Hasil Pencarian  ::  Simpan CSV :: Kembali

"Is Six Sigma the exclusive domain of manufacturing and service operations, or can excellence be mandated (and achieved) throughout an entire organization? This refreshing book reveals how to apply the legendary quality assurance program across all departments and processes, creating a permanent, company-wide Six Sigma culture. Author Alan Larson, a Motorola veteran, has created a simple and practical Continuous Improvement model, and offers a strategy for managing the change to Six Sigma-driven operations and philosophy."

"This book offers a comprehensive guide to implementing a company-wide management system (CWMS), utilising up-to-date methodologies of lean-six sigma in order to achieve high levels of business excellence. It builds the foundation for quality and continuous improvement, which can be implemented in any organization.The book begins with an introduction to and an overview of CWMSs, and reviews the existing literature on various management systems. It then discusses the integration and implementation of lean-six sigma in supply chain management. The integration approach presented highlights the link between the existing management systems and shows how continuous improvement methodologies are incorporated. The book then examines the components of CWMS, comparing them to other systems. It also explores Kano-based six sigma and concludes with further recommendations for reading.This book covers five management systems integrated into one novel approach that can be followed by organizations wishing to achieve quality and business excellence. Covering lean-six sigma – an essential element of management systems – it is a valuable resource for practitioners and academics alike."

"Too often there are serious missed signals between a company's stated goals and the methods employed to try to reach them. Translating Strategy into Shareholder Value is a unique look at how the planning process relates to the achievement of shareholder value, and ways to ensure that the two directly complement each other. Using tools and a special case study to analyze past, present, and future performance, the book takes readers through a host of steps, including:* Comparing existing strategy to the competition and the economy as a whole* Analyzing productive capabilities and costs* Bringing nonfinancial metrics to test how future strategy creates value* Selecting the right analytical tool and looking at strategic solutions"

"Framework manajamen tenaga keperawatan di RS yang dapat membantu para manajer keperawatan dalam mengelola tenaganya merupakan hal yang penting khususnya di negara berkembang. Penelitian ini bertujuan untuk mengembangkan framework continuous quality improvement (CQI) manajemen tenaga keperawatan dan menguji secara statistik pengaruh framework CQI manajemen tenaga keperawatan terhadap kompetensi perawat. Desain penelitian ini adalah penelitian kuantitatif yaitu metode penelitian yang menggunakan angka dan statistik dalam proses penelitiannya. Penelitian kuantitatif ini diperkuat dengan penelitian kualitatif yang dilakukan terhadap 14 manajer rumah sakit. Penelitian ini terdiri dari dua tahapan yaitu pengembangan framework dan pengujian secara statistik pengaruh framework terhadap kompetensi perawat. Tahap pengembangan framework terdiri dari wawancara mendalam pada 14 manajer dan expert opinion pada 5 expert. Selanjutnya tahap kedua melakukan uji validasi framework CQI manajemen tenaga keperawatan untuk kompetensi perawat di rumah sakit menggunakan SEM-PLS pada 113 manajer keperawatan di himpunan perawat manajer Indonesia menggunakan online kuesioner. Hasil penelitian tahap satu diperoleh framework CQI manajemen tenaga keperawatan siap uji. Hasil penelitian tahap dua membuktikan bahwa framework CQI manajemen tenaga keperawatan memiliki pengaruh terhadap kompetensi perawat dengan penjelasan tujuh dari delapan aktivitas manajemen SDM yaitu perencanaan, rekrutmen, seleksi dan orientasi, pelatihan dan pengembangan, sistem reward, penilaian kinerja, sistem alokasi staf dan maintenance memiliki pengaruh terhadap kompetensi perawat. Hanya ada satu variabel yang mengindikasikan hal berbeda yaitu jenjang karir dimana ditemukan jenjang karir tidak ada pengaruh terhadap kompetensi perawat. Dapat disimpulkan framework ini secara statistik memiliki pengaruh terhadap kompetensi perawat.

---

A nursing workforce management framework in hospitals is important, especially in developing countries, as it can help nursing managers in handling their staff. This research aims to develop a continuous quality improvement (CQI) framework for managing hospital nurses and statistically test the effect of the CQI framework for hospital nurses management on nurse competency. The research employs a quantitative design, which is a research method that uses numbers and statistic in the research process. This quantitative research is strengthened by qualitative research conducted with 14 hospital managers. This research consists of two stages, namely framework development and statistical testing of the framework’s influence on nurse competency. The framework development stage consist of in-depth interviews on 14 hospital manajers and expert opinions on 5 experts. The Next stage was conducting a validation test of the CQI framework for hospital nurses management for nurse competency using SEM-PLS. The test was administered using online questionnaires on 113 nurse managers from the Indonesian Nurse Manager Association. The result of the first phase of the research yielded a CQI framework for hospital nurses management that was ready for testing. The second phase of research demonstrated that the CQI model for nursing workforce management influences nurse competency. This is evidenced by seven out of the eight human resource management activities: planning, recruitment selection and orientation, training and development, reward systems, performance appraisals, staff allocation systems and maintenance -having an impact on nurse competency. Only one variable that indicated something different, namely career path, where it was found that career path had no influence on nurse competency. It can be concluded that this framework statistically has an influence on nurse competency."

"This issue describes the key concepts of continuous process improvement. It presents the select, analyze, measure, improve, evaluate (SAMIE) model. It describes the major steps, key tasks, and tools that correspond to each step of the model, and explains how to implement continuous process improvement in training."

"Penelitian ini berfokus pada metode peningkatan kualitas produk dari proses mesin Injection Moulding dengan pendekatan DMAIC Six Sigma. Tujuan dari penelitian ini adalah menganalisa penyebab defect pada proses mesin injection moulding dan mengetahui tindakan perbaikan yang harus dilakukan, untuk meminimalisasi defect yang terjadi agar mendapatkan kualitas terbaik dari produk sehingga perusahaan dapat bersaing dalam pasar dewasa ini, yang dinamis dan kompetitif dan juga dapat memenuhi persyaratan pelanggan. Metode DMAIC Six Sigma terdiri lima tahap utama yaitu fase pendefinisian, fase pengukuran, fase analisa, fase perbaikan dan fase kendali. Analisis dilakukan pada proses mesin Injection Moulding 160 Ton yang menghasilkan produk cacat. Pada akhir penelitian ini, dengan menggunakan analisa Diagram Fishbone yang meliputi: Man, Machine, Material, Methode dan Enviroment diperoleh empat tahapan improvement yaitu pembersihan terhadap screw dan barrel, penggunaan polypropylene (PP) dan material khusus untuk pembersihan screw dan barrel melalui proses purging, penyetingan atau penetapan parameter optimum mesin dan melakukan training secara periodik pada karyawan.

---

This research focuses on methods of improving the quality products of the process Injection Moulding machine with the approach of Six Sigma DMAIC method. The purpose of this study was to analyze the cause of the defect in the process of injection molding machines and determine corrective actions that must be performe, to minimize defects that occur in order to get the best quality of products so that the company can compete in today's market, a dynamic and competitive, and also can meet the requirements customers.

Six Sigma DMAIC method consists of five main phases, namely definition phase, the phase measurement, phase analysis, phase improvement and phase control. Analysis was conducted on the 160 Ton Injection Moulding machines that produce defective products.

At the end of this study, by using the Fishbone Diagram analysis include: Man, Machine, Material, Method and Environment are four stages namely the improvement of the screw and barrel cleaning, use of polypropylene (PP) and special materials for cleaning screw and barrel through the purging process, setup or the determination of the optimum parameters of the machine and perform periodic training to employees."

"Studi ini bertujuan untuk mengidentifikasi implementasi dari proses dan alat dari proyek perbaikan mutu. Menyediakan fase-fase beserta kegiatannya untuk menjalankan sebuah proyek perbaikan mutu. Studi ini juga menyajikan jenis-jenisalat dan teknik yang digunakan untuk mencapai tujuan dalam setiap tahapan proyek.Studi ini mencatat bahwa berbagai jenis pendekatan manajemen mutu memiliki kesamaan dalam langkah proses dan alat yang digunakan dalam setiap proses. Terdapat empat langkah umum dalam sebuah proyek perbaikan, yaitu: 1. Identifikasi dan penetapan sebuah proyek perbaikan, 2. Mendiagnosa penyebab masalah, 3. Menghilangkan penyebab masalah, 4. Mempertahankan pencapaian dari hasil perbaikan. Disamping itu didapatkan juga bahwa sebuah alat sangat mungkin untuk dipakai di dalam lebih dari satu tahap atau proses.

---

This paper attempts to identify the implementation of process steps and tools in a quality improvement project. It provides phases and its activities to perform a project of quality improvement process. It also present kinds of tools and techniques are used to achieved goals in every steps of project.

This study note that various quality management approaches has a similarity in process steps and tools. There are four general steps in an improvement project. Those are identify and establish an improvement project; diagnose the cause of problems; remedy the cause of problem; and Hold the gains. It also provides most commonly tools applied in quality and a process improvement project.The application of a tool in more than one phase into a project is very possible."

"Penelitian ini dilakukan pada lini produksi tablet effervescent di sebuah perusahaan farmasi di Depok, Indonesia. Masalah berawal dari tingginya throughput time (8,89 jam/batch) lini produksi yang belum mencapai target yang diharapkan, yaitu sebesar 7,35 jam/batch. Setelah melakukan penjabaran komponen yang mempengaruhi, didapatkan kontribusi terbesar diberikan oleh reworking time atau jumlah barang defect. Oleh karena itu dibuatlah tujuan penelitian ini yaitu untuk memberikan rekomendasi perbaikan yang dapat mengurangi jumlah barang defect sehingga throughput time dapat ditekan. Untuk melakukannya, digunakan pendekatan lean-six sigma dan metodologi DMAIC yang secara sistematis dapat menentukan akar permasalahan serta memberikan rekomendasi perbaikan yang paling sesuai. Hasil pemantauan pelaksanaan implementasi empat (4) dari delapan (8) solusi perbaikan yang diajukan telah menghasilkan 21% penurunan throughput time menjadi 6,98 jam/batch, 12,54% peningkatan sigma level serta penghematan biaya sebesar lebih dari 600juta rupiah per tahun. Penurunan throughput time tersebut menandakan tujuan penelitian ini telah tercapai.

---

This study was conducted on effervescent line production in a pharmaceutical company at Depok, Indonesia. The main problem was the throughput time value (8.89 hours/batch) that was too high compared to the company’s target, 7.35 hours/batch. After pulling some historical data, reworking time or number of defect products was determined to be the component that had the largest non-value added time contributing to throughput time. Thus, the objective of this study was to recommend some improvement actions which reduce number of defect products and therefore minimize the throughput time value. DMAIC methodology from Lean-Six Sigma approach was used to specify the root cause and provide the most feasible improvement actions systematically. Controlling and monitoring session after implementation of 4 (out of 8) improvement solutions action resulted 21% reduction of throughput time to 6.98 hours/batch, 12.54% of sigma level enhancement and also over 600 million rupiah annual saving. The decreasing of throughput time finalized that the objective of this study was successfully achieved."