15 QUALITY VALUES (1)

Quality First Market-In / Customer Focused Next Process is Your Customer People Building First Vital Few / Focusing on Priorities Control by Facts and Data Process Vs Result Oriented 15 QUALITY VALUES (1)

Control of Variation PDCA Cycle Up Stream Management Preventing Recurring Problems Control Starts with Measurable Goals Don't Blame Others Respect for Humanity Teamwork 15 QUALITY VALUES (2)

Profit is essential for company growth but it must be achieved through quality prioritization To put quality improvement above sales increase,cost lowering, and efficiency improvement QUALITY FIRST

Market-In Vs. Product-Out Create product and service which customer really need Understand customer need and want based on fact Interpret every activity to satisfy customer in term of cost, quality, and time Detect trends prior to company MARKET-IN / CUSTOMER FOCUSED

Two types of customer 1. End user (external) 2. Next process or the next after (internal) Therefore, each process has its own customer and supplier NEXT PROCESS IS YOUR CUSTOMER

Every user, recipient, processor of our work is our customer We must know how to satisfy our customer not only to serve NEXT PROCESS IS YOUR CUSTOMER Do it right the first time

Treat the next process as your customer, meaning as KING Don’t argue with them follow what they want while reasonable Don’t give defected product / service to the next process NEXT PROCESS IS YOUR CUSTOMER

“We make people first, before making products” - Keinosuke Matsushita - Quality improvement starts and ends with training/education In-class training must also be followed with On-The-Job training PEOPLE BUILDING FIRST

Not trivial many, but vital few Identify the most critical or unexpected problem at work place Solve the problem by priority in accordance to ‘Top Management’ priority set based on data/facts FOCUSING ON PRIORITIES

Fact/data Vs. Opinion Speak and Work based on data Do not accept any report not based on data Do not submit report not based on data If those things did not happen, the whole remain fiction CONTROL BY FACTS AND DATA

Infer the issues into data Solve the problem with data Decide based on data Let the data tell “When you see data, doubt it” - Kauro Ishikawa - SPEAK WITH DATA

GEMBA ( Real Place ) = Actual place Where 80% of problem and value added happen Every problem = Improvement opportunity GEMBUTSU ( Real Thing ) = Things (Machine, tool, component,product) GENJITSU ( Real Fact ) = Actual fact “Three Real” Principle

It is during the process when the quality of product / service is created, so that inspection would be too late to assure and to restore it Therefore, every job can only be controlled in the process not in the output PROCESS VS RESULT ORIENTED

P R C R I T E R I A SUPPORT AND STIMULATE CONTROL BY REWARD AND PENALTY EFFORTS FOR IMPROVEMENT PERFORMNACE A B C D E PROCESS RESULT PROCESS VS RESULT ORIENTED

PROCESS VS RESULT ORIENTED PROSES VARIABILITY NORMAL/ABNORMAL PROCESS (5M) ERROR PREVENTION STANDARDIZATION AND REPAIRMENT HASIL GOOD/BAD ACCEPTED/NOT PRODUCT/LOT FIREFIGHTING ROUTINE WORK

Variability = # 1 Enemy of quality Every process has tendency to vary therefore, it is necessary to observe the variation process with statistic method, and analyze the major cause to do repairmen CONTROL OF VARIATION

Control is PDCA Control starts at the process and ends at the final output Corrective action Vs. Prevention PDCA CYCLE

PDCA CYCLE Plan Act A P C D Check Do

A P C D A P A S C D C D A S C D PDCA & SDCA CYCLE IMPROVEMENT MAINTENANCE

Sustaining Cycle CHECK Maintain as is ACT Y PLAN DO No ACT Remedial Follow-up Idea ACT Recurrent Preventive Improve Improving Cycle PDCA & SDCA

Quality wanted by customer is very much depending on quality decision made at the early process, such as marketing, planning, R&D and engineering 90% quality of product determined in design process, and only 10% in production, inspection, or after sales service UP STREAM MANAGEMENT

Do not make the same mistake Do not let the same mistake happen set preventive action to avoid the same mistake with the same cause PREVENTING RECURRING PROBLEMS Do it very right at the second time

No control without measurable goals Human work accordingly to how he is measured Goals should be SMART (Specific, Measurable, Attainable, Realistic, Time Frame) CONTROL STARTS WITH MEASUREABLE GOALS

People is not the matter! Blaming on someone will not solve the problem self introspect before you blame someone Even, a tendency to cover the problem So, if you want your employee involved in problem solving, stop blaming DON'T BLAME OTHERS

Respect your employee as a human Treat them as partner Treat them as they are human Treat them as adult person Treat them as the subject not the object RESPECT FOR HUMANITY

Teamwork = Togetherness Teamwork does not happen by itself, but must be managed Inter personal cooperation, inter functional (horizontal), inter department (vertical) synergic output can be achieved through group teamwork Teamwork will come into being when everybody has the same vision, mission,goal and same problem TEAMWORK

15 QUALITY VALUES (1)