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The quality of goods and services produced has been monitored, either
directly or indirectly, since time immemorial. However, the use of quantitative base
involving statistical principles is quite modern compared to the time that the concept
construction of the pyramids. The Greeks set high standards in arts and crafts. The
quality of Greek architecture of the fifth century was enviable to such an extent that it
designs created by the Romans for building cities, churches, bridges, roads, and so
on left a lasting impression in the minds of the people and continue to inspire us
even today.
During the Middle Ages and up to the 1800s, the production of goods and
responsibility for controlling the quality of a product or service lay with that person or
small group. The standard of quality was therefore determined by the individual who
was in turn also responsible for producing the item that would conform to those
standards. This phase, comprising the time period up to 1920, has been labeled by
Feigenbaum (1983) as the Operator Quality Control period. The entire product was
manufactured by one person or very small group of persons. For this reason, the
quality of the product could essentially be controlled by a person who was also
the philosophy of the worker, for the worker’s pride was associated with the product.
Form the period starting in the early 1900s to about 1920, a second phase
evolved called the Foreman Quality Control period (Feigenbaum, 1983). The
Industrial Revolution brought about the concept of mass production. One result was
responsible not for the production of the entire product but rather only a portion of
the entire product of it. One drawback of this approach was that there was a
decrease in the sense of accomplishment and identification with the product by the
worker. However, most tasks were still not very complicated, and workers became
skilled at the particular operations that they performed. Foremen or supervisors were
now responsible for controlling the quality of the product as they oversaw the
together. A supervisor who directed that operation now had the task of ensuring that
quality was achieved. Foremen or supervisors were responsible for the operations in
their s[an of control. As far as quality of the entire product was concerned, it was the
The period from about 1920 to 1940 saw the next phase in the evolution of
quality control. Feigenbaum (1983) called this the Inspection Quality Control period.
impossible for the foreman to keep close control on individual operations performed
by each worker. Inspectors were therefore created whose task was to check the
quality of a product after certain operations. A standard was provided, and inspectors
compared the quality of the produced item with those standards. In the event of
discrepancies between the value of the standard and that of the produced item, the
items were set aside from those that did meet standards. The nonconforming items
During this period, the foundations of statistical aspects dealing with quality
control were being developed, even thought they had not gained wide usage in U.S.
concept of using statistical charts for controlling the variables of a product. These
charts). The play a fundamental role in statistical process control. In the late 1920s,
pioneering work in the areas of acceptance sampling plans. These plans were to
The 1930s saw the application of acceptance sampling plans in industry, both
domestic and abroad. Walter Shewhart continued his efforts to promote the
the sponsorship of the American Society for Testing Materials (ASTM), the American
Mechanical Engineers (ASME), the American Statistical Association (ASA), and the
the field of quality control also started gaining acceptance in England at this time.
The British Standards Institution Standard 600 dealt with applications of statistical
Scanlon introduced the Scanlon Plan that dealt with improvement of the overall
quality of work life (Feigenbaum, 1983). Furthermore, the U.S Food, Drug, and
Cosmetic Act was instituted in 1938 and had jurisdiction over procedures and
The next phase in the evolution process was between 1940 and 1960 and
was termed the Statistical Quality Control phase by Feigenbaum (1983). Production
requirements escalated during World War II. Since 100 percent inspection was often
Society for Quality Control (ASQC) was formed in 1946). A set of sampling
inspection plans for attributes called MIL-STD-105A was developed by the military
set of sampling plans for variables called MIL-STD-414 was also developed by the
military.
Use of quality control procedures was, however, nowhere close to the level
that it should have been. The fundamental principles had been developed in the
United States, but the lackadaisical attitude of U.S. industry in adopting these
principles caused its downfall in the next decade. No other country was in a better
position to exploit the benefits of statistical quality control. Nonetheless, U.S. industry
did not capitalize on this unique advantage, though other countries did. Japan, for
instance, was totally destroyed during World War II, but when W. Edwards Deming
visited Japan and lectured to Japanese engineers and top management in 1950,
pioneer in quality control, visited Japan in 1954 and impressed upon them strategic
role that management plays in the achievement of a quality program. The Japanese
were quick to realize the profound effects that these principles would have in the
future, amd they made a commitment right away to undergo a massive program of
were taking place. in 1958 the Department of Defense (DOD) developed the
Inspection and Quality Control Handbook H107, which dealt with single-level
Subsequently, this book was revised in 1959 and became the inspection and Quality
The next phase was the Total Quality Control period during the 1960s, as
described by Feigenbaum (1983). An important feature during this period was the
personnel in the quality control process. Previously, most these activities were dealt
with by either the people on the shop floor, the production foreman, or by people
from the so-called inspection and quality control department. A misconception prior
to this period was that quality control is the responsibility of the inspection
department. Oddly enough, this concept was accepted by many, the idea of which
led to quality being considered someone else’s “stepchild.” This created a lack of
identification with quality on the part of many workers. The 1960s, however, saw
some changes in attitude taking place. People began to realize that each department
had an important role in the production of a quality item. The concept of zero defects
and rockets used in the space program by the National Aeronautics and Space
the use of quality control circles was beginning to grow in Japan. The principle of
that productivity will improve through an uplift of morale and motivation, which are in
The advent of the 1970s brought what Feigenbaum (1983) calls the Total
the company, from operator to the first-line supervisor, manager, vice-president, and
even the chief executive officer. Quality was associated with every individual. As this
notion continued in the 1980s, it was termed by Feigenbaum (1983) the Total Quality
procedures, for guiding the coordinated actions of the people, the machines, and the
information of the company and plant in the best and most practical ways to assure
In Japan, the 1970s marked expanded use of a graphical tool known as the
and is sometimes called Ishikawa diagram. It has also been called a fishbone
diagram, arising from the resemblance of the diagram to a fishbone. Such a graph
aids in the identification of possible reasons for a process to go out of control as well
as possible effects on process. This diagram came to be an important tool in the use
of control charts because it complemented the choice of actions to take in the event
of a process being out of control. Also this decade, G.Taguchi of Japan introduced
Expanded usage of this technique in the 1990s is foreseen as companies try to place
In the 1980s, motivating slogans placed quality control in the limelight in the
United States. Consumers were bombarded with advertisements relating to the high
quality of the product, and the frequent comparisons were made with those of the
competitor. These promotional efforts tried to point out certain product characteristics
that were superior to that of similar product characteristics that were superior to that
quality was beginning to evolve at all levels. Top management saw the critical need
for the marriage of the quality philosophy to the production of goods and services in
all phases, starting with the determination of customer needs and product design
Management provided more than lip service to the role of statistical quality
control methods by adopting training programs in these areas. They realized that
education and training for everyone, from hourly wage earners to top management
implementation of a statistical quality control program. This lesson was learned the
hard way, though. As management looked at the domestic and international market,
they found that those corporations that produced quality products had a clear
understanding of and background in statistical quality control. It was not a fluke that
Japan dominated the world market. This decade saw the fruition of a commitment
that Japanese industry had made almost 30 years ago. They had seen the
importance of education and training in this area and had systematically developed a
program such that all of the personnel in the company, down to the operator level,
were provided with adequate instruction. The tools and techniques that Japanese
industry adopted in the 1950s were not new to the United States. In fact, those
methods had originated in the United States. But the miserable irony of the situation
was that they were not accepted and used by U.S. industry. The success of
With the continued growth of computer use in industry during the 1980s, an
abundance of quality control software programs emerged on the market. The notion
product design assurance, product quality audit, and other related areas. Industrial
giants such as the Ford Motor Company and General Motors Corporation adopted
the quality philosophy and made strides in the implementation of statistical quality
control methods. They in turn continued to influence other companies to use quality
process control from its vendors. Thus, smaller companies who had previously not
used statistical quality control methods were force adopt these methods in order to
maintain their contracts. This process of requiring evidence of using quality control
procedures will likely continue down to the smallest contractor or vendor. The 1990s
will see expanded use quality control measures and increased attention to
customers’ needs. There will be no escape from the reality that the costumer is the
determinant of the level of quality. Industry will have to adjust to meet the needs of
the costumer.
1-3 QUALITY
The notion of quality has been defined in different ways by various authors.
Garvin (1984) divided the definition of quality into five categories, namely,
This text adopts the latter definition and clarifies it so that it may apply to both
the manufacturing and service sectors. The service sector accounts for almost 70%
projected that this proportion will expand even further in the future. Hence, quality
The quality of a product or service is the fitness of that product or service for
determining the level of quality that should be designed into the product or service
the costumer. As the needs of costumers change, so should the level of quality. If,
for example, the costumer prefers to have an automobile that would provide,
adequate service for 15 years, then that is precisely what the notion of quality
product should be. Quality, in this sense, is not something that has a constant
universal level. Likewise, the term quality may imply different levels of expectations
for different groups of consumers. For instance, to some, a quality restaurant may be
one which provides good cuisine served on the finest china with an ambience of soft
quality may be different. Excellent food served buffet-style with moderate prices until
Quality Characteristics
The above example demonstrates that there may be one or more elements
which define the intended quality level of a product or service. These elements are
formed. Structural characteristics include such element as the length of a part, the
weight of a can, the strength of a beam, the viscosity of a fluid, and so on. Sensory
characteristic include the taste of good food, the smell of a sweet fragrance, and the
variables and attributes. Characteristics that are measurable and are expressed on a
millimeters is a variable, as are the density of a liquid in grams per cubic centimeter
a quality characteristic that does not meet its stipulated specifications requirement.
For instance, the specifications of the thickness of steel washers could be 2 ± 0.1
millimeters (mm). If we have a washer with a thickness of 1.15 mm, then its
nonconformities such that the unit is unable to meet the intended standards and is
iron pipe that has an internal diameter and a weight that both fail to satisfy
acceptable or not. There are some characteristics, though, that are inherently
theory, a variable. However, if one measures the diameter using a go/no-go gage
feasibility. The time needed to obtain a measurement using a go/no-go gage may be
much lower and consequently less expensive. Alternately, an inspector may not
Defect
A defect is associated with a quality characteristic that does not meet certain
may cause it to be unacceptable (or defective). The modern term for a defect is
The American National Standards Institute (ANSI) and the American Society
for the Quality Control (ASQC) provide the following definition of a defect as stated in
state that occurs with a severity sufficient to cause an associated product or service
specifications for an axle might be 2 ± 0.1 centimeters (cm) for the inside diameter, 4
± 0.2 cm for the outside diameter, and 10 ± 0.5 cm for the length. This means that for
within the specified values. A definition given by the U.S. National Bureau of
standard as follows:
material, product, process, procedure, convention, test method; and/or the physical,
the inside diameter) are usually known as specification limits, whereas the document
which addresses the requirements of all the quality characteristics is labeled the
standard.
Three aspects are usually associated with the definition of quality: quality of
Quality of Design
Quality of design deals with the stringent conditions that the product or
service must minimally possess in order to satisfy the requirements of the costumer.
It implies that the product or service must be designed to meet at least mutually the
needs of the consumer. Generally speaking, the design should be the simplest and
least expensive while still meeting the costumers’ expectations. Quality of design is
influenced by such factors as the type of product, cost, profit policy of the firm,
demand for product, availability of parts and materials, and product safety. For
example, suppose the quality level of the yield strength of steel cables desired by the
costumer is 100 kg/cm2. When designing such a cable, the parameters of the cable
that influence the yield strength would be selected so as satisfy this requirement at
least minimally. In practice, the product is typically overdesigned so that the desired
conditions are exceeded. The choice of a safety factor (k) normally accomplishes
this purpose. Thus, to design a product with a 25 percent stronger load characteristic
over specified weight, the value k would equal 1.25, and the product will be designed
increase the cost at an exponential rate. The value of the product, however,
increases at a decreasing rate, with the rate of increases at a decreasing rate, with
the rate of increase approaching zero beyond a certain designed quality level. Figure
1-1 shows the impact of the product or service. Sometimes, it might be of interest to
choose a design quality level b which maximizes the difference between value and
cost, given that the minimal customer requirements a are met. This is done with the
idea of maximizing the return on investment. It may be observed from Figure 1-1 that
for a designed quality level c, the cost and value are equal. For any level above c
(say, d) the cost exceeds the value. This information could help in the choice of a
Quality of Conformance
rendered must meet the standards selected in the design phase. With respect to the
manufacturing sector, this phase is concerned with the degree to which quality is
controlled from the procurement of raw material to the shipment of finished goods. It
consist of the three broad areas of defect prevention, defect finding, and defect
analysis and rectification. As the name suggests, defect prevention deals with the
means to deter the occurrence of defects and is usually achieved using statistical
test, and statistical analysis of data from the process. Finally, the causes behind the
produce what was designed. Thus if the design specification for the length of iron
pins is 20 ± 0.2 mm, the question to be addressed deals with the design of the tools,
equipment, and operations such that a product can actually be manufactured to meet
design phase. On the other hand, if such a production system is not feasibly attained
0.36 mm), the design phase affected. This feedback of information will suggest that
consideration be given to redesigning the product, since the current design cannot
Quality Performance
actually put to use or the service when performed and measures the degree to which
it satisfies the consumer. This is a function of both the quality of design and the
quality conformance. It must always be remembered that the final test of product or
service acceptance lies with the costumers. Meeting their expectations is the major
performed does not live up to costumer standards, the adjustments need to be made
in the design or conformance phase. This feedback from the performance to the
design phase, as shown in Figure 1-2 may cause a change in the design, since the
TRANSLATE
Kualitas barang dan jasa yang dihasilkan telah dipantau, baik secara
langsung maupun tidak langsung, sejak dahulu kala. Namun, penggunaan basis
kuantitatif yang melibatkan prinsip-prinsip statistik cukup modern dibandingkan
dengan saat konsep kualitas telah ada.
kota, gereja, jembatan, jalan, dan sebagainya meninggalkan kesan abadi di benak
orang-orang dan terus menginspirasi kita bahkan hingga hari ini.
Selama Abad Pertengahan dan hingga 1800-an, produksi barang dan jasa
sebagian besar terbatas pada satu individu atau sekelompok kecil
individu. Kelompok-kelompok kecil ini seringkali merupakan bisnis milik keluarga,
sehingga tanggung jawab untuk mengendalikan kualitas suatu produk atau layanan
berada pada orang atau kelompok kecil itu. Oleh karena itu standar kualitas
ditentukan oleh individu yang pada gilirannya juga bertanggung jawab untuk
memproduksi barang yang sesuai dengan standar tersebut. Fase ini, yang
terdiri dari periode waktu hingga 1920, telah diberi label oleh Feigenbaum (1983)
sebagai periode Kontrol Kualitas Operator . Seluruh produk diproduksi oleh satu
orang atau sekelompok orang yang sangat kecil. Untuk alasan ini, kualitas produk
pada dasarnya dapat dikontrol oleh orang yang juga operator. Volume produksi
terbatas. Ada rasa prestasi di pihak pekerja, karena kebanggaan pekerja tertanam
dalam filosofi pekerja, karena kebanggaan pekerja dikaitkan dengan produk.
Bentuk periode dimulai pada awal 1900-an hingga sekitar 1920, fase kedua
berkembang yang disebut periode Kontrol Kualitas Foreman ( Feigenbaum ,
1983). Revolusi Industri membawa konsep produksi massal. Salah satu hasilnya
adalah pengenalan prinsip spesialisasi tenaga kerja. Seorang individu bertanggung
jawab bukan untuk produksi seluruh produk tetapi lebih dari hanya sebagian dari
keseluruhan produk itu. Salah satu kelemahan dari pendekatan ini adalah bahwa
ada penurunan dalam arti pencapaian dan identifikasi dengan produk oleh
pekerja. Namun, sebagian besar tugas masih tidak terlalu rumit, dan pekerja menjadi
terampil di operasi tertentu yang mereka lakukan. Mandor atau pengawas sekarang
bertanggung jawab untuk mengendalikan kualitas produk karena mereka mengawasi
operasi yang berbeda. Individu yang melakukan operasi serupa dikelompokkan
bersama. Seorang penyelia yang mengarahkan operasi itu sekarang memiliki tugas
untuk memastikan bahwa kualitas telah tercapai. Mandor atau pengawas
bertanggung jawab atas operasi di [ kendali] mereka. Sejauh menyangkut kualitas
seluruh produk, itu adalah tanggung jawab gabungan atas kualitas operasi individu.
evolusi kontrol kualitas. Feigenbaum (1983) disebut ini yang Inspeksi Quality
Control periode. Produk dan proses menjadi lebih rumit. Volume produksi melihat
peningkatan. Ketika jumlah pekerja yang melapor ke mandor meningkat, mandor
menjadi tidak mungkin untuk tetap mengendalikan operasi individual yang dilakukan
oleh setiap pekerja. Karena itu inspektur diciptakan yang tugasnya adalah untuk
memeriksa kualitas suatu produk setelah operasi tertentu . Sebuah
Rekayasa dan Manufaktur. Ketertarikan di bidang kontrol kualitas juga mulai diterima
di Inggris saat ini. British Standard Institution Standard 600 menangani aplikasi
metode statistik untuk standardisasi industri dan kontrol kualitas. Di Amerika Serikat,
AS dilembagakan pada tahun 1938 dan memiliki yurisdiksi atas prosedur dan praktik
di bidang pemrosesan, pembuatan, dan pengemasan.
Fase berikutnya dalam proses evolusi adalah antara tahun 1940 dan 1960
dan disebut fase Kontrol Kualitas Statistik oleh Feigenbaum (1983). Persyaratan
produksi meningkat selama Perang Dunia II. Karena inspeksi 100 persen seringkali
kejatuhannya dalam dekade berikutnya. Tidak ada negara lain yang berada dalam
posisi yang lebih baik untuk mengeksploitasi manfaat dari kontrol kualitas
statistik. Meskipun demikian, industri AS tidak memanfaatkan keunggulan unik ini,
tahun 1954 dan mengesankan mereka tentang peran strategis yang dimainkan
manajemen dalam pencapaian program yang berkualitas. Jepang cepat menyadari
efek mendalam yang akan dimiliki oleh prinsip-prinsip ini di masa
depan, dan mereka segera membuat komitmen untuk menjalani program pelatihan
dan pendidikan besar-besaran.
H107 , yang membahas prosedur pengambilan sampel kontinu dan tabel untuk
inspeksi berdasarkan atribut. Selanjutnya, buku ini direvisi pada tahun 1959 dan
menjadi buku inspeksi dan Quality Control Hand H108 , yang juga mencakup
prosedur pengambilan sampel kontinu bertingkat, serta topik dalam pengujian dan
keandalan kehidupan.
sebelum periode ini adalah bahwa kontrol kualitas adalah tanggung jawab
departemen inspeksi. Anehnya, konsep ini diterima oleh banyak orang, gagasan
yang menyebabkan kualitas dianggap sebagai "anak tiri" orang lain . Ini menciptakan
kurangnya identifikasi dengan kualitas di pihak banyak pekerja. Namun, pada 1960-
an, terjadi beberapa perubahan dalam sikap yang terjadi. Orang-orang mulai
menyadari bahwa setiap departemen memiliki peran penting dalam produksi barang
berkualitas. Konsep zero defect (ZD), yang berpusat pada pencapaian produktivitas
melalui keterlibatan pekerja, muncul selama masa ini. Untuk produk kritis
dan pertemuan - misalnya, rudal dan roket yang digunakan dalam program luar
angkasa oleh Badan Penerbangan dan Antariksa Nasional (NASA) - konsep ini
terbukti sangat memadai. Sejalan dengan itu, penggunaan lingkaran kontrol
kualitas mulai tumbuh di Jepang. Prinsip lingkaran kendali mutu didasarkan pada
gaya manajemen partisipatif. Ini mengasumsikan bahwa produktivitas akan
meningkat melalui peningkatan moral dan motivasi, yang pada gilirannya dicapai
sebut fase Total Quality Organizationwide . Fase ini melibatkan partisipasi semua
orang di perusahaan, dari operator hingga supervisor lini pertama, manajer, wakil
presiden, dan bahkan chief executive officer. Kualitas dikaitkan dengan setiap
individu. Ketika gagasan ini berlanjut pada tahun 1980-an, ia disebut
oleh Feigenbaum (1983) Sistem Kualitas Total, yang ia definisikan sebagai berikut:
1943 oleh K. Ishikawa dan kadang-kadang disebut diagram Ishikawa . Ini juga
disebut diagram tulang ikan , yang muncul dari kemiripan diagram dengan tulang
ikan. Grafik seperti itu membantu dalam identifikasi kemungkinan alasan untuk suatu
proses menjadi tidak terkendali serta kemungkinan efek pada proses. Diagram ini
menjadi alat penting dalam penggunaan diagram kontrol karena melengkapi pilihan
tindakan yang akan diambil jika terjadi proses yang di luar kendali. Juga dekade
yang telah dibuat oleh industri Jepang hampir 30 tahun yang lalu. Mereka telah
melihat pentingnya pendidikan dan pelatihan di bidang ini dan secara sistematis
mengembangkan program sedemikian rupa sehingga semua personil di
perusahaan, hingga ke tingkat operator, diberikan instruksi yang memadai. Alat dan
teknik yang diadopsi industri Jepang pada 1950-an bukanlah hal baru di Amerika
Serikat. Sebenarnya, metode-metode itu berasal dari Amerika Serikat. Tapi ironi
menyedihkan dari situasi ini adalah bahwa mereka tidak diterima dan digunakan
oleh industri AS. Keberhasilan industri Jepang berfungsi sebagai pembuka
mata; hanya saat itulah pentingnya pelatihan dan implementasi kontrol kualitas
statistik diakui.
akan ada jalan keluar dari kenyataan bahwa pelanggan adalah penentu tingkat
kualitas. Industri harus menyesuaikan untuk memenuhi kebutuhan pelanggan.
1-3 KUALITAS
dirasakan. Salah satu definisi yang sering digunakan dikaitkan dengan Crosby
(1979) adalah sebagai berikut:
Definisi yang lebih umum diusulkan oleh Juran (1974) adalah sebagai berikut:
Kualitas suatu produk atau layanan adalah kesesuaian produk atau layanan
tersebut untuk memenuhi penggunaan yang dimaksudkan sebagaimana disyaratkan
oleh pelanggan.
Definisi ini membuat poin penting tentang siapa yang menjadi kekuatan
pendorong di belakang menentukan tingkat kualitas yang harus dirancang ke dalam
disajikan dengan gaya prasmanan dengan harga moderat hingga dini hari dapat
menentukan tingkat kualitas yang dapat diterima.
Karakteristik Kualitas
Contoh di atas menunjukkan bahwa mungkin ada satu atau lebih elemen
yang menentukan tingkat kualitas yang diinginkan dari suatu produk atau
layanan. Elemen-elemen ini dikenal sebagai karakteristik kualitas. Beberapa
pengelompokan karakteristik ini dapat dibentuk. Karakteristik struktural meliputi
elemen seperti panjang bagian, berat kaleng, kekuatan balok, viskositas cairan, dan
sebagainya. Karakteristik sensorik meliputi rasa makanan yang enak, aroma wangi
yang manis, dan keindahan seorang model. Karakteristik berorientasi
waktu mencakup langkah-langkah seperti jaminan, keandalan, dan pemeliharaan,
adalah variabel, seperti halnya kepadatan cairan dalam gram per sentimeter kubik
dan ketahanan kumparan dalam ohm.
1,15 mm, maka ketebalannya adalah ketidaksesuaian . Sebuah Unit tidak sesuai
adalah salah satu yang memiliki satu atau lebih ketidaksesuaian tersebut bahwa unit
tidak dapat memenuhi standar dimaksudkan dan tidak dapat berfungsi sebagai
diperlukan. Contoh unit yang tidak sesuai dapat berupa pipa besi cor yang memiliki
diameter internal dan berat yang gagal memenuhi spesifikasi, sehingga membuat
unit tidak berfungsi.
kain dapat diterima atau tidak. Ada beberapa karakteristik, yang secara inheren
adalah variabel, tetapi karena kemudahan pengukuran atau infeasibility untuk
mendapatkan data variabel, mereka diamati sebagai atribut. Contoh dalam kategori
ini sangat banyak. Misalnya, diameter bantalan yang akan digunakan dalam suatu
perakitan, secara teori, adalah variabel. Namun, jika seseorang mengukur diameter
menggunakan go / no-go gage dan mengklasifikasikannya sesuai atau tidak sesuai
Cacat
layanan dapat menyebabkannya tidak dapat diterima (atau rusak). Istilah modern
untuk cacat adalah ketidaksesuaian dan istilah untuk cacat adalah item yang tidak
sesuai.
± 0,5 cm untuk panjangnya. Ini berarti agar poros dapat diterima oleh pelanggan,
masing-masing dimensi di atas harus berada dalam nilai yang ditentukan. Definisi
yang diberikan oleh US National Bureau of Standard (1983) adalah sebagai berikut:
sebagai berikut:
Kualitas Desain
Kualitas desain berkaitan dengan kondisi ketat yang harus dimiliki produk
produk. Misalnya, tingkat kualitas kekuatan yield dari kabel baja yang diinginkan oleh
pelanggan adalah 100 kg / cm 2 . Saat mendesain kabel seperti itu, parameter kabel
yang mempengaruhi kekuatan luluh akan dipilih sehingga memenuhi persyaratan ini
tingkat kualitas desain b yang memaksimalkan perbedaan antara nilai dan biaya,
mengingat bahwa kebutuhan pelanggan minimal satu yang terpenuhi. Ini dilakukan
dengan gagasan memaksimalkan pengembalian investasi. Dapat diamati dari
Gambar 1-1 bahwa untuk tingkat kualitas yang dirancang c , biaya dan nilainya
sama. Untuk setiap tingkat di atas c (katakanlah, d ) biaya melebihi
nilainya. Informasi ini dapat membantu dalam memilih level yang dirancang sesuai.
Kualitas Kesesuaian
layanan yang diberikan harus memenuhi standar yang dipilih pada fase
desain. Sehubungan dengan sektor manufaktur, fase ini berkaitan dengan sejauh
mana kualitas dikendalikan dari pengadaan bahan baku hingga pengiriman barang
jadi. Ini terdiri dari tiga bidang luas pencegahan cacat, penemuan cacat, dan analisis
menggunakan teknik kontrol proses statistik. The Temuan cacat dilakukan melalui
inspeksi, pengujian, dan analisis statistik data dari proses. Akhirnya, penyebab di
alat, peralatan, dan operasi sedemikian rupa sehingga suatu produk benar-benar
dapat diproduksi untuk memenuhi spesifikasi desain. Jika sistem produksi seperti itu
dapat dicapai, fase kesesuaian akan mampu memenuhi persyaratan ketat dari fase
desain. Di sisi lain, jika sistem produksi seperti itu tidak layak dicapai (misalnya, jika
proses tersebut mampu menghasilkan pin dengan spesifikasi 20 ± 0,36 mm), fase
desain terpengaruh. Umpan balik informasi ini akan menyarankan agar
pertimbangan diberikan untuk mendesain ulang produk, karena desain saat ini tidak
dapat diproduksi menggunakan kemampuan yang ada. Oleh karena itu, harus ada
pertukaran informasi yang konstan antara fase desain dan pembuatan untuk
Performa Berkualitas
suatu produk tidak berfungsi untuk memenuhi harapan ini, atau jika layanan yang
dilakukan tidak memenuhi standar pelanggan, penyesuaian harus dilakukan dalam
fase desain atau kesesuaian. Umpan balik ini dari kinerja ke fase desain, seperti
yang ditunjukkan pada Gambar 1-2 dapat menyebabkan perubahan dalam desain,
karena desain saat ini tidak menghasilkan produk yang berkinerja memadai.