Strategic

Quality Management
Industrial Engineering
University of Surabaya

Strategic Quality Management

Juran (1989):
a systematic approach for setting and meeting quality goals
throughout the company
BSI (British Standards Institute), 1992:
a management philosophy and company practices
that aim to harness the human and material resources
of an organization in the most effective way
to achieve the objectives of the organization
Juran, J.M., Juran on Leadership for Quality, An Executive Handbook, The Free Press, New York, NY, 1989.
BSI, Total Quality Management Part 1: Guide to Management Principles, BS 7850, Part 1, BSI Standards,
Milton Keynes, 1992.
(C) 2011 Teknik Industri, Fak. Teknik
Universitas Surabaya

Strategic Quality Management

Rao Tummala & Tang (1996):
a comprehensive and strategic framework
linking profitability, business objectives, and
competitiveness to quality improvement
efforts with aim of harnessing the human,
material and information resources
organization-wide in continuously improving
products or services that will allow the
delivery of customer satisfaction
Rao Tummala, V.M., Tang, C.L., Strategic quality management, Malcolm
Baldridge and European quality awards and ISO 9000 certification core
concepts and comparative analysis, International Journal of Quality &
Reliability Management, Vol.13 No.4, pp. 8-38, MCB University Press, 1996.

The wheel of 7 core concepts of

Strategic Quality Management

The wheel of 7 core concepts of

Strategic Quality Management
CF: Customer Focus
CI: Continuous Improvement
LDR: Leadership
SQP: Strategic Quality Planning
DQSP: Design Quality, Speed and Prevention
PP & P: People Participation and Partnership
FBM: Fact-based Management

STRATEGIC
QUALITY MANAGEMENT
1.
2.
3.
4.
5.
6.
7.

Define the vision, mission

Identify SWOT study the internal &
external environment
Developing strategies
Developing goals & CSF
Deployment of goals
Provide upper management leadership
Review progress with measurements,
assessments and audits

VISION STATEMENT
Vision: the desired future state of the
organization
Vision can be viewed as the ultimate
goal, may take 5 years or more to
achieve
Menggambarkan kondisi yang akan diwujudkan oleh
organisasi di masa datang. Bersifat inspirasional,
menyediakan kriteria pembuatan keputusan yang
jelas, dan tak terbatas.

MISSION STATEMENT

Mission is a statement of the organizations

purpose & the scope of its operations.
The business we are in
Consider internal & external environments:
1.
2.
3.
4.

Quality cost
Market standing on quality
The current quality culture
The current quality system

Misi adalah pelaksanaan dari apa saja yang harus

kita lakukan untuk mencapai visi.
Jadi jika visi adalah harapan, maka misi adalah
kenyataan.

Vision & Mission Statement

Visi pemerintah:
Mencerdaskan Kehidupan Bangsa
Misi:
Memberantas buta huruf dan kemiskinan
(Depdikbud)

SWOT Analysis
Faktor internal merupakan faktor yang dapat dikendalikan perusahaan

STRENGH hal-hal yang menjadi kekuatan perusahaan

WEAKNESS kelemahan-kelemahan dari sebuah
perusahaan yang menghambat organisasi dalam meraih tujuan
Faktor eksternal merupakan faktor yang tdk dapat dikendalikan perusahaan

OPPORTUNITY peluang-peluang yang dimiliki prshaan

untuk dapat terus berkembang dalam lingkungan pasar
THREAT faktor eksternal di luar kendali sehingga setiap
perusahaan harus siap menghadapi datangnya ancaman tersebut

SWOT Analysis
(for Apple Company)
STRENGH
WEAKNESS
OPPORTUNITY
THREAT

STRATEGIC PLANNING
Act
Corrective
Progress

Plan
Selected
Improvement

Study

Do

Target &
Results

the Plan

Act
Priority
Improvement

Study
SWOT

STRATEGIC
DEVELOPMENT

STRATEGIC
PLANNING
Plan
Assessment
criteria

Do
Assessment

STRATEGIC
DEPLOYMENT

STRATEGIC DEVELOPMENT
How the company develops strategies
& business plan to strengthen its
customer-related, operational,
financial performance, and
competitive position.
It considers:
1. Customer requirements and
expectations
2. Competitive environment
3. Risks: financial, market, technology,
and society
4. Company capabilities: human
resource, technology, R&D, etc.
5. Supplier and/or partner capabilities

Visi, Misi & Tujuan

Operational
Competitive Advantage
Effectiveness
Pengurangan biaya & waktu
Meningkatkan loyalitas
siklus (dengan metode Six Sigma)
konsumen
Pengambilan keputusan
Membuat formula untuk
secara desentralisasi
pengembangan produk
(Gagasan Gugus Kendali Mutu)

Mendapatkan sertifikasi ISO

Mendapatkan
Baldrige Award

STRATEGIC DEPLOYMENT
Yang perlu dipertimbangkan dalam
Strategic Deployment :
1.
Critical Success Factor (CSF) & Key
Performance Indicator (KPI), how to
measure and to deploy
2.
How the company align work unit with
supplier/partner
3.
How productivity improve & cycle time
production reduce
4.
Komitmen Manajemen

DEVELOPING GOALS

Goal is a desired result to

be achieved in a specified
time
A Goal is a dream with a
deadline

DEVELOPING GOALS
Areas of goal development & examples:
1.

2.

3.

4.

5.
6.
7.

Product performance

Minimal satu new product development

Maksimal cacat produk sampai %

Competitive performance

Keterlambatan pengiriman kurang dari

Quality improvement

No customer complaint
Cost of poor quality

Mengurangi biaya kualitas sampai .%

Performance of business processes
Customer satisfaction
Customer loyalty & retention

DEVELOPING GOALS

Competitive Benchmarking:
the continuous process of measuring
products, services, and practices against
the companys thoughest competitors or
those companies renowned as industry
leaders
Where are we today?
Where are we now vs they now?
What do we want to be?
How do we get there?

Goal, CSF & KPI (contoh)

Goal :
Kelancaran penerbangan suatu pesawat terbang
CSF :
Ketersediaan BBM yang cukup
Mesin dan peralatan dalam keadaan baik
KPI :
Kapasitas tangki BBM pesawat
Ratio pembakaran BBM
Periode perawatan dan perbaikan mesin dan
peralatan

DEPLOYMENT OF GOALS

Deployment means subdividing (aligning) the

goals and allocating the goals to lower levels
for the conversion into operational plans and
projects.
How the specific key business drivers from the
strategy translated into actions plan.

KPI
Peningkatan
Sales

Deskripsi

Target

Periode

PIC

Metode
Pengukuran

Monitoring & Evaluation Budget

Provide upper
management leadership

Upper management leadership is

essential
Involve both top-down & bottom-up
viewpoints
Japanese call concept catch ball

Quality Policy

Salah satu tugas top manajemen dalam

upaya top-down
Membuat Kebijakan Mutu
Policy is a board guide to action
Beberapa pengertian policy:

Petunjuk untuk merencanakan keseluruhan

program
Arah dari tindakan yang akan dilakukan
Prinsip yang harus diikuti
What is to be done, not how (procedure)

Review progress with measurements,

assessments and audits
Setelah goal, strategi dan
action ditetapkan maka
pengukurannya harus
ditetapkan

Balanced Scorecard
Combine the companys measurements
from financial, customer, internal process
and learning & growth.
The scorecard is used in conjuction with 4
management processes: translating
vision, communicating & linking strategy
to objectives, integrating business &
financial plans, and modifying strategies
to reflect real-time learning

GROUP ASSIGNMENT
Pilihlah sebuah perusahaan baik manufaktur maupun jasa,
jadikan studi kasus anda dan analisiskan hal-hal berikut
ini:

Apa visi, misi yang dicanangkan perusahaan tersebut?

Apa saja strength, weakness, opportunity and threat (SWOT) dari
perusahaan? Buatlah analisis SWOT yang relevan.
Dari analisis SWOT, tentukan dan tuliskan minimal 4 strategi
yang ditentukan pihak perusahaan!
Kemudian, definisikan goal/sasaran, kriteria sukses (CSF) dan
indikator pengukuran (KPI) serta tulisan bagaimana goal
deployment-nya?

Kumpulkan laporan tersebut dengan upload di

elearning.ti.ubaya.ac.id>Mankual>Week 3>Group
Assignment (paling lambat minggu ke-4)

INDIVIDUAL ASSIGNMENT
Ambil waktu sejenak dan renungkan apa impian Anda,
bayangan diri Anda 5, 10 atau 15 tahun mendatang,
Tuliskanlah:
Apa visi/misi (impian) Anda?
Apa saja strength, weakness, opportunity and threat
(SWOT) dari diri Anda?
Bagaimana strategi yang perlu anda persiapkan?
Apa short dan medium term goal Anda?
Tuliskan paling tidak 5 action plan yang Anda
butuhkan untuk merealisasikan visi & misi Anda?
Kumpulkan laporan tersebut dengan upload di
elearning.ti.ubaya.ac.id>Mankual>Week 3>Individual
Assignment (paling lambat minggu ke-5)