A Cause-and-Effect Diagram, also known as an Ishikawa or fishbone diagram, is a visual tool used for root cause analysis. It helps teams identify, sort, and display all the possible causes of a specific problem (the “effect”) by graphically categorizing them into related areas. Purpose and Benefits The primary goal of a cause-and-effect diagram is to go beyond the symptoms of […]
QM Tools 02: Mastering the Cause-and-Effect (Fishbone) Diagram Read More »
Mengapa Manajemen Mutu Menjadi Fondasi Keunggulan Organisasi 1. Pengantar: Mengapa Mata Kuliah Quality Management Penting Quality Management sering disalahpahami sebagai mata kuliah teknis yang hanya relevan bagi manufaktur atau bagian Quality Control. Dalam kenyataannya, mutu merupakan isu strategis lintas fungsi yang memengaruhi kinerja, reputasi, dan keberlanjutan organisasi. Organisasi modern—baik manufaktur, jasa, digital platform, maupun sektor
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EN | ID Learning from the Best to Improve PerformanceBelajar dari yang Terbaik untuk Meningkatkan Kinerja 🇬🇧 Part A — English Version Introduction: Improvement Does Not Start from Zero Organizations do not improve in isolation. In a competitive and interconnected world, improvement often begins by learning from others who already perform better. This is the
QM 12 — Benchmarking Read More »
EN | ID From Concept to PracticeDari Konsep ke Praktik Nyata 🇬🇧 Part A — English Version Introduction: Why TQM Fails—or Succeeds Many organizations understand the principles of Total Quality Management (TQM), yet far fewer succeed in implementing it effectively. The gap lies not in knowledge, but in execution. TQM is not a checklist, a
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EN | ID Producing What Is Needed, When It Is NeededMemproduksi Apa yang Dibutuhkan, Saat Dibutuhkan 🇬🇧 Part A — English Version Introduction: Speed, Discipline, and Quality Just-In-Time (JIT) Manufacturing is often misunderstood as merely a technique to reduce inventory. In reality, JIT is a management philosophy that tightly integrates production, quality, and continuous improvement.
QM 13 — Just-In-Time (JIT) Manufacturing Read More »
Language:EN | ID Leave a Comment / Project Management / By aurinodjamaris@gmail.com 🇬🇧 Continual Improvement as an Organizational Discipline Introduction: Improvement Is a Discipline, Not an Event In Quality Management, improvement is not a one-time initiative or a special project. It is a discipline—a structured and continuous effort to reduce waste, minimize variation, and increase
QM 11 — Continual Improvement Methods: Six Sigma, Lean, and Lean Six Sigma Read More »
Mengendalikan Variasi untuk Menjaga dan Meningkatkan Kualitas Language: EN | ID Pengantar: Mengapa Proses Harus Dikendalikan, Bukan Sekadar Diperiksa Dalam banyak organisasi, kualitas masih dipahami sebagai aktivitas pemeriksaan akhir: produk dicek, layanan diaudit, kesalahan dicari setelah terjadi. Pendekatan ini bersifat reaktif dan mahal. Statistical Process Control (SPC) mengubah paradigma tersebut. SPC menekankan bahwa kualitas harus
QM 10 — Optimizing and Controlling Processes through Statistical Process Control (SPC) Read More »
Language:EN | ID Leave a Comment / Manajemen Kualitas, Project Management, Quality Management / By aurinodjamaris@gmail.com Pendekatan Sistematis dalam Menyelesaikan Masalah Mutu 🇬🇧 A Systematic Approach to Quality Problem Solving Introduction: Problems Are Inevitable—How We Respond Makes the Difference In every organization, quality problems are unavoidable. Process variation, changing customer demand, resource limitations, and human
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Language: EN | ID Tinjauan Alat-Alat Utama dalam Total Quality Management Leave a Comment / Manajemen Kualitas, Quality Management / By aurinodjamaris@gmail.com 🇬🇧 Part A — English Version Introduction: Tools Do Not Replace Thinking Quality improvement does not happen by tools alone. However, without proper tools, systematic improvement becomes difficult to sustain. In Total Quality
QM 08 — Quality Measurement and Benchmarking Read More »
Language: EN | ID Memahami Posisi ISO dalam Pendekatan Total Quality Management 🇬🇧 Part A — English Version Introduction: Certification Is Not the Destination Many organizations pursue ISO 9000 certification as a symbol of quality achievement. However, certification alone does not guarantee high-quality performance or customer satisfaction. Within Quality Management, ISO 9000 should be understood
QM 07 — Training and Education for Quality Read More »