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Principles of Lean ManufacturingAnd 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

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What is Lean Enterprise?

Principles Practices

For Design, Operation,Management planning and

control, and continuousimprovement of enterprise

systems

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WORKER

Respect for

human dignity

The Three Objectives of Lean Manufacturing

CUSTOMER

Highest

satisfaction

of needs

Machine

1

Machine

2

Machine

3

Machine

4

PROCESS

Total elimination of

muda or waste

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Traditional Manufacturing

Finished Goods

Warehouse

Machine Group 1

Machine Group 3

Machine Group 2

Machine Group 4

Internal

Warehouse

Functional layout

Product routing

Large batch

manufacturing

MRP

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Lean Manufacturng

Machine

1

Machine

2

Machine

3

Machine

4

Process layout

Single piece flow

Lot size of 1

Pull productioncontrol

Machine

1

Machine

2

Machine

3

Machine

4

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The overall structure

of lean manufacturing

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The 5 InterdependentLean Principles

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1. Value Definition

Define customer needs

Use as metric

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2. Value Stream Analysis

Map the value stream

Critically assess value-addat each

step

Eliminate/minimize non-value-addedactivity

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3. Flow Continuous flow through value stream

Make each product, each day, in directproportion to demand.

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4. J IT/Pull

Pull the product through the value

stream

Authorize production

Capture WIP

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Pull System Function

Final

Work-

station

Material Flow

Replenishment

Signal

Customer

Work Authorizations

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5. Perfection Create a clear vision ofperfection

production ideals

customer value

Make waste visible and evident

Problem solving.

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Lean J ourney

In order to become a world-classmanufacturing company through leanphilosophy and lean thinking, a

systematic approach must be applied andrigorously followed.

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Three Key Stages of Lean J ourney

ImplementInitiate Sustain

Strategy & Planning Lean ToolsContinuous

Improvement

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Phase I: Initiate Phase

Establish Culture

Strategy

Assessment

Initiate Phase

Key Steps

Deliverable:

Clear strategy & roadmap

Key Projects & Topics

Lean Diagnostic Assessment Current State Mapping

SWOT Analysis Strategic Planning Implementation Planning Change Management Planning Lean Philosophy and mindset

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Phase II: Implementation Phase

Value Stream

Mapping

5S & Kaizen Blitz

Training

Implementation Phase

Key Steps

Deliverable:

Organized environment with

faster, more efficient value

stream; reduced waste

Key Projects & Topics

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 ProjectCycle time improvement Project Application of Lean tools to enterprise

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Industry

Cross-sharing

Phase III: Sustain Phase

Balanced

Scorecard/Metrics

Team Building

& Recognition

Continuous

Improvement

Sustain Phase

Key Steps

Deliverable:

Continuous Improvement

Environment & empowered

teams

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

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SISTEM KUALITAS (ISO 9001:2000, MBNQA)

MANAJEMEN

KUALITAS TOTAL

(Total Quality Management = TQM)

TIMPENINGKATAN

KUALITAS(Quality Improvement

Teams = QIT)

PENINGKATAN KUALITAS

TERUS-MENERUS

(Continuous Quality

Improvement =CQI)

KUALITAS

DALAM AKTIVITAS

HARIAN

Gambar: Struktur Peningkatan Sistem Kualitas Terus-Menerus

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QUALITY MANAGEMENT SYSTEM (QMS)

CONTINUAL IMPROVEMENT

C

U

S

T

O

M

ER

R

e

q

ui

r

e

m

e

nt

s

C

U

S

T

O

M

ER

S

a

t

i

s

f

a

c

t

io

n

Management

Responsibility

Measurement,

Analysis,

Improvement

Resource

Management

Input Product

RealizationOutput

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5 Management Responsibility

5.1 Management commitment (4.1/ 4.1.2.2/4.2.1)

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)

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)

7 Product realization

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

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)

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DELAPAN PRINSIP TQMBERDASARKAN ISO 9001:2000

1. FOKUS PELANGGAN2. KEPEMIMPINAN

3. KETERLIBATAN ORANG-ORANG

4. PENDEKATAN PROSES

5. PENDEKATAN SISTEM TERHADAP MANAJEMEN

6. PENINGKATAN TERUS-MENERUS

7. PENDEKATAN FAKTUAL DALAM PEMBUATAN

KEPUTUSAN8. HUBUNGAN PEMASOK YANG SALING

MENGUNTUNGKAN

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Tindakan Korektif:

Dokumentasi Proses

Yang Sedang

Berlangsung

KONFORMANS

DOKUMENTASI

NON

KONFORMANS

TIDAK

DOKU-

MENTASIISO 9001

Tindakan Korektif:

1. Menulis Prosedur

2. Sesuaikan ProsedurDengan Sistem ISO

9001: 2000

Tindakan Korektif:

Sesuaikan Prosedur

Dengan Persyaratan

Sistem ISO 9001:2000

ISO 9001

OK

ISO 9001

SISTEM

PR

O

S

E

DU

R

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Tujuan Kualitas dari Perusahaan (Terukur)

Rencana Strategik Membangun Sistem Kualitas (ISO 9001 atau MBNQA)

1.Pelatihan Sistem Kualitas (ISO 9001,

MBNQA)

2. Pembentukan Team Peningkatan Kualitas

3. Sistem Penilaian Kepuasan PelangganEksternal

4. Sistem Penilaian Karyawan

5. Sistem Penghargaan dan Pengakuan

6. Dan Lain-Lain

Visi dari Perusahaan

Diakui sebagai perusahaan berkualitas yang selalu

berusaha giat untuk memenuhi kebutuhan pelanggan

Apa (What) Penanggung Jawab (Who) Waktu (When)1.

2.

3.

4.

Apa (What)Alasan

(Why)Penanggung

Jawab (Who)

Di mana

(Where)

Bilamana

(When)Bagaimana

(How)

Komite Pengarah Kualitas PERUSAHAAN

1.

2.

3.

4.

5.

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TAHUN 1 TAHUN 2

HASIL-HASIL BISNIS

MANAJEMEN SISTEMKUALITAS

MANAJEMEN SUMBER DAYA

MANAJEMEN

PROSES

BISNIS

FOKUSPASAR &

PELANGGAN

PENGGUNAANINFORMASI &

ALAT KUALITAS

HASIL-HASIL BISNIS

MANAJEMEN SISTEMKUALITAS

MANAJEMEN SUMBER DAYA

MANAJ EMEN

PROSES

BISNIS

FOKUSPASAR &

PELANGGAN

PENGGUNAANINFORMASI &

ALAT KUALITAS

RENCANA AKTUAL

HASIL

DIAGNOSIS

PERNYATAAN

MASALAH

GAP

AKARPENYEBAB

PENINGKATAN PROSES

(Process Improvement)

GAP