Teknik Industri

Rekayasa Kualitas
Pertemuan 4
Dicky Suryapranatha ST.MT

Quality Planning Process

Quality planning, as used here, is a structured process for

developing products (both goods and services) that ensures

that customer needs are met by the final result. The tools and
methods of quality planning are incorporated along with the
technological tools for the particular product being
developed and delivered.

The first component of the quality gap is the understanding
gap, that is, lack of understanding of what the customer needs.
Sometimes this gap opens up because the producer simply
fails to consider who the customers are and what they need.

Gap understanding from product

THE QUALITY PLANNINGSOLUTION

Quality planning provides the process, methods,tools, and

techniques for closing each of these component gaps and thereby
ensuring that the final quality gap is at a minimum

STEP 1: ESTABLISH THE PROJECT

Identify which projects are required to fulfill the organizations
strategy.

Prepare a mission statement for each project.

Establish a team to carry out the project.

Plan the project
STEP 2: IDENTIFY THE CUSTOMERS

External Customers. The term customer is often used loosely; it
can refer to an entire organization, a unit of a larger organization, or a
person. There are many types of customers some obvious, others
hidden

Internal Customers. Everyone inside an organization plays three
roles: supplier, processor,and customer. Each individual receives
something from someone, does something with it, and passes it to a
third individual.

STEP 3: DISCOVER CUSTOMER NEEDS

The third step of quality planning is to discover the needs of both
internal and external customers for the product. Some of the key
activities required for effective discovery of customer needs include
Plan to collect customers needs.
Collect a list of customers needs in their language.
Analyze and prioritize customers needs.
Translate their needs into our language.
Establish units of measurement and sensors

Stated Needs and Real Needs. Customers commonly state their
needs as seen from their viewpoint and in their language. Customers
may state their needs in terms of the goods or services they wish to
buy. However, their real needs are the benefits they believe they will
receive


Perceived Needs. Customers understandably state their needs based

on their perceptions.These may differ entirely from the suppliers

perceptions of what constitutes product quality.
Cultural Needs. The needs of customers, especially internal
customers, go beyond products and processes.
Needs Traceable to Unintended Use. Many quality failures arise
because a customer uses the product in a manner different from that
intended by the supplier
Human Safety. Technology places dangerous products into the hands
of amateurs who do not always possess the requisite skills to handle
them without accidents.
User Friendly. The amateur status of many users has given rise to
the term user friendlyto describe that product feature that enables
amateurs to make ready use of technological products.
Promptness of Service. Services should be prompt. In our culture,
a major element of competition is promptness of service.


Customer Needs Related to Deficiencies. In the event of

product failure, a new set of customer needs emergeshow to get

service restored, and how to get compensated for the associated losses
and inconvenience.
Warranties.
Effect of Complaint Handling on Sales.
Keeping Customers Informed. Customers are quite sensitive to
being victimized by secret actions of a supplier, as the phrase Let the
buyer beware! implies.
Plan to Collect Customers Needs. Customer needs keep
changing. There is no such thing as a final list of customer needs


Discovering Mustang Customer Needs. In designing the

Mustang, Ford relied heavily on the following sources for customer

needs:
Quantitative market research
Qualitative market research
Inspection studies
Observational research
Dealer input
Customer surveys
Direct interaction with customers
Media feedback
Product evaluation reportsinternal and external
Competitive evaluations


Collect List of Customers Needs in Their Language. For a list of

customers needs to have significant meaning in planning a new

product, they must be stated in terms of benefits sought. Another way
of saying this is to capture needs in the customers voice.

Analyze and Prioritize Customer Needs. The information
actually collected from customers is often too broad, too vague, and
too voluminous to be used directly in designing a product.

Establish Units of Measurement and Sensors. Sound quality
planning requires precise communication between customers and
suppliers. Some of the essential information can be conveyed
adequately by words. However, an increasingly complex and
specialized society demands higher precision for communicating
quality-related information. The higher precision is best attained when
we say it in numbers.

Quantification requires a system of measurement. Such a system

consists of :
1. A unit of measurement, which is a defined amount of some quality feature,
permits evaluation of that feature in numbers, e.g., hours of time to
provide service, kilowatts of electric power, or concentration of a
medication.
2. A sensor, which is a method or instrument of measurement, carries out the
evaluation and states the findings in numbers in terms of the unit of
measure, e.g., a clock fo or telling time, a thermometer for measuring
temperature, or an x-ray to measure bone density.

Translating and Measuring Mustang Customer Needs. The
customer need for performance llustrates how high-level needs
breakdown into a myriad of detailed needs.

STEP 4: DEVELOP PRODUCT

The overall quality objectives for this step are two:
1. Determine which product features and goals will provide the optimal
benefit for the customer.
2. Identify what is needed so that the designs can be delivered without
deficiencies.
Those who are designing physical products also can benefit from
thinking about the scope of product design. Remembering that the
customers needs are the benefits that the customer wants from the
product, the design of a piece of consumer electronics includes not
only the contents of the box itself but also the instructions for
installation and use and the help line for assistance. There are six
major activities in this step please see bellowe

Design Physical six major activities in this step:

1. Group together related customer needs.
2. Determine methods for identifying product features.
3. Select high-level product features and goals.
4. Develop detailed product features and goals.
5. Optimize product features and goals.
6. Set and publish final product design

STEP 5: DEVELOP PROCESS

Process development is the set of activities for defining the specific
means to be used by operating personnel for meeting product quality
goals.
The eleven major activities involved in developing a process are
Review product goals.
2. Indentify operating conditions.
3. Collect known information on alternate processes.
4. Select general process design.
5. Identify process features and goals.
6. Identify detailed process features and goals.
7. Design for critical factors and human error.
8. Optimize process features and goals.
9. Establish process capability.
10. Set and publish final process features and goals.
11. Set and publish final process design
1.

STEP 6: DEVELOP PROCESS CONTROLS/TRANSFER TO

OPERATIONS
In this step, planners develop controls for the processes, arrange to
transfer the entire product plan to operational forces, and validate the
implementation of the transfer. There are seven major activities in this
step.
1. Identify controls needed.
2. Design feedback loop.
3. Optimize self-control and self-inspection.
4. Establish audit.
5. Demonstrate process capability and controllability.
6. Plan for transfer to operations.
7. Implement plan and validate transfer