Principles of Lean Manufacturing And Total Quality Management (including ISO 9001)

Prof. Dr. Vincent Gaspersz, CFPIM, Six Sigma Black Belt

Delivered at an Indonesian Production and Operations Management Society (IPOMS) Seminar in Bogor. http://www.ipoms.or.id/mambo Please ask your friend to learn this subject by sending an email to APICS-ID-subscribe@yahoogroups.com

What is Lean Enterprise?

Principles

Practices

For Design, Operation, Management planning and control, and continuous improvement of enterprise systems

The Three Objectives of Lean Manufacturing

CUSTOMER
Machine 1

PROCESS
Machine 2

WORKER

Machine 4

Machine 3

Highest satisfaction of needs

Total elimination of muda or waste

Respect for human dignity

Traditional Manufacturing
Machine Group 1 Machine Group 2

Functional layout Product routing

Internal Warehouse

Machine Group 3

Machine Group 4

Finished Goods Warehouse

Large batch manufacturing MRP

Lean Manufacturng
Machine 1 Machine 2

Process layout Single piece flow Lot size of 1

Machine 4

Machine 3

Machine 1

Machine 2

Machine 4

Machine 3

Pull production control

The overall structure of lean manufacturing

The 5 Interdependent Lean Principles

1. Value Definition
Define customer needs Use as metric

2. Value Stream Analysis

Map the value stream Critically assess value-add at each step Eliminate/minimize non-value-added activity

3. Flow
Continuous flow through value stream

Make each product, each day, in direct proportion to demand.

4. JIT/Pull
Pull the product through the value stream
Authorize production Capture WIP

Pull System Function

Material Flow Replenishment Signal Work Authorizations

Final Workstation Customer

5. Perfection
Create a clear vision of perfection
production ideals customer value

Make waste visible and evident Problem solving.

Lean Journey
In order to become a world-class manufacturing company through lean philosophy and lean thinking, a systematic approach must be applied and rigorously followed.

Three Key Stages of Lean Journey

Initiate

Implement

Sustain

Strategy & Planning

Lean Tools

Continuous Improvement

Phase I: Initiate Phase

Initiate Phase Key Steps
Key Projects & Topics Assessment Strategy Establish Culture
Lean Diagnostic Assessment Current State Mapping SWOT Analysis Strategic Planning Implementation Planning Change Management Planning Lean Philosophy and mindset

Deliverable: Clear strategy & roadmap

Phase II: Implementation Phase

Implementation Phase Key Steps
Key Projects & Topics Training 5S & Kaizen Blitz Value Stream Mapping
Introduction to Lean Tools 5S Blitz throughout the plant Topic-specific Kaizen Blitz Value stream mapping of a product family Mistake reduction Project Lead time reduction Project Total Preventative Maintenance Project Cycle time improvement Project Application of Lean tools to enterprise

Deliverable: Organized environment with faster, more efficient value stream; reduced waste

Phase III: Sustain Phase

Sustain Phase Key Steps
Continuous Improvement Team Building & Recognition Balanced Scorecard/Metrics Industry Cross-sharing Key Projects & Topics
Team Building Tools Kaizen Teams Development Train-the-trainer Programs Reward & Recognition Programs Balanced Scorecard Project Visual Performance Metrics Performance-based Compensation Customer value-enhancing Programs Industry cross-sharing and networking

Deliverable: Continuous Improvement Environment & empowered teams

MANAJEMEN KUALITAS TOTAL (Total Quality Management = TQM)

PENINGKATAN KUALITAS TERUS-MENERUS TIM (Continuous Quality KUALITAS PENINGKATAN KUALITAS Improvement = DALAM AKTIVITAS (Quality Improvement CQI) HARIAN Teams = QIT)

SISTEM KUALITAS (ISO 9001:2000, MBNQA)

Gambar: Struktur Peningkatan Sistem Kualitas Terus-Menerus

QUALITY MANAGEMENT SYSTEM (QMS) CONTINUAL IMPROVEMENT

C U S T O M E R

R e q u i r e m e n t s

Management Responsibility

Resource Management
Input

Measurement, Analysis, Improvement Product Realization Output

C U S T O M E R

S a t i s f a c t i o n

5 Management Responsibility
5.1 Management commitment (4.1/ 4.1.2.2/4.2.1)

Product realization

5.2 Customer focus 5.3 Quality policy (4.1.1) 5.4 Planning (4.1.1/ 4.2.1/4.2.3)
5.5 Responsibility, authority and communication (4.1.2/4.1.2.1/ 4.1.2.3/4.2.1/4.5/4.16)

7.1 Planning of product realization (4.2.3/4.9/4.10/4.15/4.19) 7.2 Customer-related processes (4.3/4.7) 7.3 Design and development (4.4) 7.4 Purchasing (4.6) 7.5 Production & service provision (4.7/4.8/4.9/4.15/4.19) 8 Measurement, Analysis & Improvement

6 Resource management 6.1 Provision of resources (4.1.2.2) 6.2 Human resources (4.1.2.1/4.18) 6.3 Infrastructure (4.9) 6.4 Work environment (4.9)

8.1 General (4.10/4.20) 8.2 Monitoring and measurement (4.10/4.17/4.20) 8.3 Control of nonconforming product (4.13) 8.4 Analysis of data (4.14/4.20) 8.5 Improvement (4.1.3/4.9/4.14)

DELAPAN PRINSIP TQM BERDASARKAN ISO 9001:2000

1. 2. 3. 4. 5. 6. 7. FOKUS PELANGGAN KEPEMIMPINAN KETERLIBATAN ORANG-ORANG PENDEKATAN PROSES PENDEKATAN SISTEM TERHADAP MANAJEMEN PENINGKATAN TERUS-MENERUS PENDEKATAN FAKTUAL DALAM PEMBUATAN KEPUTUSAN 8. HUBUNGAN PEMASOK YANG SALING MENGUNTUNGKAN

SISTEM
KONFORMANS NON KONFORMANS

P R ODOKUMENTASI S E D TIDAK U DOKUR MENTASI

Tindakan Korektif:
ISO 9001

OK
Tindakan Korektif:
Dokumentasi Proses Yang Sedang Berlangsung

Sesuaikan Prosedur Dengan Persyaratan Sistem ISO 9001:2000

ISO 9001

Tindakan Korektif:
1. Menulis Prosedur 2. Sesuaikan Prosedur Dengan Sistem ISO 9001: 2000
ISO 9001

Komite Pengarah Kualitas PERUSAHAAN

1. 2. 3. 4. 5.

Visi dari Perusahaan

Diakui sebagai perusahaan berkualitas yang selalu berusaha giat untuk memenuhi kebutuhan pelanggan

Tujuan Kualitas dari Perusahaan (Terukur)

Apa (What)
1. 2. 3. 4.

Penanggung Jawab (Who)

Waktu (When)

Rencana Strategik Membangun Sistem Kualitas (ISO 9001 atau MBNQA) Apa (What)
1.Pelatihan Sistem Kualitas (ISO 9001, MBNQA) 2. Pembentukan Team Peningkatan Kualitas 3. Sistem Penilaian Kepuasan Pelanggan Eksternal 4. Sistem Penilaian Karyawan 5. Sistem Penghargaan dan Pengakuan 6. Dan Lain-Lain Alasan (Why)
Penanggung Jawab (Who)

Di mana (Where)

Bilamana (When)

Bagaimana (How)

TAHUN 1 MANAJEMEN SISTEM KUALITAS

MANAJEMEN SUMBER DAYA
MANAJEMEN

TAHUN 2 MANAJEMEN SISTEM KUALITAS

MANAJEMEN SUMBER DAYA
MANAJEMEN

PROSES

FOKUS
PASAR &
PELANGGAN

BISNIS

PENGGUNAAN INFORMASI & ALAT KUALITAS

PROSES

FOKUS
PASAR &
PELANGGAN

BISNIS

PENGGUNAAN INFORMASI & ALAT KUALITAS

HASIL-HASIL BISNIS
HASIL
PERNYATAAN MASALAH

HASIL-HASIL BISNIS
AKAR PENYEBAB
PENINGKATAN PROSES

(Process Improvement)

GAP

DIAGNOSIS

GAP

RENCANA AKTUAL