack of management control
• Lack of clear-cut objectives and policies
• Pressure of manufacturing quotas
• Unpleasant personal relationships in the company
ORGANIZATION FOR QUALITY ASSURANCE

• Organization : the relationship structure of work

assignment and responsibilities to functions and
persons in a company.
Factor that influence the organization

• The kind of products and services the organization is to

provide
• The scope of operation
• Management and operational styles
• Complexity of applied technology and economic social
environments
• Competitive pressures
• Availability of managerial, technical, and operational staff
• The personalities of people in the company
Designing For Quality Assurance Organization

Organizational Principles
• What are the needs for structure or function and specific purpose and
objective of the tasks in both the long-term and short-term
perspective?
• What are its relationships to other functions, vertically and laterally in
the hierarchical structure?
• What are the responsibilities, of the function, task, or job? How should
the job description be documented, formulated, and made acceptable
within set rules and directives?
• What are the required qualifications for the person involved in the
organizational change?
• What methods are to be employed to evaluate performance?
Designing For Quality Assurance Organization

• Adequacy for the type of program and its objectives

• Sufficient responsibility and authority
• Clarity in task (job) descriptions, reporting lines, supervisory powers,
delineation from related jobs
• Formalized and properly communicated and approved tasks in sound
relationship to the abilities of people, equipment, facilities, and working
conditions
• Optimal functional division and specialization with regard to scope and
complexity of program
• Optimal delegation of responsibility and authority for quality to
operational jobs and related functions
• ….
Designing For Quality Assurance Organization

Functional Structures
• Permanence
• Organizational units
• Scope of business
• Evolutionary stage of quality assurance
• Functional emphasis
• Organizational for maintaining control
• Degree of centralization
Designing For Quality Assurance Organization

• Organizational schemes
• Matrix Management
Quality Programs And Projects

• General quality policy, objectives, and respective

functional organization
• Documentation of quality program
• Design assurance, contract review, etc
• Nonconformance control and corrective action
• Information system and program maintenance, staff
services and training

Organizational Aspects of Projects Planning and

Control (PERT Network)
Organizational Development

• Recent Trends and Development

• Training as a Means of Organizational
Development