Dokumen tersebut membahas tentang rencana implementasi sistem manajemen mutu ISO 9001:2008 di PT PLN (Persero) PIKITRING JBN. Rencana tersebut meliputi tahap persiapan, pengembangan, implementasi, dan evaluasi sistem manajemen mutu sesuai standar tersebut untuk mendapatkan sertifikasi.
Tugas Kelompok Manajemen kualitas - QMS/SNI ISO 9001:2008 - Syamsir Abduh
1. Vicky F Fakhrurrazi (122100154)
Andy Samuel ( 122100018)
Dosen : Prof. Ir. Syamsir Abduh, P.hd
2. • Yunani, ISOS = Sama
• ISO (International Standard Organization)
• ISO 9000 adalah suatu standar internasional untuk
sistem manajemen kualitas bukan standar produk
(Gaspersz).
Manajemen Kualitas @ Copyright 2011
3. • QMS adalah sistem manajemen yang berguna
untuk mengarahkan dan mengontrol sebuah
organisasi dalam mencapai kualitas.
Delineation
Process Policy
QMS Customer Satisfaction &
Company’s Objectives
Resource Procedure
Plan
Manajemen Kualitas @ Copyright 2011
4. TUJUAN MANFAAT
Kebutuhan kualitas oleh pelanggan Meningkatkan daya saing produk
Kepuasan pelanggan Meningkatkan kepercayaan dan
kepuasan pelanggan
Meningkatkan kualitas manajemen Meningkatkan image dan kompetensi
Perbaikan terus-menerus Mencegah dan mengurangi pemborosan
proses internal
Image & kepercayaan Market pasar yang lebih luas
Manajemen Kualitas @ Copyright 2011
12. Terdiri dari:
1. ISO 9000:2005 Fundamentals & Vocabulary
2. ISO 9001:2008 Persyaratan untuk QMS
3. ISO 9004:2000 Panduan untuk continual
improvement
Manajemen Kualitas @ Copyright 2011
13. • ISO 26000 - Social responsibility
• ISO 31000 - Risk management
• ISO 50001 - Energy management
• ISO 9000 - Quality management
• ISO 14000 - Environmental management
Sector Standard or series of standards
• Automotive ISO/TS 16949:2009
• Customer satisfaction ISO 10002:2004, ISO/TS 10004:2010
• Education IWA 2:2007
• Energy ISO 50001, TC 242
• Food safety ISO 22000:2005
• Information security ISO/IEC 27001:2005
• Health care IWA 1:2005
• Local government IWA 4:2009
• Medical devices ISO 13485:2003
• Petroleum and gas ISO/TS 29001:2007
• Risk ISO 31000:2009
• Ship recycling ISO 30000:2009
• Supply chain security ISO 28000:2007
Manajemen Kualitas @ Copyright 2011
14. Memastikan
kualitas, keamanan, reliability, efisiensi dan
interchangeability dari sebuah produk dan jasa.
Manajemen Kualitas @ Copyright 2011
15. 1. Fokus kepada pelanggan
2. Leadership
3. Keterlibatan semua orang
4. Pendekatan proses
5. Pendekatan system ke management
6. Perbaikan berkelanjutan
7. Pendekatan fakta
8. Kerjasama yang saling menguntungkan
Manajemen Kualitas @ Copyright 2011
17. Tujuan Menjalankan
Activity plan rencana
Membandingkan
Tindakan perbaikan
rencana & aktual
Manajemen Kualitas @ Copyright 2011
18. • KAN (Komite Akreditasi Nasional)
• Tugas Pokok:
memberikan akreditasi kepada lembaga-lembaga sertifikasi, laboratorium
kalibrasi serta inspeksi&akreditasi bidang standarisasi lainnya dan memberikan
saran kepada kepala BSN dalam menetapkan sistem akreditasi dan sertifikasi.
• SNI adalah satu-satunya standar yang berlaku secara nasional di Indonesia. SNI
dirumuskan oleh Panitia Teknis dan ditetapkan oleh BSN.
• Cakupan:
Manajemen mutu
Produk
Personel
Pelatihan
Manajemen Lingkungan
HACCP dll.
Manajemen Kualitas @ Copyright 2011
19. • Gerakan Nasional Penerapan SNI (GENAP SNI)
• CAFTA 2010
• Contoh:
SNI 7655:2010 Karet perapat (rubber seal) pada katup tabung LPG
SNI 1452:2007 Tabung baja LPG
SNI 1591:2007 Katup tabung baja LPG
SNI 7368:2007 Kompor gas bahan bakar LPG satu tungku dengan
sistem pemantik mekanik
SNI 7369:2007 Regulator tekanan rendah untuk tabung baja LPG
SNI 06-7213-2006 Selang karet untuk kompor gas LPG
Manajemen Kualitas @ Copyright 2011
20. 1. Membuat quality manual kualitas produk&jasa
2. Dokumen prosedur proses, desain, continual
improvement, audit.
3. Bukti komitmen dari manajemen puncak
4. Memastikan kebutuhan pelanggan
5. Mendaftar ke badan akreditasi
6. Melakukan internal audit
7. External audit secara periodik
8. Sertifikasi ISO 9001:2008
9. Surveillance/Pengawasan ulang
Manajemen Kualitas @ Copyright 2011
22. Data Desember 2008
1. China
2. Italy
3. Japan
4. Spain
5. Germany
6. United States
7. Indiaa
8. UK
9. France
10. Netherlands
Manajemen Kualitas @ Copyright 2011
23. Quality Management For Organizational Excellence, David L. Goetch
& Stanley B. Davis, Pearson.
http://www.iso.org/
http://www.bsn.go.id/
http://www.iso.org/iso/theisocafe.htm
http://www.iso-9001-checklist.co.uk/iso-9001-project-plan.htm
http://okasatria.blogspot.com/2008/01/mengenal-cost-of-quality-
coq.html
Manajemen Kualitas @ Copyright 2011
28. PT. PLN (Persero) merupakan perusahaan yang bergerak dalam bidang jasa listrik. PT. PLN
(Persero) Proyek Induk Pembangkit dan Jaringan Pusat Jawa, Bali, dan Nusa Tenggara berada di
bawah PLN Pusat. PT PLN (Persero) PIKITRING JBN ini bertanggung jawab dalam pengelolaan
kegiatan proyek pembangunan pembangkit, transmisi, dan gardu induk tenaga listrik yang
berada di kawasan pulau Jawa, Madura, Bali, dan Nusa Tenggara. Selain itu juga bertanggung
jawab terhadap biaya, jadwal, dan kualitas sesuai dengan target kinerja yang telah ditentukan
oleh direksi.
Dengan menerapkan Sistem Manajemen Kualitas ISO 9001:2008, PT PLN (Persero) PIKITRING
JBN akan mendapatkan pengakuan secara internasional berupa sertifikat ISO 9001:2008.
Sertifikat ISO 9001:2008 ini diharapkan dapat meningkatkan kinerja perusahaan di bidang
perencanaan, sehingga bidang perencanaan ini dapat menjadi perencana yang mampu
memproyeksikan seluruh sumber daya berkaitan dengan Pekerjaan Konstruksi dan Proyek yang
memenuhi harapan stake holders.
29. TAHAP PERSIAPAN
1. Identifikasi Tujuan Penerapan Sistem Manajemen Mutu (ISO 9001:2008)
2. Identifikasi Harapan Pelanggan (Internal, Eksternal, Shareholders)
3. Pelajari ISO 9001:2008
4. Pemetaan Awal (Gap Existing Analysis) – Antara Kondisi Aktual dengan persyaratan
standar
5. Identifikasi Proses & Pembentukan Tim Pengembangan Mutu ISO 9001:2008
6. Pelatihan Sistem Manajemen Mutu (ISO 9001:2008), untuk Memahami Sistem
Manajemen Mutu sesuai standar serta supporting document, seperti :
• Pedoman Mutu Bidang Perencanaan
• Prosedur Pengendalian Dokumen
• Prosedur Pengendalian Rekaman
• Prosedur Audit Mutu Internal
• Prosedur Pengendalian Produk Tidak Sesuai
• Prosedur Tindakan Perbaikan (Corrective action)
• Prosedur Tindakan Pencegahan (Preventive Action)
30. Perbaikan Management
SMM review
Perbaikan
Kinerja
PerUU Persyaratan Audit
terkait sistem internal
Mendesain Pelayanan
SMM SMM &
Harapan Sasaran spesifikasi Data &
pelanggan organisasi Recording
Pengukuran
kinerja
Perbaikan
Kinerja
31. TAHAP PENGEMBANGAN (IMPROVEMENT)
Hasil dari tahap persiapan sebelumnya, digunakan sebagai dasar untuk mengembangkan sistem dan
dokumentasi yang dibutuhkan sesuai dengan standar ISO 9001:2008. Dalam tahap pengembangan ini, PT
PLN mengembangkan sistem manajemen mutu (QMS) terutama sistem dokumentasi untuk memastikan
bahwa PT PLN merencanakan, mengoperasikan, dan mengendalikan proses yang ada secara efektif.
1. Pengembangan Sistem Umum (General)
Dalam mengembangkan Sistem umum, PT PLN (Persero) harus :
• Mengetahui Proses Inti
• Menetapkan urutan dan interaksi proses
• Menetapkan kriteria dan metode
• Tersedianya sumber daya
• Memantau, mengukur dan menganalisis setiap proses
• Mengimplementasikan tindakan
2. Pengembangan Sistem Dokumentasi
PT PLN mengembangkan sistem dokumentasi sesuai dengan kebutuhan dan juga sesuai dengan standar
ISO 9001:2008. Tahap pengembangan sistem dokumentasi ini, meliputi pembuatan dokumentasi level 1
sampai level 4, yang meliputi : Manual Mutu, Prosedur Mutu, Instruksi Kerja, dan Rekaman Mutu.
32. TAHAP IMPLEMENTASI
Penerapan / Implementasi dokumentasi sistem manajemen mutu ini, tidak dilaksanakan secara
serentak, melainkan secara bertahap. Bagian yang telah siap dapat mengimplementasikan dokumentasi
sistem manajemen mutu di bagiannya terlebih dahulu. Hali ini dilakukan untuk menghemat waktu, karena
jika harus menunggu semua bagian siap maka akan menghambat pelaksanaan di bagian lain yang telah
siap.. Penerapan ini dipantau secara terus menerus.
Kendala yang muncul, antara lain :
• Kurangnya pemahaman karyawan mengenai maksud dan tujuan dari sistem manajemen mutu ISO
9001:2008, khususnya dalam hal pendokumentasian sistem manajemen mutu.
• Budaya kerja yang kurang mendukung, misalnya dalam hal kedisplinan karyawan yang masih kurang.
34. TAHAP EVALUASI / AUDIT MUTU INTERNAL & EKSTERNAL
Audit sistem manajemen mutu dilaksanakan setelah implementasi berjalan untuk jangka waktu yang telah
ditentukan, yang meliputi :
1. Persiapan Audit Mutu Internal
Sebelum ini dilakukan, terlebih dahulu diadakan Pelatihan Audit Mutu Internal, untuk memberikan
pemahaman mengenai prinsip dasar Audit Sistem Mutu, sehingga pada akhirnya dapat melaksanakan
kegiatan audit berdasarkan pendekatan sistem, proses, dan peningkatan mutu berkesinambungan sesuai
dengan persyaratan standar ISO 9001:2008. ----Auditor & auditee
2. Pelaksanaan Audit Mutu Internal, yang meliputi :
• Rapat Pembukaan
• Pelaksanaan Audit
• Persiapan Rapat Penutupan
• Rapat Penutupan
Quality Policy:Kebijakandankomitmenperusahaandalammencapaikualitas yang ingindicapai.Quality Manual: Menjelaskangarisbesardanlingkuporganisasi, berisiGambaran Perusahaan dan tatanan organisasi/Visi Misi yang sesuaipersyaratanSistemStandarMutuISO 9001:2008. Sebagaiacuanumumdalampelaksanaansistemmutusertaacuanpembuatandokumen Standard Operating ProcedureQuality Objectives:quality objectives must be defined; they must reflect the quality policy, be coherent, and align with the overall business objectives, including customer expectations.Quality Procedures:These procedures establish processes that make sure everything is performed according to the ISO 9001 Standard requirements.
Quality Policy:Kebijakandankomitmenperusahaandalammencapaikualitas yang ingindicapai.Quality Manual: Menjelaskangarisbesardanlingkuporganisasi, berisiGambaran Perusahaan dan tatanan organisasi/Visi Misi yang sesuaipersyaratanSistemStandarMutuISO 9001:2008. Sebagaiacuanumumdalampelaksanaansistemmutusertaacuanpembuatandokumen Standard Operating ProcedureQuality Objectives:quality objectives must be defined; they must reflect the quality policy, be coherent, and align with the overall business objectives, including customer expectations.Quality Procedures:These procedures establish processes that make sure everything is performed according to the ISO 9001 Standard requirements.
Slide ISOElnusa Hal 90
Internal audit: apakah ISOberjalandenganbaikdan fully control atautidak.External Audit: untukmenunjukkanpadadunialuarbahwaperusahaanmampumemberikan yang terbaikkepadapelanggan.Certification : sebagai certificate of confirmity
This document introduces the eight quality management principles on which the quality management system standards of the ISO 9000:2000 and ISO 9000:2008 series are based.Principle 1: Customer focus Organizations depend on their customers and therefore should understand current and future customer needs, should meet customer requirements and strive to exceed customer expectations. Key benefits: Increased revenue and market share obtained through flexible and fast responses to market opportunities. Increased effectiveness in the use of the organization's resources to enhance customer satisfaction. Improved customer loyalty leading to repeat business. Applying the principle of customer focus typically leads to: Researching and understanding customer needs and expectations. Ensuring that the objectives of the organization are linked to customer needs and expectations. Communicating customer needs and expectations throughout the organization. Measuring customer satisfaction and acting on the results. Systematically managing customer relationships. Ensuring a balanced approach between satisfying customers and other interested parties (such as owners, employees, suppliers, financiers, local communities and society as a whole). Principle 2: Leadership Leaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organization's objectives.Key benefits:People will understand and be motivated towards the organization's goals and objectives. Activities are evaluated, aligned and implemented in a unified way. Miscommunication between levels of an organization will be minimized. Applying the principle of leadership typically leads to: Considering the needs of all interested parties including customers, owners, employees, suppliers, financiers, local communities and society as a whole. Establishing a clear vision of the organization's future. Setting challenging goals and targets. Creating and sustaining shared values, fairness and ethical role models at all levels of the organization. Establishing trust and eliminating fear. Providing people with the required resources, training and freedom to act with responsibility and accountability. Inspiring, encouraging and recognizing people's contributions. Principle 3: Involvement of people People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization's benefit.Key benefits:Motivated, committed and involved people within the organization. Innovation and creativity in furthering the organization's objectives. People being accountable for their own performance. People eager to participate in and contribute to continual improvement. Applying the principle of involvement of people typically leads to:People understanding the importance of their contribution and role in the organization. People identifying constraints to their performance. People accepting ownership of problems and their responsibility for solving them. People evaluating their performance against their personal goals and objectives. People actively seeking opportunities to enhance their competence, knowledge and experience. People freely sharing knowledge and experience. People openly discussing problems and issues. Principle 4: Process approach A desired result is achieved more efficiently when activities and related resources are managed as a process.Key benefits:Lower costs and shorter cycle times through effective use of resources. Improved, consistent and predictable results. Focused and prioritized improvement opportunities. Applying the principle of process approach typically leads to:Systematically defining the activities necessary to obtain a desired result. Establishing clear responsibility and accountability for managing key activities. Analysing and measuring of the capability of key activities. Identifying the interfaces of key activities within and between the functions of the organization. Focusing on the factors such as resources, methods, and materials that will improve key activities of the organization. Evaluating risks, consequences and impacts of activities on customers, suppliers and other interested parties. Principle 5: System approach to management Identifying, understanding and managing interrelated processes as a system contributes to the organization's effectiveness and efficiency in achieving its objectives. Key benefits: Integration and alignment of the processes that will best achieve the desired results. Ability to focus effort on the key processes. Providing confidence to interested parties as to the consistency, effectiveness and efficiency of the organization. Applying the principle of system approach to management typically leads to:Structuring a system to achieve the organization's objectives in the most effective and efficient way. Understanding the interdependencies between the processes of the system. Structured approaches that harmonize and integrate processes. Providing a better understanding of the roles and responsibilities necessary for achieving common objectives and thereby reducing cross-functional barriers. Understanding organizational capabilities and establishing resource constraints prior to action. Targeting and defining how specific activities within a system should operate. Continually improving the system through measurement and evaluation.Principle 6: Continual improvement Continual improvement of the organization's overall performance should be a permanent objective of the organization. Key benefits:Performance advantage through improved organizational capabilities. Alignment of improvement activities at all levels to an organization's strategic intent. Flexibility to react quickly to opportunities. Applying the principle of continual improvement typically leads to:Employing a consistent organization-wide approach to continual improvement of the organization's performance. Providing people with training in the methods and tools of continual improvement. Making continual improvement of products, processes and systems an objective for every individual in the organization. Establishing goals to guide, and measures to track, continual improvement. Recognizing and acknowledging improvements. Principle 7: Factual approach to decision making Effective decisions are based on the analysis of data and information Key benefits:Informed decisions. An increased ability to demonstrate the effectiveness of past decisions through reference to factual records. Increased ability to review, challenge and change opinions and decisions. Applying the principle of factual approach to decision making typically leads to: Ensuring that data and information are sufficiently accurate and reliable. Making data accessible to those who need it. Analysing data and information using valid methods. Making decisions and taking action based on factual analysis, balanced with experience and intuition. Principle 8: Mutually beneficial supplier relationships An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create value Key benefits: Increased ability to create value for both parties. Flexibility and speed of joint responses to changing market or customer needs and expectations. Optimization of costs and resources. Applying the principles of mutually beneficial supplier relationships typically leads to:Establishing relationships that balance short-term gains with long-term considerations. Pooling of expertise and resources with partners. Identifying and selecting key suppliers. Clear and open communication. Sharing information and future plans. Establishing joint development and improvement activities. Inspiring, encouraging and recognizing improvements and achievements by suppliers.
Sebelumnya,perusahaanharusmenggunakanstandaraturan QMS danbenar-benarmelakukanseperti yang ditetapkanpada ISO tersebut. Kemudiansecaraberkelanjutanmelakukan review terhadap QMS tersebut.Internal audit: apakah ISOberjalandenganbaikdan fully control atautidak.External Audit: untukmenunjukkanpadadunialuarbahwaperusahaanmampumemberikan yang terbaikkepadapelanggan.Certification : sebagai certificate of confirmity
Plan your Quality Management System – how it will be documented, what resources will be needed, who will have responsibility for what and how the effectiveness of the management system will be evaluated and communicated. DO:Implement the planned approach with the necessary resources, operating processes and measures. CHECK:Analyse the information gathered through the various measurementsand monitoring activities to determine whether the Quality Management System has achieved what it set out to do. ACTION:Take corrective and preventive actions, based on the results of internal audits and management reviews, to achieve continual improvement of the Quality Management System. COST of QualitySecaraumum Cost of Quality terdiriatas 2 buahelemenbiayapenting, yakni : BiayakesesuaianMutudanBiaya-biayaketidaksesuaianMutu. BiayakesesuaianMutuialahBiaya yang diperlukanuntukmemproduksidenganbenarsuatuprodukataupunjasapertama kali, umumnyabiayakesesuaianmutuditentukandenganperhitungansecaramatematis yang mencakupbiayaproduksi, man power, laba yang dikehendaki, dll. Sedangbiaya-biayaketidaksesuaianmutuialahbiaya- biaya yang dikeluarkankarenapengendalianmutu yang tidakbaik, misalnya : biaya yang harusdikeluarkankarenaadanya sorting produk, biaya punishment dari customer (akibat customer complaint), dll.
KAN dapatmenugaskaninstitusibaikpemerintahmaupun non pemerintah yang memenuhipedoman yang ditetapkan BSN untukmelakukanpenilaianterhadappemohonakreditasi. KAN bertugas pula untukmemperjuangkankeberterimaanditingkatinternasionalatassertifikat yang diterbitkanolehlaboratorium , lembagainspeksidanlembagasertifikasi yang telahdiakreditasioleh KAN
GerakanNasionalPenerapan SNI (GENAP SNI) adalah "strategi non tariff" dalamrangkamendukunglangkahpemerintahmenghadapipemberlakuan CAFTA tahun 2010. BadanStandardisasinasional (BSN) sebagailembagapemerintah non Kementrian yang mempunyaitugaspokokmengembangkandanmembinakegiatanStandardisasidi Indonesia mempunyaitanggungjawabmemastikantersedianyaStandarNasional Indonesia (SNI) yang diperlukanuntukmemfasilitasi Indonesia dalammenghadapi CAFTA danmemberikanrekomendasidalampengembanganlembagapenilaiankesesuaian (LPK) terutamalaboratoriumpengujidanlembagasertifikasiproduk yang diperlukan
