1.

Definition of quality control

Some definitions of quality control (quality control) are:

1. Quality control is the whole set of activities which is effectively integrated and can be used to
develop, preserve, and improve the quality of various businesses (in the form of products and
services) as economical as possible and at the same time fulfill satisfaction. (National
Productivity Council, 1985)

2. Quality control (quality control) is a management system involving all employees at all levels,
with applying the concept of quality control and statistical methods, to get customer and
employee satisfaction. (Astra TQC, 1984)

3. Quality control (quality control)) is the overall ranking integrated (system) that is effective in
developing quality, maintain and improve the quality of work, through various businesses groups
within the organization, making it possible to produce goods / services very economically, as
well as to provide satisfaction to consumers (Stephen, Productivity Series No. 14, APO).

4. Quality control (quality control) is a management system involving all leaders and employees
of all levels of position in consultation to improve the quality and productivity of work and
provide satisfaction to customers and employees. (Center National Productivity, 1985).

2. Basic Concepts of Quality Control

a. Quality Control Objectives:

1. Development of employee participation, by solving problems themselves by the

employee concerned

2. Improved individual ability

3. Increased productivity through collaboration between each others

4. Daily problem solving

b. Quality concept

1. Quality of product

2. Quality of cost

3. Quality of delivery time

 4. Quality of morale

5. Quality of safety

c. Quality Control Must Be Based on Fact (Speak With Fact)

1. The thing to note is

2. Avoid manipulation of facts

4. Avoid misinterpretation

5. Make a decision carefully

3. Quality control process

According to Mockler (1972), the quality control process can be broken down into the following
steps:

1. Set goals

The main objective of the project is to produce a product or installation with a predetermined
budget, schedule and quality constraints. This goal is produced from a basic plan and becomes
one of the main consideration factors in making a decision to invest or build a project, so that
these goals are a milestone in the control activities.

2. Scope of activities

To clarify the objectives, the scope of the project needs to be further defined, namely regarding
the size, limits, and types of work (in: work packages, SPK, RKS) that must be carried out to
complete the overall project scope.

3. Standards and criteria

In an effort to achieve goals effectively and efficiently, it is necessary to develop standards,

criteria, or specifications that are used as benchmarks for comparing and analyzing work. The
standards, criteria, and benchmarks chosen and determined must be quantitative, so also the
measurement and calculation methods must be able to give an indication of the achievement of
targets, such as:

a. In the form of units of money, such as budget units per work unit (SRK), work budget
per unit per hour, equipment rental per unit per hour, transportation cost per ton per km;
 b. In the form of a schedule, for example the time determined to reach the deadline;

c. The form of work units that have been successfully completed;

d. In the form of quality standards, criteria, and specifications, for example, related with
material quality, and equipment trial results.

4. Designing information systems

One thing that needs to be emphasized in the project control process is the need for an
information and data collection system that is able to provide accurate, fast, and accurate
information. The information system must be able to process the data that has been collected into
a form of information that can be used for decision making. At the end of a specified period of
time, reporting and inspection, measurement and data collection and information are carried out
as a result of the work carried out. In order to obtain a realistic picture, reporting as far as
possible is based on the measurement of the physical completion of the work.

5. Review and analyze the results of work

In this step, is analysis of the indicators and try to compare with the specified criteria and
standards. The results of this analysis are important because they will be used as a basis and basis
for corrective actions. Therefore, the method used must be precise and sensitive to the possibility
of deviations.

6. Hold corrective actions

If the results of the analysis indicate a significant indication of deviation, corrective steps should
be taken. Corrective action can be:

a. Reallocation of resources, for example moving equipment, labor, and supporting

facilities construction activities to be focused on installation construction activities in
order to pursue production schedules.

b. Add labor and supervision and the cost of contingencies.

c. Change work methods, methods, and procedures, or replace equipment used. The
results of the analysis and correction will be useful as feedback on future work planning
in order to work towards achieving the original targets.

4. Indicator of successful quality control

1. Quality improvement

2. Participation increased
3. Costs go down

4. Equipment efficiency increases

5. Improved occupational health

6. Productivity increases

7. Higher communication

8. More positive attitude

9. Product performance goes up

10. Customer satisfaction increases

11. Attendance dropped

12. Gossip decreases

 REFERANCES

Besterfield, Dale H.1998. Quality of Control. New Jersey: Prentice-Hall Inc.

Smith, Gerald M. 1998. Statistical Process Control and Quality Improvement Third edition. New
Jersey: Prentice-Hall.

Mockler, R.J 1972. The Management Control Process. New Jersey: Prentice-Hall.