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Digital Learning Manajemen Mutu Quality, Eficiency, & Productivity

Digital Learning – Focused Quality Management

DESKRIPSI

Saat ini telah berkembang sebuah konsep mengenai Focused Quality Management yang digulirkan oleh Harvey K. Brelin, sebenarnya hal tersebut bukanlah sebuah konsep yang baru. Konsep ini berfungsi sebagai evaluasi atas konsep Total Quality Management dan mencoba memberikan solusi bagaimana agar konsep Manajemen mutu yang telah diterapkan perusahaan dapat berjalan dan mengidentifikasikan kesalahan.

Menurut Harvey K. Brelin dkk (1997), Focused Quality Management merupakan metode untuk menerapkan berbagai upaya peningkatan mutu secara terarah, sejalan dengan strategi bisnis, untuk mencapai sasaran yag ditetapkan. Upaya ini dijalankan dengan melakukan peningkatan mutu pada proses kunci yang memiliki dampak terbesar pada pencapaian sasaran strategis organisasi.

BENEFIT

Perbaikan proses dihubungkan dengan tujuan bisnis strategis, fokus adalah pada perbaikan proses bisnis dan bukan mengejar proyek yang tak terpadu, manajer puncak dan manajer madya menyadari bahwa mempunyai komitmen dan memanajemeni proses perbaikan, usaha dilakukan atas dasar hal-hal yang telah dicapai dan seluruh organisasi merasa bertanggungjawab atas proses perbaikan.

MATERI PELATIHAN

1. Managing The Vital Few

• Why Focused Quality Management?
• Where TQM Falls Short
• The Way it is
• A Maze of Frustration
• The Way it Should Be

2. Focused Quality Management: a Framework for Success

• Prepare: Laying the Foundation
• Organize a Quality Leadership Team
• Envision the Organization
• Assess the Organization
• The Process Assessment
• Plan: Focusing Process Improvements
• Deploy: Making Process Improvements Happen
• Charter the Improvement Teams
• Improve the Process
• Test the Improvements
• Deploy: Making Organizational Improvements Happen
• Training: a Mind is a Terrible Thing to Waste
• Reward and Recognition: Credit Where Credit is Due
• Measurement: if You Can’t Measure it, You Can’t Manage it
• Communication: The Message is the Medium
• In Conclusion
• Transition: Making it Stick
• Introduction
• Applying Advanced Tools and Techniques
• Employee Empowerment
• Toward Process Empowerment
• Alignment and Reassessment

3. Leading The Change

• Leading the Charge
• Leadership Commitment and Vision
• Individual Resistance and Skills Development
• Incentives
• Resources
• Action Planning
• Is the Organization Ready?
• Does the Organization Have a Vision?
• Have the Mission and Values of the Organization Been Developed and Clearly Communicated?
• Has an Organizational Assessment Been Done?
• Have Strategic Business Goals Been Identified?
• Have the Key Business Processes Been Identified?
• How Do Key Business Processes Affect Critical Success Factors?
• Have the Capability Gaps Been Identified?
• Do Employees Want to Do a Good Job?
• Do They Have What They Need to Do So?
• Is Quality Rewarded?
• Is the Organization Focused?
• Is the Organization Ready?
• When Things Go Wrong
• The Whole is Greater than the Sum of the Parts
• Has the Vision Been Communicated?
• Do Employees Have All the Skills They Need?
• Have People Been Given Incentives to Succeed?
• Do People Have Adequate Resources?
• Has the Organization Planned for Success?
• Are You Focused to Succeed?

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