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Kelompok 1
Aria Trisanjaya/122111027
Benjamin/122111
Firman/122111079
at
Herlambang/122111095
Januar/122111108
Mutiara Sukma/122111131
HONDA
Ratri Irma/122111149
Definition of TQM
3 2
DEMING CYCLE
The Deming cycle, or PDSA cycle, is a continuous
quality improvement model consisting of a logical
sequence of four repetitive steps for continuous
improvement and learning: Plan, Do, Study (Check)
and Act.
Pendidikan
Pelaksanaan
Seven Tools for TQM
Scatter Diagrams: Plot data on a chart no attempt is made to classify the
data or massage it
Pareto Charts: Organize data on a histogram based on frequency from most
prevalent to least. Help identify major causes or occurrences (80:20 rule)
Check Sheets: Easy way to count frequency of occurrence by front line
workers
Histograms: Categorize data is cells and plot (see if any patterns emerge)
Run Charts: Plot data as a function of time
Cause and effects Charts: fishbone diagrams are used to identify the root
causes of a problem
Control Charts: are statistical tools used to determine if the variation in results
is caused by common or special events
Implementing TQM
Successful Implementation of TQM
Requires total integration of TQM into day-to-day
operations.
IMPLEMENTING
TOTAL QUALITY MANAGEMENT
AT HONDA
Latar Belakang
Honda Motor Company, Ltd adalah perusahaan Publik
Jepang yang dikenal sebagai perusahaan manufaktur
penghasil Mobil dan Motor
Honda dikenal sebagai pembuat Motor sejak 1959 dan
juga dikenal sebagai penghasil terbesar mesin
combustion
Honda melampaui Nissan pada 2001 dan menjadi
nomor dua penghasil terbesar industri mobil di Jepang.
Honda saat ini adalah penghasil mobil nomor enam di
dunia.
Honda meraih nomor satu produksi mobil masal yang
terjual di USA (Amerika Serikat)
Informasi Perusahaan
Revenue: US$ 107.82 billion (2011)
Operating income: US$ 6.87 billion (2011)
Net income: US$ 6.44 billion (2011)
Total assets: US$ 139.61 billion (2011)
Total equity: US$ 53.69 billion (2011)
Employees:179,060 (2011)
Subsidiaries: Acura, Honda Aircraft Company
Jenis Produk
Automobiles,
Motorcycles
Scooters ,
ATVs,
Electrical Generators,
Water pumps,
Lawn and Garden Equipments ,
Tillers,
Outboard motors,
Robotics,
Jets,
Jet Engines,
Thin-film solar cells
Kebijakan Perusahaan
Honda works to ensure that the products and
services result in 3 joys:
Joy for people who buy them.
Joy for those who sell them and
Joy for people who produce them.
Quality Objective
Maintain an international viewpoint , we are
dedicated to supplying products of the highest
efficiency yet at a reasonable price for
worldwide customer satisfaction.
Hondas Quality Cycle
Quality Enhancement System
TQM Methodology
To implement TQM, the CEO has
strengthened :
Customer focused viewpoint.
Increased efficiency.
Cost cutting efforts.
Delegation of authority.
Expediting daily operations.
New product development.
PDCA Cycle
Basic principle of TQM is to bridge the gap between
Target and Status quo.
PDCA cycle to bridge the gap :
Make initial plan.
Implement the plan.
Analyse the outcome.
Recognise new problems and improve the process
of operation.
Repeat process till target is achieved.
Implementing
Quality Management Education
In Japan, Honda offers a training curriculum divided into
four courses according to in-house qualifications and the
extent of individual workers' quality control responsibilities in
order to improve associates' quality assurance skills.
With the tolerances and the complexity of some of the components, weve
found that some suppliers are not always able to guarantee meeting our specs
so we rely heavily on inspection. For the more critical components, particularly
safety critical components, we carry out 100% inspection.
Last season Honda recorded zero stoppages due to reliability of the chassis.
The TQM system clearly contributed significantly to this. Our aim now is to
maintain this record as we move forward and the system and processes will
develop in order to facilitate this aim.
CASE SUMMARY....(2)
There is nothing that stands out as their single secret to quality. The secret is - they do
everything -and they do it as a team
The Honda philosophy stresses to be on-the-spot in the plant and see the problem, touch
the part, and gain experience in the actual job, in order to effectively solve a problem.
Everyone is a member of a team. At 6:30 AM each day, every associate meets with his
team and team leader. The days work is discussed and feedback on the previous days
quality is given. Any problems, changes, or concerns are shared during this meeting.