Manajemen Kualitas dan Resiko

TRI RAHAYU HANDAYANI

1306481921

Quality revolution: leading the innovation and competitive advantages

M.A. Berawi
(Civil Engineering and Construction Management Department, Oxford Brookes University, Oxford, UK)

Knowledge management (KM) addresses the critical issues of organizational adaptation,

survival and competence in a rapidly evolving environment. KM embodies organizational
processes that seek a synergistic combination of the data and information processing
capabilities of information and communication technologies (ICT), and the creative and
innovative capacity of human beings to improve ICT. In that role, knowledge management
has the capacity to improve quality management and avoid or minimize losses and
weaknesses that result from poor performance as well as increase the competitive level of the
company and inability to maximize its survival potential in the global marketplace. To
achieve quality, all parties including the clients, company consultants, contractors,
entrepreneurs, suppliers, and governing bodies (i.e. all involved stakeholders) must encourage
collaboration and commitment to quality. Designbased organizations have to be quality
driven to support healthy growth in today's competitive market. In the march towards
globalization (i.e. the one world community) as well as local industries comprising many
companies, their designbased organizations need to have superior quality management and
knowledge management capabilities to anticipate changes. Intelligence and knowledge is a
form of strategic capital, which can be cultivated, created, stored, managed, retrieved and
measured to give competitive advantage. To anticipate the needs of the marketplace, a new
system that is called quality value model (QVM) is proposed. QVM is a combination of
communication and information technologies (ICT) as well as creative and innovative
capabilities of human beings to meet challenges and to develop highquality products.
Quality is a reflection of the properties in a product that customers use to value and evaluate
its economic worth. Furthermore, the mathematical technique within QVM calculates input
factor changes within the product. This enables companies to be more responsive and aids
prediction in respect to change and the management of decision uncertainty.

Manajemen Kualitas dan Resiko

TRI RAHAYU HANDAYANI

1306481921

Six Sigma within Construction Context As a Quality Initiative,

Performance Indicator/Improver, Management Strategy
Muharrem Firat Yilmaz
Dept. Of Real Estate and Construction Management

Six Sigma can provide a broader quality concept, detailed performance measurement,
coordinated and repeatable process/performance improvement. Six Sigma became a useful
method as a performance indicator and process improver for the companies from different
industry. Increasing numbers of companies start to integrate the full implications of Six
Sigma (Llorns-Montes and Molina, 2006). Six Sigma is a quality improvement technique
based on statistics, was used firstly by Motorola in the 1980s. It helps to decrease costs,
increase quality by improving process and reduce the production time (Llorns-Montes and
Molina, 2006). Six Sigma has statistical and business perspectives and its applications are
improved by Six Sigma Academy (Llorns-Montes and Molina, 2006).
Process improvement methods under Total Quality Management includes (Stewart and
Spencer, 2006):
Process Cost Model
Standardized Process Improvement for Construction Enterprises (SPICE)
The Balanced Scorecard
Kaizen
Statistical Process Control
Six Sigma has two key methods (Kwak and Anbari, 2006):
DMAIC process (Define, measure, analyze, improve, control).
DFSS methodology (Design for Six Sigma)
Bechtel Corporation has deployed and implemented Six Sigma with $30million investment
and made $200million savings until 2002 (Eckhouse, 2003). Six Sigma has been used as an
identifier and preventer of defects in construction projects starting from design to handover
phases by Bechtel Project Teams (Kwak and Anbari, 2006).
An ideal process/performance improvement method should have different outputs based on
financial, technical and quality aspects:
Financial aspect: an ideal process improvement method should decrease the cost and
increase efficiency.

Manajemen Kualitas dan Resiko

TRI RAHAYU HANDAYANI

1306481921

Technical aspect: an ideal process improvement method may lead to more effective
researches on engineering issues.
Quality aspect: an ideal process improvement should make final product better and satisfy
the customer expectations.

Manajemen Kualitas dan Resiko

TRI RAHAYU HANDAYANI

1306481921

Using lean manufacturing as service quality benchmark evaluation

measure
Abdelhakim Abdelhadi
( Prince Sultan University Riyadh Saudi Arabia )
International Journal of Lean Six Sigma, Vol. 7 Iss: 1, pp.

A lean manufacturing metric called Takt time is used as a benchmark evaluation measure to
evaluate service quality at fast-food restaurants. The metric is applied to find the relative
efficiency between three fast food restaurants belonging to different chains. The outcome will
help guide management through ways to improve customer services and increase
performance.
The customer lead time (the time taken by a customer from arrival at the service queue until
their order is fulfilled) is the focus of this study. Takt time is used to find the relative
efficiency of service time between three fast food restaurants.
It is shown that Takt time can be used effectively to measure the level of efficiency of the
services provided. It measures the relative efficiency and identifies bottlenecks among
different entities providing the same services.
The results can be used as a guide to rank the efficiency of the length of service time of
different entities by taking the whole system into consideration rather than just measuring and
comparing the service time itself between the entities. The results show the effectiveness of
using lean manufacturing practices in pinpointing the relative inefficiencies between different
service provider facilities.
This research presents a procedure to measure relative efficiency between different service
providers to enhance their services. It can be applied to any service management systems that
deal directly with walk-in customers.