DETAIL KOLEKSI

Perancangan sistem manajemen kinerja dan mutu yang terintegrasi pada industri komponen otomotif


Oleh : Indryadi Hardi

Info Katalog

Subyek : Industry - Computer system;Industrial management

Penerbit : FTI - Usakti

Kota Terbit : Jakarta

Tahun Terbit : 2013

Pembimbing 1 : Dedy Sugiarto

Pembimbing 2 : Dorina Hetharia

Kata Kunci : quality management system, performance management system, ISO/TS 16949, design and development, bala


File Repositori
No. Nama File Ukuran (KB) Status
1. 2013_TS_MTI_163050010_Halaman-Judul.pdf 3635.79
2. 2013_TS_MTI_163050010_Lembar-Pengesahan.pdf 708.09
3. 2013_TS_MTI_163050010_Bab-1_Pendahuluan.pdf 2878.33
4. 2013_TS_MTI_163050010_Bab-2_Tinjauan-Pustaka.pdf 16731.65
5. 2013_TS_MTI_163050010_Bab-3_Metodologi-Penelitian.pdf 1982.76
6. 2013_TS_MTI_163050010_Bab-4_Perancang-Sistem.pdf 4080.58
7. 2013_TS_MTI_163050010_Bab-5_Analisis-Hasil-dan-Pembahasan.pdf 15220.32
8. 2013_TS_MTI_163050010_Bab-6_Kesimpulan-dan-Saran.pdf 2014.76
9. 2013_TS_MTI_163050010_Daftar-Pustaka.pdf 1276.33
10. 2013_TS_MTI_163050010_Lampiran.pdf 10276.54

P Penelitian ini didasari pada perlunya suatu sistem manajemen terintegrasi antara sistem manajemen kinerja dan sistem manajemen mutu pada industri komponen otomotif mengingat kedua sistem tersebut memiliki indikator yang menjadi tujuan serta inisiatif strategi yang berkaitan dengan perbaikan proses. Oleh karena itu, penelitian ini dilakukan dengan tujuan untuk menghasilkan sistem manajemen kinerja dan sistem manajemen mutu yang terintegrasi berdasarkan Balanced Scorecard dan ISO/TS 1.6949 dengan mengambil studi kasus pada sebuah perusahaan industri komponen_ otornotif. Tahapan penelitian secara utnurn terbagi tiga yaktul perancangan sistem manajemen kinerja, perancangan sistem manajemen mutu serta perancangan sistem desain dan pengembangan proses. Teknik pengumpulan data primer dilakukan dengan menggunakan teknik wawancara dilakukan untuk .mengumpulkan data analisis kondisi awal dan strategi perusahaan di inata shareholder dan kepala departeinen dan data mengenai kesenjangan kondisi perusahaan terkait dengan sistem manajemen mutu dibandingkan dengan persyaratan sistem manajemen mutu ISO/TS 16949. Sedangkan data yang dikumpulkan dari lapangan .seperti data karakteristik khusus dari pelanggan, flow process, capability process untuk karakteristik khusus, data Gage R and R, dan data Linearity and Bias Study. Sedangkan teknik analisis yang digunakan dalarn penelitian ini adalah SWOT Analysis, SIPOC Chart, Failure Mode and Effect Analysis, Measurement System Analysis clan ttatisticd*ocess Control. Hasil penelitian menunjukkan bahwa perancangan sistem manalemen kinerja dengan pendekatan Balanced Scorecard yang diintegrasikan dengan 'perancangan sistem manajemen mutu ISO/TS 16949 memiliki 1LerHitan yaig erat. Keterkaitan dari Balanced Scorecard dengan Sistem Manajemen Mutu dengan pendekatan ISO/TS 16949 antara lain seperti penggmbangait d to perturunan strategi secara umum di Balanced Scorecard dalam bentuk Corporate Scorecard yang terkait dengan pasal Management Responsibility; b) perspektif pelanggan yang terkait dengan pasal 5.2 Customer Focus, pasal 7.2 Customer Related Process, dan pasal 8.2.1 Customer Satisfaction; c) perspektif bisnis proses internal yang terkait dengan pasal 4.1 General Requirenzents, pasal 7 Product Realization, dan pasal 8.2.3 Monitoring and Measurement; d) serta perspektif learning and growth yang terkait dengan pasal 6 Resource Management. Sistem Manajemen Kinerja menghasilkan tiga belas indikator kinerja yang dituangkan dalam tiga puluh parameter pengukuran Corporate Scorecard. Sedangkan untuk Sistem Manajemen Mutu menghasilkan tiga puluh sembilan prosedur kerja yang dapat digunakan untuk menterjemahkan ketiga puluh parameter Corporate Scorecard yang ada dan terkait dengan. Sistem Desain dan Pengembangan Proses menghasilkan karakteristik sesuai dengan persyaratan pelanggan. Kesimpulan penelitian ini adalah sistem manajemen kinerja dan sistem manajemen mutu dapat diintegrasikan dan saling mendukung dalam mencapai tujuan perusahaan.

T This research is based on the need for an integrated management system between the performance management system and the quality management system in the automotive component industry considering that both systems have indicators that serve as objectives and strategic initiatives related to process improvement. Therefore, this research was conducted with the aim of producing an integrated performance management system and quality management system based on the Balanced Scorecard and ISO/TS 1.6949 by taking a case study on an automotive component industry company. The research stages are generally divided into three, namely the design of the performance management system, the design of the quality management system and the design of the system design and process development. Primary data collection techniques were carried out using interview techniques to collect data on the analysis of initial conditions and company strategies in the eyes of shareholders and heads of departments and data regarding the gaps in the company's condition related to the quality management system compared to the requirements of the ISO/TS 16949 quality management system. collected from the field, such as data on special characteristics from customers, process flow, process capability for special characteristics, Gage R and R data, and Linearity and Bias Study data. While the analytical techniques used in this research are SWOT Analysis, SIPOC Chart, Failure Mode and Effect Analysis, Measurement System Analysis and statistical control. The results showed that the design of the performance management system with the Balanced Scorecard approach which was integrated with the design of the ISO/TS 16949 quality management system had a close relationship. The relationship between the Balanced Scorecard and the Quality Management System with the ISO/TS 16949 approach, among others, is the development of general strategy development in the Balanced Scorecard in the form of a Corporate Scorecard related to the Management Responsibility article; b) customer perspective related to article 5.2 Customer Focus, article 7.2 Customer Related Process, and article 8.2.1 Customer Satisfaction; c) internal process business perspective related to article 4.1 General Requirements, article 7 Product Realization, and article 8.2.3 Monitoring and Measurement; d) as well as learning and growth perspectives related to Article 6 Resource Management. The Performance Management System produces thirteen performance indicators as outlined in the thirty parameters of the Corporate Scorecard measurement. Meanwhile, the Quality Management System produces thirty-nine work procedures that can be used to translate the thirty parameters of the Corporate Scorecard that exist and are related to. System Design and Development Process produces characteristics according to customer requirements. The conclusion of this study is that the performance management system and quality management system can be integrated and support each other in achieving company goals.

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