Pengurusan TQM & Lean dalam Organasi untuk KWSP
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[Ringkasan] 1. Dokumen tersebut menyenaraikan latar belakang dan kualifikasi Timothy Wooi sebagai konsultan kepimpinan pendidikan internasional, inovator, pendiri organisasi non-pemerintah, dan pelatih bersertifikat HRDF.
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Pengurusan TQM & Lean dalam Organasi untuk KWSP
- 1. International Educational Leadership Speaker. Provides consultation on Lean and leads Kaizen, TPM, Cellular system & Moonshine set up. A multi skill Innovator with Mechanical background that adopts Green Living and rode 18,290km thru 24 Countries over 5 months from Penang to London on a 125 CC Kapcai. Founder of Tim’s Waterfuel, an alternative HHO gas supplement using Water that adds power, millage & reduce Co2 emission on automobiles. An NGO Community worker for Prison, Drug Rehabilitation and Crisis Relieve & Training (CREST) Malaysia, an organization that respond to Crisis & Flood. Timothy Wooi Add: 20C, Taman Bahagia, 06000, Jitra, Kedah timothywooi2@gmail.com Certified HRDF Trainer & Principal Consultant for Lean Management and a Kaizen Specialist with 30 over years working experience. PROFAL JURULATIH
- 2. Kualiti memainkan peranan utama dalam Orgasasi dan Kerja hari ini. Memahami keperluan pelanggan dan pemantauan langkah proses dan perubahanya untuk mengawal supaya Pelanggan tidak menerima kecacatan, adalah kunci dalam memastikan Kualiti.Superior Quality, reduce Cost and on-time Delivery (QCD) Kepentingan Pengurusan TQM & Lean dalam Organasasi abad ke 21 Kepentingan Pengurusan TQM & Lean dalam Organasasi abad ke 21
- 3. Objektif Kursus untuk megetahui mengapa TQM begitu penting sebagai mekanisme untuk menjamin dan mematuhi prosedur yang memastikan Kualiti kepada Pelanggan. Program latihan 1 hari ini fokus pada “Soft TQM Concepts” untuk menyedia dan melengkapkan peserta memahami TQM dan amalannya; Kepentingan Pengurusan TQM & Lean dalam Organasasi abad ke 21 Kepentingan Pengurusan TQM & Lean dalam Organasasi abad ke 21
- 4. terus meningkatkan proses , produk dan perkhidmatan organisasi ’’. TQM melibatkan SEMUA pekerja dalam menggunakan kaedah kuantitatif untuk ............... .. Kepentingan Pengurusan TQM & Lean dalam Organasasi abad ke 21 Kepentingan Pengurusan TQM & Lean dalam Organasasi abad ke 21 Pengenalan " Total Quality Managment (TQM )” adalah pendekatan penuh organisasi untuk memenuhi kehendak dan ekpetasi pelanggan.
- 5. 1.Bahagian "Soft TQM’’ meghasilkan pengenalan kepada Sembilan ( 9 ) prinsip utama yang biasa berlaku dalam Pengurusan Kualiti. 1 ) Penglibatan Penuh Pekerja 2 ) Peningkatan Berterusan 3 ) Latihan Berterusan 4 ) Kerja Berpasukan 5 ) Penguasaan ‘Empowerment’ 6 ) Komitmen dari Pengurusan Atasan dan Sokongan 7 ) Gaya Pengurusan Demokratik 8 ) Kepuasan Pelanggan / Masyarakat 9 ) Pengubahan Budaya Kepentingan Pengurusan TQM & Lean dalam Organasasi abad ke 21 Kepentingan Pengurusan TQM & Lean dalam Organasasi abad ke 21
- 6. 2. Amalan "Hard" TQM dalam Pengurusan Kualiti meliputi Teknik, ‘Tools dan System’ Kawalan Proses Statistik Siri ISO 9000 Analisis ‘Pareto’ Rajah ‘Matrix’ ‘Histogram’ Rajah ‘Decision Tree’ Analisis ‘Critical Path’ Rajah ‘Fishbone atau Ishakawa’Kedua duanya adalah falsafah dan prinsip panduan pengurusan bagi menguruskan sesebuah organisasi. Kepentingan Pengurusan TQM & Lean dalam Organasasi abad ke 21 Kepentingan Pengurusan TQM & Lean dalam Organasasi abad ke 21
- 7. Isi Kandungan Kelas TQM dalam Pengeluaran focus pada lima (5) prinsip utama TQM ia itu prinsip 1,2,4,8 dan 9 dari 9 Pengurusan Penuh Kualiti seperti di bawah; 1) Penglibatan Penuh Pekerja 2) Peningkatan Berterusan 4) Kerja Berpasukan 8) Kepuasan Pelanggan / Masyarakat 9) Pengubahan Budaya Kepentingan Pengurusan TQM & Lean dalam Organasasi abad ke 21 Kepentingan Pengurusan TQM & Lean dalam Organasasi abad ke 21
- 8. 08/22/17 8 Saya buat, Kamu periksa Kamu buat, Saya periksa Kepentingan Pengurusan TQM & Lean dalam Organasasi abad ke 21 Kepentingan Pengurusan TQM & Lean dalam Organasasi abad ke 21
- 9. Faedah memahami kehendak kehendak pelanggan dan menjadi sekumpulan dalam organasasi yang bertanggung jawab menentukan Kualiti….. dilengkapkan dengan pentingnya untuk menyampaikan Produk berkualiti melalui peningkatkan proses, produk dan perkhidmatan dalam organasasi. Peserta akan: Kepentingan Pengurusan TQM & Lean dalam Organasasi abad ke 21 Kepentingan Pengurusan TQM & Lean dalam Organasasi abad ke 21
- 10. QUALITY? Apakah yang kamu faham mengenai Perkataan ‘Quality’ itu ? Take 5!
- 11. Apakah yang kamu faham mengenai Perkataan ‘Quality’ itu? Mari kita lihat. Menggembirakan … Pertama: Memenuhi, Kedua: Melebihi expetasi & Ketiga: Membuat anda bahagia! ‘Quality’ …. Abad ke19... cuma Memenuhi kehendak Pelanggang Abad ke20… Melebihi expetasi Pelanggan Abad ke 21… Menggembirakan Pelanggan. KEPUASAN PELANGAN QUALITY BERMAKNA Kepentingan Pengurusan TQM & Lean dalam Organasasi abad ke 21 Kepentingan Pengurusan TQM & Lean dalam Organasasi abad ke 21
- 12. Dalam abad ke-21, Kualiti adalah tanggungjawab Semua Orang dalam "Menggembirakan Pelanggan" melalui penambahbaikan Inovasi berterusan dalam menepati spesifikasi yang disetujui’’ EVOLUSI KUALITI dengan Masa: Kepentingan Pengurusan TQM & Lean dalam Organasasi abad ke 21 Kepentingan Pengurusan TQM & Lean dalam Organasasi abad ke 21
- 13. • Lewat 1800-an • Kereta dibina di atas blok dalam kandang dan pekerja berjalan sekeliling kereta. • Dibina oleh tukang dengan bangga • Komponen buatan tangan, dipasang dengan tangan • Kualiti sangat baik • Sangat mahal • Sedikit dihasilkan Kilang MembazirKilang Membazir CRAFT Manufacturing
- 14. • Barisan pemasangan - Henry Ford 1920 an • Kemahiran buruh rendah, pekerjaan mudah, tiada kebanggaaan dengan kerja • Bahagian-bahagian bolih ditukar alih • Kualiti lebih rendah • Harga mampu miliki olih keluarga biasa • Berbilion dihasilkan - semua sama "Anda boleh memilih mana-mana warna , janji Hitam” Kilang MembazirKilang Membazir Mass ManufacturingPengeluaran besar-besaran
- 15. • Sel atau Barisan Pemasangan Fleksibel • Perkerjaan lebih luas, Pekerja berkemahiran tinggi, • Bangga dengan produk • Bahagian-bahagian bolih ditukar alih dan lebih pelbagai • kualiti terpuji mandatori • Harga diturunkan melalui penambahbaikan proses. • Bersaingan dalam Pasaran global kilang ‘Lean’ tanpa bazirkilang ‘Lean’ tanpa bazir Lean ManufacturingPengeluaran ‘Lean’
- 16. Asal-usul Pengeluaran Lean – tanpa bazir Dipelopori oleh Taiichi Ohno dan Syarikat Toyota pada tahun 70an. Paradigma baru untuk meningkatkan kualiti, mengurangkan kos dan masa penghantaran (QCD) dari mulanya permintaan. Dicipta "Pengeluaran Lean" oleh James Womack dan Daniel T. Jones dalam buku " Mesin yang mengubah Dunia “ (1990) Membenarkan Toyota menembusi pasaran Amerika bagi menghantarkan kualiti terbaik pada harga yang berpatutan. Sistem Pengeluaran Toyota memulakan satu revolusi dalam strategi Pembuatan.
- 17. Just in Time Apa diperlukan Bila diperlukan Jumlah tepat-betul • Aliran Berterusan • Pengeluaran Tarik • Pengeluaran sama •Tingkat (Heijunka) Jidoka ‘AUTONOMOTION’ Membina kualiti dalam Mesin • Manual - Automatik • Berhenti ‘line’ • Mesin perlu buruh • Kecekapan kerja • Kalis kesilapan •Kawalan Visualfleksibel, berkemampuan, bermotivasi tinggi Kerja Seragam, ’Std. Work’ ‘TPM’ Maintenen Produktif Penuh Produk dan Proses teguh Penglibatan PembekalKestabilan Operasi Cara-Cara ‘Lean’ –tanpa bazirCara-Cara ‘Lean’ –tanpa bazir SISTEM PENGELUARAN TOYOTA Quality Terbaik – Harga Terendah- ‘Lead Time’ Tersingkat Memendekkan Aliran Pengeluaran melalui Penghapuskan Pembaziran 5+1S’ Penghapusan Pembaziran sebagai Asas ’LEAN’
- 18. Amalan 5S adalah satu falsafah dan cara mengatur dan mengurus tempat kerja ke arah teratur, bersih, yang berprestasi tinggi untuk meningkatkan kecekapan dengan menghapuskan Pembaziran. 5S Definasi Cara-Cara ‘Lean’ –tanpa bazirCara-Cara ‘Lean’ –tanpa bazir 2.S Seiton- 2. Susun 3.S Seiso- 3. Sapu 4.S Seiketsu- 4. Seragam 5.S Shitsuke- 5. Sentiasa Amali 5-S +1 1.S Seiri- 1. Sisih 6.S Safety- 6. Selamat
- 19. 5S Program ACM Kaizen Leader Certification Course 19
- 20. Persaingan Global Abad ke-21 Perdagangan Globalisasi telah mendedahkan industri tempatan dengan tekanan persaingan baru. Dahulu: Kos + Keuntungan = Harga Sekarang: Harga - Keuntungan = Kos Sasaran Kelayakan Pasaran Global: Q,C,D,S. Superior Quality,Competive Cost,Quick Delivery, Safety Pemenang dalam Pasaran Global: Produk dan Perkhidmatan yang dinilai oleh Pelanggan.
- 21. Keselamatan-’Safety’ … adalah salah satu daripada keperluan kelayakan dalam Pengeluaran Kelas Antarabangsa.- ‘World Class Manufacturing’ Keadaan ‘tidak selamat’ dalam kerja adalah satu Pembaziran dalam kilang ‘Lean’ dan mesti diuruskan kearah pencapaian – ‘Tiada Keadaan Tidak Selamat’ - ‘Zero Safety Hazard’. Pengeluaran Kelas Antarabangsa (PKA)
- 22. Ciri-ciri Pengeluaran Kelas Antarabangsa Penghantaran KosKuality Pelanggan- Bertumpuan Nilai Sistem Pengeluaran ‘Lean’ Pengeluaran sama TingkatJIT JIDOKA 5S+1 / Pengurusan Visual Penanggalan Pembasiran Berterusan SISTEM PENGELUARAN ‘LEAN’ Mekanik Bahan Mesin Kerja Standard Takt Time SWIP Operasi ketersediaan Aliran 1 Keping Sistem Tarik Kaedah ‘Kaizen’ Kos + Keuntungan = Harga Harga – Keuntungan = Kos Sasaran Keselamatan
- 23. Kelayakan & Kemahiran Abad ke-21 Melihat Pembaziran dengan lebih dekat
- 24. TQM adalah kerjasama bersama semua orang dalam organisasi dan perniagaannya untuk menghasilkan produk dan perkhidmatan, yang memenuhi dan melebihi keperluan dan expetasi Pelanggan. Dua aspek penting Pengurusan TQM adalah: 1. Konsep ‘Soft TQM’ dan 2. Amalan ‘Hard TQM’. Kepentingan Pengurusan TQM & Lean dalam Organasasi abad ke 21 Kepentingan Pengurusan TQM & Lean dalam Organasasi abad ke 21
- 25. terus meningkatkan proses , produk dan perkhidmatan organisasi ’’. TQM melibatkan SEMUA pekerja dalam menggunakan kaedah kuantitatif untuk ............ Konsep ‘Soft TQM’Konsep ‘Soft TQM’ Pengenalan " Total Quality Management (TQM )” adalah pendekatan penuh organisasi untuk memenuhi kehendak dan ekpetasi pelanggan. Pengawalan Kualiti Produk Pengurusan Penuh Kualiti (TQM) Syarikat Proses Produk Jaminan Kualiti Proses Produk
- 26. Ia bertujuan untuk mengubah organisasi melalui perubahan progresif dalam Sikap, Amalan, Struktur dan Sistem. Konsep ‘Soft TQM’ TQM adalah satu pendekatan jangka panjang yang memandang penambahbaikan berterusan dalam Organisasi dan bukan matlamat jangka pendek.
- 27. TQM melampaui lebih pada kualiti produk, melibatkan semua orang dalam organisasi, dan merangkumi setiap fungsi: pentadbiran, komunikasi, pengedaran, pembuatan, pemasaran, perancangan, latihan, dan lain-lain Konsep ‘Soft TQM’
- 28. Siapa yang mahu apa ……….. Kehendak & Expetasi Kos Rendah Kualiti Tinggi Ketersediaan Keperluan & Ekpetasi Pertumbuhan Keuntungan Perniagaan yang berulang Tunai !!Tunai !!$ Nilai !!Nilai !! Perniagaan berdasarkan WangPerniagaan berdasarkan Wang Sekarang!Sekarang! Pelanggan Syarikat
- 29. 1. “Soft” TQM dalam Organasasi memberi tumpuan pada: Penglibatan penuh Pekerja; Penambahbaikan berterusan; Kerja Berpasukan; Kepuasan Pelanggan / Masyarakat; Pengubahan Budaya. Kepentingan Pengurusan TQM & Lean dalam Organasasi abad ke 21 Kepentingan Pengurusan TQM & Lean dalam Organasasi abad ke 21
- 30. megunakan idea-idea sendiri, kepakaran, dan usaha ke arah menyelesaikan masalah dan membuat keputusan. Penglibatan Pekerja Penglibatan pekerja bolih ditakrifkan sebagai: Penglibatan kaki tangan secara langsung untuk membantu organasasi memenuhi misi dan objektifnya dengan: Kepentingan Pengurusan TQM & Lean dalam Organasasi abad ke 21 Kepentingan Pengurusan TQM & Lean dalam Organasasi abad ke 21
- 31. 1) Penglibatan Penuh Pekerja1) Penglibatan Penuh Pekerja TQM, melibatkan semua orang dalam organisasi. Penyertaan pekerja dalam ‘strategi peningkatan kualiti keseluruhan’ membawa peningkatan aliran maklumat dan pengetahuan. Elemen ‘Total’ dalam TQM membayangkan bahawa setiap ahli organisasi terlibat dalam proses peningkatan kualiti dalam "pengedaran kepintaran" untuk menyelesaikan masalah.
- 32. Memenuhi Kehendak Perniagaan abad ke 21. Kita perlu melakukan tiga perkara dengan baik, semua pada masa yang sama! “Lebih Murah” “Lebih Cepat” “Bertambah Baik” Kos Kualiti‘Lead Time’ Customer Price Net Margin Production Costs Kenapa Penambahbaikan Berterusan? 2) Penambahbaikan Berterusan2) Penambahbaikan Berterusan
- 33. 2) Penambahbaikan Berterusan2) Penambahbaikan Berterusan Penambahbaikan Berterusan adalah satu kaedah untuk mengenal pasti peluang untuk memperkemas kerja dan mengurangkan pembaziran. Di amalkan dalam Pembuatan ‘Lean / Kaizen’ dalam perniagaan. Ia kini digunakan oleh beribu-ribu Organasai di seluruh dunia untuk mengenal pasti peluang penjimatan.
- 34. PENAMBAHBAIKAN BERTERUSAN =PENAMBAHBAIKAN BERTERUSAN = KAIZENKAIZEN PENAMBAHBAIKANPENAMBAHBAIKAN TANPA BERAKHIRTANPA BERAKHIR Dalam bahasa Jepun, KAI Ubah ZEN Baik KAI ZEN= Berubah untuk lebih baik Perubahan kecil beransur-ansur tambah, digunakan dalam tempoh yang panjang boleh menambah kesan yang besar pada perniagaan masa hadapan. Kelayakan & Kemahiran Abad ke-21
- 35. Kenapa Kaizen? Untuk terus menghapuskan pembaziran tanpa mengeluarkan aktiviti bernilai dalam proses Memproses Transportation Menunggu Pergerakan MUDA Take all FOUR I need ONE! KecacatanKecacatan Pengeluaran Lebih InventoriInventori Kelayakan & Kemahiran Abad ke-21
- 36. ‘Kaizen’ Tempat Kerja ‘Kaizen’ Peralatan dan Kemudahan Sistem ‘Kaizen’ PeningkatanPerubahan Radikal - Kaikaku Bengkel ‘Kaizen’ - Kaizen Worksyop Penambahbaikan setiap hari - ‘Standard Work’ Berdasarkan Orang 2) Penambahbaikan Berterusan2) Penambahbaikan Berterusan Peningkatan Berterusan menggunakan kaedah ‘Kaizen’
- 37. 37 Harga Kecacatan Adakah ia lebih mahal untuk membuat proses lebih baik? Tidak. Membuat proses lebih baik, mengurangkan Kecacatan Kerja semula Scrap dan Pembaziran Membina Kualiti dalam ProsesMembina Kualiti dalam Proses
- 38. ““Pemeriksaan Tradisional”Pemeriksaan Tradisional” 2) Penambahbaikan Berterusan2) Penambahbaikan Berterusan Pengeluaran Tradisional yang bergantung kepada Pemeriksaan ‘QA’ untuk mengesan kecacatan sebelum sampai ke pelanggan tidak lagi boleh memberi jaminan kualiti. Pendekatan ini tidak mebuat apa-apa untuk menghapuskan punca kecacatan walaupun ia hanya bolih menyebabkan kualiti lebih tinggi untuk Pelanggan.
- 39. ““ Melakukannya denganMelakukannya dengan betul pertama kali”betul pertama kali” Membina Kualiti dalam ProsesMembina Kualiti dalam Proses 2) Penambahbaikan Berterusan 2) Penambahbaikan Berterusan Didalam Organasasi Lean’, Pengeluaran bertanggung jawab untuk membina Kualiti dalam produknya. Pekerja diperlukan melaksanakan kerja mereka mengikuti ‘standard’ sebelum melululuskan ke proses seterusnya …. Amalan ini mengelakkan kecacatan barangan dari berterusan dan menjamin Kualiti.
- 40. 40 POKA-YOKEPOKA-YOKE Cara-cara Mencegah KesilapanCara-cara Mencegah Kesilapan 1. Berhentikan proses. 2. Maklumbalas kepada Ketua untuk melaksanakan Pembetulan. 3. Minta peranti Kalis Kesilapan dalam Proses untuk mengelakkan kesilapan manusia. Apabila ralat diramal dan dikesan, Pengeluaran boleh berhenti Kecacatan dengan: 2) Penambahbaikan Berterusan 2) Penambahbaikan Berterusan
- 41. Total Quality Approach TQM Quality CirclesTQM Quality Circles ‘Quality Assuance’ bekerja dengan Operasi dalam ‘TQM Quality Circles’ untuk memahami punca kecacatan dan membantu dalam langkah-langkah tindakan. ‘QA’kemudian memperbaiki sistem itu untuk mencegah kecacatan itu mengulangi. Ini memastikan hanya Produk berkualiti sahaja diterima Pelanggan. 2) Penambahbaikan Berterusan 2) Penambahbaikan Berterusan Pendekatan Kualiti Penuh Kalangan Kualiti TQMKalangan Kualiti TQM
- 42. QA besama Operasi memaklumbalas kepada ketua punca kecacatan bagi langkah pengesanan awal. Jidoka - AutonomationJidoka - Autonomation Kejuruteraan kemudian mengkaji cara-cara menggabungkan Kepintaran Manusia' ke dalam Peralatan untuk mengesan kesilapan dan berhenti secara automatik apabila kecacatan berlaku. 2) Penambahbaikan Berterusan 2) Penambahbaikan Berterusan Pendekatan Kualiti Penuh
- 43. Poke Yoke – Mistake ProofingPoke Yoke – Mistake Proofing Kejuruteraaan kemudian mengkaji dan mereka Kalis Kesilapan kedalam proses untuk mengelakkan Kecacatan disebabkan oleh 'Ralat Manusia' yang memerlukan kemahiran dan 'mengingati’langkah-langkah proses. contoh: ‘Mengira angka dengan ‘Alat Kira’ seringkali berlaku kesilapan Manusia. 2) Penambahbaikan Berterusan 2) Penambahbaikan Berterusan Pendekatan Kualiti Penuh
- 44. Definisi: kerjasama atau usaha bersepadu sebahagian daripada sekumpulan orang yang bertindak bersama- sama sebagai satu pasukan demi kepentingan tujuan yang sama. untuk meningkatkan prestasi, perpaduan pekerja dan budaya syarikat. Syarikat-syarikat kerap membangunkan idea-idea baru atau produk yang menggunakan pendekatan berasaskan projek berpasukan untuk meresap tanggung jawab. 4) Kerja Berpasukan Kepentingan Pengurusan TQM & Lean dalam Organasasi abad ke 21 Kepentingan Pengurusan TQM & Lean dalam Organasasi abad ke 21
- 45. 3) Kerja Berpasukan ‘Teamwork’3) Kerja Berpasukan ‘Teamwork’ Kerja berpasukan amat penting dan adalah syarat untuk penambahbaikan yang berterusan. Ia dilihat sebagai entiti kerja yang lebih berhasil dan berkesan daripada individu. Pasukan hendaklah melibatkan pekerja daripada semua peringkat hierarki, lapisan, dan dari semua jabatan untuk,…………. menghsilkan kerja lebih fleksibel dan untuk menguatkan kepercayaan bersama di kalangan ahli-ahli.
- 46. … istilah pemasaran yang sering digunakan sebagai ukuran, sama ada produk dan perkhidmatan yang dibekalkan oleh syarikat memenuhi atau melebihi expetasi Pelanggan. …. ditakrifkan sebagai "jumlah pelanggan, atau peratusan daripada jumlah pelanggan, yang melaporkan pengalaman dengan firma, produk, atau perkhidmatan melebihi kepuasan dinyatakan” 4) Kepusan Pelanggan / Masyarakat Kepentingan Kualiti dalam Pembuatan
- 47. Kepuasan Pelanggan… penggerak untuk meningkatkan prestasi Pelanggan Luaran dan Dalaman. Luaran: (pelanggan, badan-badan kawal selia kerajaan, orang ramai). Dalaman:(pekerja, jabatan yang berlainan) Kedua-dua Pelanggan Luaran dan Dalaman mempunyai kehendak. TQM menekankan kepentingan memenuhi kehendak tersebut. 4) Kepuasan Pelanggan / Masyarakat4) Kepuasan Pelanggan / Masyarakat
- 48. 4) Kepuasan Pelanggan / Masyarakat4) Kepuasan Pelanggan / Masyarakat Seorang pelanggan gembira (atau berpuas hati) sering tidak berkata apa-apa atau memberitahu hanya beberapa orang kawan, tetapi (yang tidak berpuas hati) memberitahu lebih ramai orang untuk memberi amaran kepada mereka. "Seorang pelanggan gembira memberitahu seorang rakan; seorang pelanggan tidak berpuas hati memberitahu seluruh dunia’’ Pepatah ini menjadi popular pada pertengahan 1980-an, apabila Persatuan Pengurusan Amerika menjalankan kajian fenomena perniagaan.
- 49. Budaya organisasi memberi kesan dan mengubah tindakan dan persepsi semua aspek kerja dalam usaha untuk memasukkan Kualiti. Kebudayaan bertindak sebagai satu kuasa untuk perpaduan dalam organisasi dan dengan itu boleh menyokong atau menghalang proses perubahan ke arah penggunaan TQM. 5) Perubahan Budaya Kepentingan Kualiti dalam Organasasi
- 50. 5) Pengubahan Budaya5) Pengubahan Budaya Pengubahan .... membuat perubahan dalam sesuatu berbanding dengan keadaan yang lebih awal, mengubah atau menukarkan sesuatu, atau hanya menjadi berbeza. Budaya .... ialah cara hidup sekumpulan orang. - tingkah laku, kepercayaan, nilai dan simbol-simbol yang mereka terima, bersama komunikasi secara amnya tanpa berfikir terutama yang diturunkan dari generasi.
- 51. Pengubahan Budaya . ..modifikasi masyarakat melalui inovasi, ciptaan, penemuan, atau hubungan dengan masyarakat lain. Ia adalah transformasi kepercayaan lampau, nilai- nilai, dan simbol yang di warisi tanpa banyak berfikir kepada yang bolih diguna dalam persekitaran semasa, masa kini dan perubahan teknologi. 5) Perubahan Budaya5) Perubahan Budaya
- 52. Pelaksanaan TQM yang berjaya bergantung kepada kewujudan Budaya Kualiti dikalangan semua orang. Penyelidikan menunjukkan bahawa, unsur-unsur positif se contoh: visi yang diterima umum, tanggung jawab yang diterima, pelanggan-fokus dan kesepaduan kumpulan, masih banyak perlu dilakukan lagi untuk memberi laluan kepada Budaya Kualiti Penuh. Kepentingan Kualiti dalamOrganasasi
- 53. Apakah Jangkaan di Masa Hadapan terdekat? • Latihan • Komunikasi • Penghapusan Pembaziran (NVA) • Penambahbaikan yang Berterusan • Kilang Visual • Susun atur yang lebih cekap • Peranan & Tanggungjawab • Lebih penglibatan / Pemilikan • PERTUMBUHAN jangka panjang !! Kepentingan Kualiti dalamOrganasasi
- 55. di Berkati! &
- 56. Community Home > Metro > Community Tuesday, 22 September 2015 Bikers finally reach Downing Street, London We are here: (From left) Eric Lim, B.K. Lim and Timothy Wooi finally makes it to Downing Street, London, after travelling from Downing Street in Penang on 125cc motorcycles.
Hinweis der Redaktion
- manufacturing environment- persekitaran pembuatan monitoring process behaviors and variation pemantauan tingkah laku dan perubahan proses Defect- Kecacatan
- provide and equip menyediakan dan melengkapkan amalan dan untuk memahami mengapa TQM begitu penting sebagai mekanisme untuk memastikan Kualiti kepada Pelanggan
- The way things usually are today. This can apply to almost any department, take Production & Quality for instance. Instead of I build it, you Inspect it. It would be I Inspect my Built, you help make my Inspection Easy & Foolproof.
- Time & Motion studies - Fredrick Taylor Interchangeable parts - Eli Whitney
- The term “Lean Manufacturing” originated at the Toyota Motor Company with Taaichi Ohno. It was popularized in American factories in large part by the Massachusetts Institute of Technology study of the movement from mass production to lean production as described in “The Machine that changed the World” by James Womack. The goal if this manufacturing philosophy is to eliminate waste in the production system, thus yielding greater throughput and reduced operating costs. The Toyota company of Japan faced many obstacles following the end of World War II. In order to compete the company had to produce vehicles with limited resources in materials, manpower and machinery. The would also have to differentiate themselves from the stream of American auto products by providing superior quality in order to survive in the market place. The creators of the TPS discovered that if they concentrated on time, rather than directly on cost, they could defeat the trade-off between cost and quality. In other words, by focusing on “constantly reducing the time from order to delivery,” they could make a better (higher quality) product quicker and at lower cost. Taiichii Ohno and the staff at Toyota Motor Company developed an entirely new production system that simultaneously reduced cost, improved quality and reduced delivery time. Their production system allowed Toyota to penetrate the US auto market by providing high quality, affordable cars that appealed to the American consumer. American Auto Industry was slow to adapt and Chrysler was pushed to the brink of bankruptcy as a result. In 1990 two professor’s from MIT introduced American business to the Toyota Production System in their book “The Machine that Changed the World”. The authors coined the term “Lean Manufacturing” as the newest evolution in manufacturing. Since that time most of the US auto industry has adopted “Lean Manufacturing” as their manufacturing strategy. In many other industries including electronics, computers and now aerospace, Lean Manufacturing has become the proven method for competing in a global market. Lean Manufacturing concepts as practiced in the Toyota Production System is the only method proven to simultaneously make major reductions in defects, cost and lead-time.
- The 5S is a method for creating and maintaining an organized, clean, high-performance workplace. It is the foundation of visual control and a conditioning discipline for standard work. Excellent 5S methods ensure anyone should be able to easily understand proper arrangement and abnormalities. 5S is also a method of Inspection. As part of the daily 5S activities an operator cleans and checks tools and equipments. A spot of oil on the floor may indicate a machine about to breakdown that would be recognized a repaired in a production cell that is disciplined in the methods of 5S. Leadership is the key to successful 5S implementation Management at all levels must be committed Supervisors must ensure that the production cell meets 5S principles at the end of each day Use checklists for monitoring adherence Quantify results of workplace inspections Prominently display each area's results
- Until recently consumers in much of the world might be been fairly satisfied with their own country’s poor workmanship, long delays and high prices, but the elimination of global trade barriers have made products like Toyota Cars, Dell Computers, Nokia hand phones and Sony electronics available everywhere. More than ever customers have options and are demanding superior quality, competitive prices and quick delivery to qualify for their consideration. To win a customers goodwill businesses must not only meet those minimum criteria, they must also provide extra features and services that the customer values. Today manufacturers are faced with a squeeze to reduce cost while simultaneously reducing defects and delivery time. Prior to global competition most manufactures viewed costs as fixed. Sales Price was determined by adding a suitable profit margin to incurred costs. Cost increases were passed on to customers as higher prices. To survive in a global market manufacturers must adopt a new view that focuses on reducing costs to make a profit. Companies can no longer pass on costs increases to the customer, they simply have too many other options. Prices are determined by market conditions and a company must focus on the variable it can control, its cost structure.
- Until recently consumers in much of the world might be been fairly satisfied with their own country’s poor workmanship, long delays and high prices, but the elimination of global trade barriers have made products like Toyota Cars, Dell Computers, Nokia hand phones and Sony electronics available everywhere. More than ever customers have options and are demanding superior quality, competitive prices and quick delivery to qualify for their consideration. To win a customers goodwill businesses must not only meet those minimum criteria, they must also provide extra features and services that the customer values. Today manufacturers are faced with a squeeze to reduce cost while simultaneously reducing defects and delivery time. Prior to global competition most manufactures viewed costs as fixed. Sales Price was determined by adding a suitable profit margin to incurred costs. Cost increases were passed on to customers as higher prices. To survive in a global market manufacturers must adopt a new view that focuses on reducing costs to make a profit. Companies can no longer pass on costs increases to the customer, they simply have too many other options. Prices are determined by market conditions and a company must focus on the variable it can control, its cost structure.
- World Class manufacturers can be distinguished from more traditional competitors through three distinct characteristics: World-Class manufacturers are customer-focused. They understand that value to the customer includes superior quality, competitive prices and shortening deliver times. In addition these companies distinguish themselves by constantly seeking to provide other products or services their customers find valuable. These companies look at the current market pricing and products being offered by competitors then ask how much cost they can take out by full application of lean methods. What is the waste-Free Cost of the Product? All World-Class manufacturers apply a lean production system modeled after the Toyota Production System. There production systems strive to maximize efficient use of resources (manpower, materials, machines) by relentlessly eliminating waste. Finally all World-Class manufacturers continuously improve by applying Kaizen Methodology. These companies develop a learning organization with workforce engaged in continuous improvement. For these companies the creativity of people’s minds is the real strategic advantage.
- Defects, rework, and scrap add cost and represent waste that must be eliminated. Lean factories apply a Jidoka to detecting and eliminating the sources of defects. As a result lean factories simultaneously reduce cost and improve quality. Traditionally manufacturing relied on Inspection to detect defects before reaching the customer. Although this approach may result in high quality for the customer, it does nothing to eliminate the source of the defect and the associated costs. In a lean factory equipment is designed to detect abnormalities and stop automatically whenever defects occur. Operators in a lean factory are trained to stop the production line whenever they note anything suspicious. These practices prevent defective items from continuing into the production process and preventing the waste that would result from producing a series of defective items. Another advantage of these practices, it immediately signals the detection of abnormality so that the root cause can be quickly determined and eliminated Stop the Line Authority – In a lean factory every operator is an Inspector, responsible for the quality of their own work. Operators are trained in evaluating quality and are given the authority to stop the production line. Operators must never accept or pass on a known defect. The ratio of Inspectors to operators in a lean factory is very low. The title Inspector is reserved for highly-trained specialists using specialized equipment. Jidoka – Autonomation – means giving machines the ability to detect when a defect is created and stop immediately. As a result only one defective product is made and the source of the problem can be investigated. Jidoka frees the operator from watching the machine, now one operator can monitor many machines (reducing cost). By giving machines the ability to perform simple repetitive tasks, then human can focus on problem-solving and improvement. Poke Yoke translated from Japanese means mistake-proofing: Modify the production system so that abnormalities cannot occur, as opposed to detecting abnormalities which have already occurred. Mistake Proofing eliminates the possibility for a defect from occurring. If mistakes aren’t made in the first place, then we don’t have to spend extra time and money fixing them. Example: A cast part must have a hole drilled in it in order to be used in assembly. The original jig required that the operator carefully orient the part on the drill press table in order to ensure a proper fit during the assembly process. Taking advantage of the “L” shaped slot on the part, a piece of angle iron has been attached to the drill press table which matches the slot in the part, allowing the part to be loaded only with the correct orientation.
- What we have here is a pretty fundamental relationship. Each party wants something; the customer and Cascade. The essential ingredients that make the whole thing go are: Value to the Customer Profit to Cascade These are the two fundamentals that MUST be there for a company to grow and thrive. If only one side of this flow takes place, the company will soon be out of business; if the customer does not receive adequate value if the company doesn’t make sufficient profit As for value to the customer, what determines if the customer is getting good value? Answer: Desired product and features at low cost. As for Cascade, what determines how much profit you make? Answer: Sales Price - Cost to produce Transition to next slide
- Key Points: In today’s competitive environment, price and lead time can no longer be dictated to the market. The market demands shorter lead times AND lower prices. The market demands ever improving quality. AND the market DEMANDS higher variety! These things are being done every day. The question is HOW, not IF, it can be done.
- Kaizen event is as much as important as other activities because it is the builiding block of all LEAN Prod. Methology. Lean production is founded on the idea of KAIZEN or Continous Improvement
- Lean Manufacturing relies on continuous improvement or “Kaizen” as the engine for cost reductions and quality improvements. All world class manufacturers apply some form of improvement methodology to their processes and equipment. These companies have developed a culture of learning and improvement. Problems are seen as an opportunity for improvement NOT to blame or punish people. Kaizen involves the people who perform the work. Individuals are encouraged to take part in designing and managing their own jobs through application of standard work. Improvement may be dramatic, over-night transformations of the work place, often called a Kaikaku. Or more often as week-long kaizen workshops focused on rapid improvement in a smaller area. Even daily improvements are kaizen. Standardization is the foundation for improvement. In a lean factory Standard Work are the tools used to define the efficient flow of people and materials and is the basis for continuous improvement. Typically kaizen workshops are focused on the shop floor. Waste on the factory floor can often be quickly eliminated with simple solutions. As inventory is reduced equipment and facility reliability problems become problems to attack with Kaizen. After the factory has become lean, it is time to focus on the system of suppliers and customers to lean out the total flow.
- Eliminating process wastes,such as defects, through implementation of Poka-yoke efforts, will result in more repeatable and reproducible processes. Thus, processes will be more efficient and be more cost effective.
- Control examples : polarized electrical plug, gas pump nozzle, car transmission must be in park in order to start engine. Warning examples : disc brake pad noise when pad becomes thin, alarm for car lights left on after engine is turned off.
- Defects, rework, and scrap add cost and represent waste that must be eliminated. Lean factories apply a Total Quality Approach to detecting and eliminating the sources of defects. As a result lean factories simultaneously reduce cost and improve quality. Traditionally manufacturing relied on Inspection to detect defects before reaching the customer. Although this approach may result in high quality for the customer, it does nothing to eliminate the source of the defect and the associated costs. In a lean factory equipment is designed to detect abnormalities and stop automatically whenever defects occur. Operators in a lean factory are trained to stop the production line whenever they note anything suspicious. These practices prevent defective items from continuing into the production process and preventing the waste that would result from producing a series of defective items. Another advantage of these practices, it immediately signals the detection of abnormality so that the root cause can be quickly determined and eliminated Stop the Line Authority – In a lean factory every operator is an Inspector, responsible for the quality of their own work. Operators are trained in evaluating quality and are given the authority to stop the production line. Operators must never accept or pass on a known defect. The ratio of Inspectors to operators in a lean factory is very low. The title Inspector is reserved for highly-trained specialists using specialized equipment. Jidoka – Autonomation – means giving machines the ability to detect when a defect is created and stop immediately. As a result only one defective product is made and the source of the problem can be investigated. Jidoka frees the operator from watching the machine, now one operator can monitor many machines (reducing cost). By giving machines the ability to perform simple repetitive tasks, then human can focus on problem-solving and improvement. Poke Yoke translated from Japanese means mistake-proofing: Modify the production system so that abnormalities cannot occur, as opposed to detecting abnormalities which have already occurred. Mistake Proofing eliminates the possibility for a defect from occurring. If mistakes aren’t made in the first place, then we don’t have to spend extra time and money fixing them. Example: A cast part must have a hole drilled in it in order to be used in assembly. The original jig required that the operator carefully orient the part on the drill press table in order to ensure a proper fit during the assembly process. Taking advantage of the “L” shaped slot on the part, a piece of angle iron has been attached to the drill press table which matches the slot in the part, allowing the part to be loaded only with the correct orientation. Continuous Improvement in product quality is accomplished through application of root cause analysis and statistical process monitoring. Workers are educated in the use and application on the seven quality tools. Often small teams of employees (called Quality Circles) are assigned responsibility for analyzing the root cause of defects.
- Defects, rework, and scrap add cost and represent waste that must be eliminated. Lean factories apply a Total Quality Approach to detecting and eliminating the sources of defects. As a result lean factories simultaneously reduce cost and improve quality. Traditionally manufacturing relied on Inspection to detect defects before reaching the customer. Although this approach may result in high quality for the customer, it does nothing to eliminate the source of the defect and the associated costs. In a lean factory equipment is designed to detect abnormalities and stop automatically whenever defects occur. Operators in a lean factory are trained to stop the production line whenever they note anything suspicious. These practices prevent defective items from continuing into the production process and preventing the waste that would result from producing a series of defective items. Another advantage of these practices, it immediately signals the detection of abnormality so that the root cause can be quickly determined and eliminated Stop the Line Authority – In a lean factory every operator is an Inspector, responsible for the quality of their own work. Operators are trained in evaluating quality and are given the authority to stop the production line. Operators must never accept or pass on a known defect. The ratio of Inspectors to operators in a lean factory is very low. The title Inspector is reserved for highly-trained specialists using specialized equipment. Jidoka – Autonomation – means giving machines the ability to detect when a defect is created and stop immediately. As a result only one defective product is made and the source of the problem can be investigated. Jidoka frees the operator from watching the machine, now one operator can monitor many machines (reducing cost). By giving machines the ability to perform simple repetitive tasks, then human can focus on problem-solving and improvement. Poke Yoke translated from Japanese means mistake-proofing: Modify the production system so that abnormalities cannot occur, as opposed to detecting abnormalities which have already occurred. Mistake Proofing eliminates the possibility for a defect from occurring. If mistakes aren’t made in the first place, then we don’t have to spend extra time and money fixing them. Example: A cast part must have a hole drilled in it in order to be used in assembly. The original jig required that the operator carefully orient the part on the drill press table in order to ensure a proper fit during the assembly process. Taking advantage of the “L” shaped slot on the part, a piece of angle iron has been attached to the drill press table which matches the slot in the part, allowing the part to be loaded only with the correct orientation. Continuous Improvement in product quality is accomplished through application of root cause analysis and statistical process monitoring. Workers are educated in the use and application on the seven quality tools. Often small teams of employees (called Quality Circles) are assigned responsibility for analyzing the root cause of defects.
- Defects, rework, and scrap add cost and represent waste that must be eliminated. Lean factories apply a Total Quality Approach to detecting and eliminating the sources of defects. As a result lean factories simultaneously reduce cost and improve quality. Traditionally manufacturing relied on Inspection to detect defects before reaching the customer. Although this approach may result in high quality for the customer, it does nothing to eliminate the source of the defect and the associated costs. In a lean factory equipment is designed to detect abnormalities and stop automatically whenever defects occur. Operators in a lean factory are trained to stop the production line whenever they note anything suspicious. These practices prevent defective items from continuing into the production process and preventing the waste that would result from producing a series of defective items. Another advantage of these practices, it immediately signals the detection of abnormality so that the root cause can be quickly determined and eliminated Stop the Line Authority – In a lean factory every operator is an Inspector, responsible for the quality of their own work. Operators are trained in evaluating quality and are given the authority to stop the production line. Operators must never accept or pass on a known defect. The ratio of Inspectors to operators in a lean factory is very low. The title Inspector is reserved for highly-trained specialists using specialized equipment. Jidoka – Autonomation – means giving machines the ability to detect when a defect is created and stop immediately. As a result only one defective product is made and the source of the problem can be investigated. Jidoka frees the operator from watching the machine, now one operator can monitor many machines (reducing cost). By giving machines the ability to perform simple repetitive tasks, then human can focus on problem-solving and improvement. Poke Yoke translated from Japanese means mistake-proofing: Modify the production system so that abnormalities cannot occur, as opposed to detecting abnormalities which have already occurred. Mistake Proofing eliminates the possibility for a defect from occurring. If mistakes aren’t made in the first place, then we don’t have to spend extra time and money fixing them. Example: A cast part must have a hole drilled in it in order to be used in assembly. The original jig required that the operator carefully orient the part on the drill press table in order to ensure a proper fit during the assembly process. Taking advantage of the “L” shaped slot on the part, a piece of angle iron has been attached to the drill press table which matches the slot in the part, allowing the part to be loaded only with the correct orientation. Continuous Improvement in product quality is accomplished through application of root cause analysis and statistical process monitoring. Workers are educated in the use and application on the seven quality tools. Often small teams of employees (called Quality Circles) are assigned responsibility for analyzing the root cause of defects.