Professional Documents
Culture Documents
APTI-7c
MODEL MANAJEMEN
MUTU
LD/SEM II-04/05
Sasaran dan
Visi
Organisasi
Umpan Balik
Benchmarking
Misi
Faktor Kritis
untuk Sukses
Proses
kritis
Visualisasi
Proses Ideal
Analisis Gap
Evaluasi Diri
ISO 9000
Proses
Analisa
Business Process
Re-engineering
Identifikasi
Kesempatan
untuk Perbaikan
Apakah
dibutuhkan
terobosan
Proses
Pengukuran
Tool of TQM
Perbaikan Incremental
Investasi SDM
LD/SEM II-04/05
8/21/2015
ISO 9000
Deming Prize Model
Malcolm Baldrige Award
EFQM
LD/SEM II-04/05
ISO 9000
Input
Process Management
Processes
Output
Customer
A
D
LD/SEM II-04/05
8/21/2015
ISO 9000
Management responsibility
Commitment
Customer oriented
Quality policy
Planning
Responsibility, authority & communication
Management review
LD/SEM II-04/05
ISO 9000
Resource management
Availability
Human resource
Infrastructure
Work environment
LD/SEM II-04/05
8/21/2015
ISO 9000
Product realisation
Planning
Customer process
Design & development
Purchasing
Production & services
Control, monitoring & measurement tools
LD/SEM II-04/05
ISO 9000
LD/SEM II-04/05
8/21/2015
LD/SEM II-04/05
Implementation
Result
Education &
Extension
Future Plans
LD/SEM II-04/05
10
8/21/2015
3 Strategic
Planning
And Deployment
Business
Overview
1
Management
Vision and
Leadership
7
Results of
Enterprise
Activities
4 Human
Resource
Management and
Learning
Environment
8
Customer
Satisfaction
5 Process
Management
LD/SEM II-04/05
LD/SEM II-04/05
12
8/21/2015
MBNQA Framework
Organizational Profile:
Environment, Relationships, and Challenges
2
2
Strategic
Strategic
Planning
Planning
11
Leadership
Leadership
5
Human
5 Human
Resource
Resource
Focus
Focus
66
33 Customer
Customer
Process
and
Process
and
Management
Market
Management
Market
Focus
Focus
44 Information
Information and
and Analysis
Analysis
77
Business
Business
Results
Results
LD/SEM II-04/05
LD/SEM II-04/05
14
8/21/2015
PEOPLE
PEOPLE
PEOPLE(9%)
LEADERSHIP
LEADERSHIP
(10%)
POLICY &
PEOPLE RESULTS
RESULTS
(9%)
PROCESSES
PROCESSES
CUSTOMER
CUSTOMER
RESULTS
RESULTS
(20%)
(14%)
KEY
KEY
PERFORMANCE
PERFORMANCE
RESULTS
RESULTS
(15%)
PARTNERSHIPS &
PARTNERSHIPS
RESOURCES AND
SOCIETY RESULTS
SOCIETY RESULTS
(6%)
RESOURCES (9%)
ENABLERS
RESULTS
LD/SEM II-04/05
Production
(process and
inspection)
LD/SEM II-04/05
Customer
specification
Business result
16
8/21/2015
Strategy
Process
control
(operational)
(monitoring
Resources
management
Customer
specification
and
adjustment)
Business result
17
LD/SEM II-04/05
Reward
system
Leadership
People
management
Policy and
strategy
Resources
management
LD/SEM II-04/05
Process
management
Customer
satisfaction
Business result
18
8/21/2015
Policy and
strategy
People
satisfaction
Process
management
Resources
management
Customer
satisfaction
CustomerSuppliers
relations
Business result
Leadership
19
LD/SEM II-04/05
Leadership
People
management
Policy and
strategy
Resources
management
Enabler
LD/SEM II-04/05
People
satisfaction
Process
management
Customer
satisfaction
Impact on
society
Business result
Result
20
10
8/21/2015
Leadership
Reseource management
3
2
People management
People satisfaction
C ase 1 MEC
C ase 2 HEC
C ase 3 AAC
Business result
Customer satisfaction
Impact on society
21
LD/SEM II-04/05
Fase V:
Berorientasi
kualitas total
a. Komitmen
manajerial
Manajemen
mengambil
tindakan
pencegahan
berdasar
kecenderungan
perkembangan
Manajemen
secara
nyata
mempromosikan
kualitas
masyarakat
LD/SEM II-04/05
Manajemen
Manajemen
berpartisipasi
secara aktif dalam
tim
ikut
serta perbaikan kualitas
dalam
pemecahan
masalah
Karyawan
senantiasi
diarahkan
Manajemen
perhatiannya pada
berorientasi
pentingnya
pada kegiatan pengendalian
operational
kualitas
dan individual
Terjalin
hubungan personal
dengan
para
pelanggan utama
dalam
rangka
inisiasi perbaikan
dan inovasi yang
saling
menguntungkan
Manajemen (win-win)
mendapat
Melakukan hal
pelatihan
yang sama seperti
manajemen
di atas dengan
kualitas.
pemasok
Manajemen
memberi jaminan
bahwa
proses
perbaikan
yang
berkesinambungan
tertanam
dalam
organisasi
22
11
8/21/2015
Reference: Porter L., & Tanner, S., 1996, Assessing Business Excellence, Butterworth Heinemann,
Singapore.
23
LD/SEM II-04/05
Reference: Porter L., & Tanner, S., 1996, Assessing Business Excellence, Butterworth Heinemann,
Singapore.
LD/SEM II-04/05
24
12
8/21/2015
Reference: K. C. Tan and C. S. Lim (1999) A detailed trends analysis of national quality awards
worldwide Total Quality Management, Vol. 11 Issue 8, pp. 1065 1080
LD/SEM II-04/05
25
13