presentsi manj. startegik

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Special Issuesin Strategic

Management

CriticalFunctions for

Strategic

Management

StrategicManagement and

TQM

StrategicManagement of

InternationalOperations

StrategicManagement

Social andEthical

Dimension

The FinanceFunction and

StartegicManagement

Operations andStrategic

Management

The MarketingFunction and

StartegicManagement




Management


Strategic

Management


TQM

StrategicManagement

Social andEthical

Dimension


StartegicManagement


Management

Isu-isuGlobal Organisasi

DuniaPendidikan

MampuBersaing

dalamKancahGlobal

PeningkatanMutu dan

TujuanPendidikan

Nasional

Strategi OperasiPada Organisasi

Pendidikan

ManajemenStrategic

AnalisisLingkungan

GlobalFormulasi

ImplementasiEvaluasi

Plan, Organizing,Actuating,Controling



HistorisDevelopment

of TQM

Concept ofTQM

Applying TQMMethods

TQM in StrategicManagement

TQM dalamKonteks

Pendidikan StrategicManagement and

Total Quality

Management



HistorisDevelopment

of TQM

Concept ofTQM

Applying TQMMethods


TQM dalamKonteks


Total Quality

Management



HistorisDevelopment

of TQM

Concept ofTQM

Applying TQMMethods


TQM dalamKonteks


Total Quality

Management

What is quality?Dictionary has many definitions: “Essential characteristic,”

“Superior,” etc. Some definitions that have gained wideacceptance in various organizations: “ Quality is customersatisfaction ,” “Quality is Fitness for Use .”

The American National Standards Institute (ANSI) and theAmerican Society for Quality (ASQ) define quality as:

“The totality of features and characteristics of a product or service that bears on its ability to satisfy given needs. ”

What is TQM?A comprehensive, organization-wide effort to improve thequality of products and services, applicable to all organizations.



At organizational level , we need to ask following questions:Which products and services meet your expectations?Which products and services you need that you are not currentlyreceiving?

At process level , we need to ask:What products and services are most important to the externalcustomer?What processes produce those products and services?What are the key inputs to those processes?Which processes have most significant effects on theorganization’s performance standards?

At the individual job level , we should ask:What is required by the customer?How can the requirements be measured?What is the specific standard for each measure?

7



The Deming PhilosophyDefinition of quality, “A product or a service possesses

quality if it helps somebody and enjoys a good and

sustainable market.”

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Improve quality Decrease cost becauseof less rework, fewermistakes.

Productivity improves

Capture the marketwith better qualityand reduced cost.

Stay inbusiness

Long-termcompetitivestrength



William Edwards Deming (October 14 , 1900–December 20 , 1993) was an American statistician , college professor, author, lecturer,

and consultant. Deming is widely credited withimproving production in the United Statesduring World War II , although he is perhapsbest known for his work in Japan .

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http://en.wikipedia.org/wiki/October_14

http://en.wikipedia.org/wiki/1900

http://en.wikipedia.org/wiki/December_20


http://en.wikipedia.org/wiki/United_States

http://en.wikipedia.org/wiki/Statistician

http://en.wikipedia.org/wiki/World_War_II

http://en.wikipedia.org/wiki/Japan

http://images.google.co.in/imgres?imgurl=http://www.balancedscorecard.org/images/Deming.jpg&imgrefurl=http://www.balancedscorecard.org/bkgd/bkgd.html&h=327&w=265&sz=8&hl=en&start=9&tbnid=8qsK162FpTzzxM:&tbnh=118&tbnw=96&prev=/images%3Fq%3DDeming%26svnum%3D10%26hl%3Den%26lr%3D%26sa%3DG

http://en.wikipedia.org/wiki/Japan

http://en.wikipedia.org/wiki/World_War_II

http://en.wikipedia.org/wiki/Statistician

http://en.wikipedia.org/wiki/United_States




http://en.wikipedia.org/wiki/October_14



Joseph Moses Juran (December 24 , 1904 – February 28 , 2008) was a 20th century management consultant who is principally

remembered as an evangelist for quality andquality management , writing severalinfluential books on these subjects.

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http://en.wikipedia.org/wiki/February_28


http://en.wikipedia.org/wiki/20th_century

http://en.wikipedia.org/wiki/Quality

http://en.wikipedia.org/wiki/Quality_management

http://en.wikipedia.org/wiki/Quality_management

http://en.wikipedia.org/wiki/Quality

http://en.wikipedia.org/wiki/20th_century


http://en.wikipedia.org/wiki/February_28





Philip Bayard "Phil" Crosby , ( June 18 , 1926–August 18 , 2001) was a businessman andauthor who contributed to management theory

and quality management practices.Crosby initiated the Zero Defects program atthe Martin Company Orlando, Florida plant.As the quality control manager of the Pershingmissile program, Crosby was credited with a 25percent reduction in the overall rejection rateand a 30 percent reduction in scrap costs.

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http://en.wikipedia.org/wiki/June_18


http://en.wikipedia.org/wiki/August_18


http://en.wikipedia.org/wiki/Zero_Defects

http://en.wikipedia.org/wiki/Glenn_L._Martin_Company

http://en.wikipedia.org/wiki/Orlando,_Florida

http://en.wikipedia.org/wiki/Pershing_missile




http://en.wikipedia.org/wiki/Orlando,_Florida

http://en.wikipedia.org/wiki/Glenn_L._Martin_Company

http://en.wikipedia.org/wiki/Zero_Defects


http://en.wikipedia.org/wiki/August_18


http://en.wikipedia.org/wiki/June_18

http://www.amazon.com/exec/obidos/ASIN/0399550003/tantarassoftware

http://www.amazon.com/exec/obidos/ASIN/007034003X/tantarassoftware








HistorisDevelopment

of TQM

Concept ofTQM

Applying TQMMethods


TQM dalamKonteks


Total Quality

Ma nagement

What is quality?Dictionary has many definitions: “Essential characteristic,”

“Superior,” etc. Some definitions that have gained wideacceptance in various organizations: “ Quality is customersatisfaction ,” “Quality is Fitness for Use .”

The American National Standards Institute (ANSI) and theAmerican Society for Quality (ASQ) define quality as:

“The totality of features and characteristics of a product or service that bears on its ability to satisfy given needs. ”

What is TQM?A comprehensive, organization-wide effort to improve thequality of products and services, applicable to all organizations.

W. Deming J.M. Juran P. Crosby Basic orientation towardquality

Technical Process Motivational

What is quality? Nonfaulty systems Fitness for use; freedomfrom trouble

Conformance torequirements

Who is responsible forquality?

Management Management Management

Importance of customerrequirements as standard

Very important Very important; customersat each step of product lifecycle

Very important

Goal of quality Meet/exceed customer

needs; continuousimprovement

Please customer;

continuous improvement

Continuous improvement;

zero defects

Methods for achievingquality

Statistical; constancy of purpose; continualimprovement; cooperation

between functions

Cost of quality; qualitytrilogy: planning, control,improvement

14-point framework;

Chief elements ofimplementation

14-point program Breakthrough projects;quality council; qualityteams

14-step program ; cost ofquality; qualitymanagement "maturitygrid"

Role of training Very important formanagers and workers

Very important formanagers and employees

Very important formanagers and employees

For additional details, see The W. Edwards Deming Juran Institute Philip Crosby Associates II

http://www-caes.mit.edu/products/deming/14-points.html





http://dtiinfo1.dti.gov.uk/mbp/bpgt/m9ja00001/m9ja0000114.html

http://www.deming.org/

http://www.juran.com/

http://www.philipcrosby.com/main.htm

http://www.philipcrosby.com/main.htm



















Total QualityManagement

Karakteristik :1. Customer – Driven Definition of Quality2. Strong Quality Leadership3. Continous Improvement4. Reliancen on facts, data and analysis5. Employee Participaion

Sistem Manajemen Mutu ISO sebagai salah satu metodaaplikasi TQM. :1. ISO 90012. ISO 90023. ISO 9003

Dampak o TQM :Mampu Meningkat kinerja, keuntungan, kepuasanpelanggan, quality, efektivitas cost dan hubungan antaremploeye

PLYI

NG

TQM

METHO

D



Created by International Organization forStandardization (IOS) which was created in 1946 tostandardize quality requirement within the Europeanmarket.

IOS initially composed of representatives from 91countries: probably most wide base for qualitystandards.

Adopted a series of written quality standards in 1987(first revised in 1994, and more recently (and

significantly) in 2000 ).Prefix “ISO” in the name refers to the scientific term“ iso” for equal . Thus, certified organizations areassured to have quality equal to their peers.

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Defines quality systems standards based on the premise that certain generic characteristics ofmanagement principles can be standardized .And that a well-designed, well-implemented andwell managed quality system provides confidencethat outputs will meet customer expectations andrequirements .Standards are recognized by 100 countries including

Japan and USA.Intended to apply to all types of businesses.(Recently, B2B firm bestroute.com became the firste-commerce company to get ISO certification .)

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Created to meet five objectives:1. Achieve, maintain, and seek to continuously

improve product quality in relation to therequirements.

2. Improve the quality of operations to continuallymeet customers’ and stakeholders’ needs.

3. Provide confidence to internal management thatquality requirements are being met.

4. Provide confidence to the customers that qualityrequirements are being met.

5. Provide confidence that quality systemrequirements are fulfilled.

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Consists of three documents1. ISO 9000 – Fundamentals and vocabulary.

2.ISO 9001 – Requirements.Organized in four sections: ManagementResponsibility; Resource Management; ProductRealization; and Measurement, Analysis andImprovement.

3. ISO 9004 – Guidelines for performanceimprovements.

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Principle 1: Customer FocusPrinciple 2: LeadershipPrinciple 3: Involvement of people

Principle 4: Process approachPrinciple 5: Systems approach for managementPrinciple 6: Continual improvementPrinciple 7: Factual approach to decision makingPrinciple 8: Mutually beneficial supplierrelationships.

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TQM In The Strategic ManagementProcess

1.Environmental Analysis and TQM2.Organizational Direction and TQM3.Strategi Formulation and TQM4.Strategi Implementation and TQM5.Strategi Control and TQM



20



Menurut Hadari Nawawi (2005 : 138 – 141), beberapasumber – sumber kualitas dalam TQM:1. Komitmen Pucuk Pimpinan (Kepala Sekolah) terhadap

kualitas.2. Sistem Informasi Manajemen.3. Sumber daya Manusia yang potensial4. Keterlibatan semua fungsi

5. Filsafat perbaikan kualitas secara berkesinambungan

Dimensi kualitas :1. Dimensi Kerja Organisasi2. Iklim Kerja3. Nilai tambah4. Kesesuaian degan spesifikasi5. Kualitas pelayanan dan daya tahan hasil pembagunan6. Persepsi masyarakat



MANAGEMENT OFPROCESSQUALITY

HUMAN RESOURCEDEVELOPMENT AND

MANAGEMENT

STRATEGICQUALITY

PLANNING

INFORMATION AND ANALYSIS

CUSTOMERFOCUS AND

SATISFACTION

QUALITY AND

OPERATIONALRESULTS

SENIOREXECUTIVE

LEADERSHIP

System Approach for TQM

Driver

System



24




Management


StrategicManagement


TQM

StrategicManagement of

InternationalOperations

StrategicManagement

Social andEthical

Dimension


StartegicManagement


Management

The MarketingFunction and

StartegicManagement



Social and EthicalDimension

Stake HolderResponsibility

1. To attempt to increase the value of theorganization.

2. The supliers of mateial and resellersof product, to deal fairly with them

3. Lenders of capital to repay them4. Government agencies and society, to

abide by laws5. Interest groups, to consider, their

arguments.6. Employesss and unions. To provide

safe work, envirotments and

recognize their right7. Consumers, to provide safe productsand market them effciently

8. Competitors, to avoid practices thatrestrain trade

9. Local communicaties and society atlarge, to avoid practices that harm theenvironment

SocialResponsibility

Infleunce onBussines Practices

Managing SocialResponsibility



PhilantropicResponsibili

ty

EthicalResponsibilty

LegalResponsibilty

EconomicResponsibility

PoliticalInfluence

LegalInfluence

CompetitiveInfluence

EthicalInfluence

BusinessPractice/Education

Practice

• Environtmental Analysis and OrganizationalDirection

• Strategi Formulation• Staregi• Implementation•

Startegic Control



O P E R A T I O N A N D

S T R A T E G I C

M A

N A G E M E N T

1. Operation Function : Providing a Productof Service

2. Other Function3. The marketing Function4. The Finance Function5. Supporting function6. Independence of Function7. Manufcturing Function

OPERATION

OPERATION IN

SATRETGIC

MANAGEMENT

1. Strategy Decicion for Operation2. Product Design

Manufacturing operations : capaciy, facilities,technology, vertical integration, work force,

quaity, production planning material,organization structure

Non Manufacturing : the product, or out put,desired from the operation system of a non

manufacturin.

THE FINANCE FUNCTION AND



THE FINANCE FUNCTION ANDSTRATEGIC MANAGEMENT

FinancialRatio

AnalysisBreak-Even

Analysis

1. Liquidity Ratio2. Activity Ratio3. Profitability

Ratios4. Calculating Ratios5. Comparing Ratios

Is a simple method forinvestigating the potentialvalue of proposed investmentBreak even point (in units) =

=Total Fixed CostContribution Margin= FC

SP-VC

Net PresentValue

Analysis

Can be used to investigatethe value of a proposedinvestment to anorganization or to

compare alternativeinvestment to determinewhich is better from afinancial point of view



T H E M A R K E T I N G A N D S T R A T E G

I C

M A N A G E M E N T

Analyze Consumer /Product Relationship

Select MarketSegmentation Strategi

Design a Marketingmix Strategy

Implement an Control theMarketing Strategy

Startegic Marketing Process



1. Product Strategy2. Strategy Product lives

CommercializationMarket MaturityMarket decline/produc deletion

3. Reason for Product Succes:Competitive differential advantage

4. Pricing StrategyConsumer , organization andcompetitive Characteristic

5. Promotion StrategyObjectives, formulating anddeveloping promotion budgets

6. Chanel StartegyDistribution coverage, Channelcontrol, total distribution cost,chanel flexibility

1. Geographic

Segmentation2. DemographicSegmentation

3. PsycographicSegementation

4. BenefitSegmentation

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