Integrated Quality Management
Definition of Integrated Quality Management
Integrated Quality Management, that is, total quality management, is a fundamental and comprehensive value system in the management of an organization, which aims to improve performance in a long-term, sustainable manner, paying particular attention. attention to him. to achieve it. customer satisfaction while giving sufficient attention to meeting the needs of all stakeholders in the organization. Quality issues in integrated quality management require the participation and responsibility of all parties in the organization.
Therefore, an integrated quality management approach is not only partial, but comprehensive, involving all parties with an interest in the product. In addition, quality problems are no longer defined and seen as technical problems, but are more oriented to the realization of consumer or customer satisfaction. Integrated quality management also includes physical and non-physical factors such as organizational culture, leadership style and followers. Combining these factors leads to better and more meaningful service quality.
Integrated quality management or total quality management can also be interpreted as the incorporation of all organizational functions into a comprehensive philosophy based on the concepts of quality, teamwork, productivity, understanding and customer satisfaction (Ishikawa in Pawitra, 1993: 135).
According to Juran and Ishikawa, integrated quality management is an organizational effort to re-evaluate existing ways, habits, practices and operations, and then innovatively use all resources for cross-functional processes that serve the interests of customers so that the organization can achieve its vision and goals. The mission. Another opinion was expressed by Sugeng Pinando (2001), which states that integrated quality management is an activity that aims to optimize the competitiveness of an organization by continuously improving products, services, people, processes and the environment. In addition, Fandy Tjiptono and Anastasia Diana said that integrated quality management is a management system that prioritizes quality as a business strategy and is oriented to customer satisfaction, involving all members of the organization.
Integrated quality management is also assumed to be a management philosophy that institutionalizes existing, planned, sustainable resources and assumes quality improvement of the results of all activities in the organization: that all existing management functions and all personnel participate in the improvement process.
Improve the quality system and quality culture, the integrated quality management process starts from the customer and ends with the customer. The integrated quality management process has specific inputs (wants, needs, and expectations of customers), it transforms (processes) organizational inputs to produce goods or services, which in turn provides customer satisfaction (outputs).
Definitions of total quality management vary. Total quality management is defined as a combination of all company activities as a comprehensive philosophy based on the concepts of quality, teamwork, productivity, understanding and customer satisfaction (Ishikawa in Pawitra, 1993). Another definition states that total quality management is a management system that prioritizes quality as a business strategy and aims at customer satisfaction, involving all members of the organization (Santosa, 1992).
According to Arian (1999:25), integrated quality management (total quality management) is the application of quantitative methods and human resources used to increase the supply of raw materials and organizational services, to provide all organizational processes. the degree to which customer needs are met now and in the future.
According to Tjiptono and Diana (2004), total quality management is a business approach that aims to maximize organizational competitiveness by continuously improving products, services, people, processes and the environment. Meanwhile, according to Pulungan (2001), total quality management is an organizational management model that includes a set of procedures that can be used by everyone to continuously improve performance.
Total quality management, or total quality management, is a concept that includes efforts to continuously improve quality at all levels of management and in all organizational structures (Harianto, 2005).
Hanafiah and friends (1994) define total quality management as a systematic, practical and strategic approach to managing an organization that prioritizes the interests of customers. This approach aims to improve and control quality. Whereas comprehensive quality management in higher education refers to the way of managing educational institutions based on the philosophy that quality improvement must be maintained and implemented in all parts of educational institutions from an early age in an integrated and sustainable manner, namely education as education. service in the form of a learning process that meets or exceeds the needs of current and future customers.
The reason behind the need for total quality management is very simple, namely that the best way to compete and succeed in global competition is to produce the best quality. To produce the best quality, it is necessary to continuously improve human skills, processes and the environment. The best way to continuously improve component capability is to implement total quality management (Tjiptono and Diana, 2004).
The concept of integrated quality (Total Quality Management) is currently booming and known to many people. The philosophy of putting the customer first is now familiar to marketers. According to Russell and Taylor (in Fitriani 2008:22-23), integrated quality management refers to an emphasis on quality that covers the entire organization from suppliers to customers. Total quality management emphasizes management's commitment to continuously direct the company to achieve excellence in all products and services that are important to customers.
Based on the previous discussion on the concept of total quality management, the author concludes that what is meant by total quality management or integrated quality management in this study: “a set of principles and ways of managing the quality of an organization that is integrated and includes customer satisfaction, respect for all, expert-based management and improvement. on an ongoing basis, whose purpose is to provide satisfaction to the users of the organization's services."
History of Integrated Quality Management
Initially, the manufacturer determines the quality of the product. In subsequent developments, the quality of the product is determined by the buyer, and the manufacturer knows that the product is of high quality and can actually be sold because the product is needed by the buyer, rather than selling a product that can be done. .
Integrated quality development originally as a system, was developed in the United States. Society, especially the business community, initially ignored his ideas. However, some of them are key owners in the introduction and development of the concept of quality. Since 1980, their contribution to integrated management has been recognized worldwide. Their concept of integrated quality can be broadly expressed as follows.
1. F.W. Taylor (1856-1915)
F.W. Taylor developed a set of concepts that form the basis of the division of labor. His analysis using a time and motion study approach to manual work earned him the title "Father of Scientific Management." Taylor describes several elements of management theory in his book, namely:
- Everyone must have a clear task and must be completed in one day.
- The work must have standard equipment for the performance of its duties.
- Reasonable bonuses and allowances are paid to those who achieve maximum performance.
- Punishment, namely the loss of work that does not achieve the predetermined goals (personal damage).
Taylor separated planning from job improvement and thus separated work from responsibility for improving work.
2. Shewhart (1891-1967)
Was a statistician who worked at "Bell Labs" in the 1920s and 1930s. In his book "The Economic Control of Quality Manufactured Products", he made a significant contribution to improving the quality of manufactured products. Variation occurs across all aspects of processing, he says, and variation can be understood using simple statistical tools. Sampling and probability calculations are used to create control charts so that quality inspectors can more easily choose which products meet quality and which do not. Shewhart's results were of great interest to Deming and Juran, both statisticians.
3. Edward Deming
Born in 1900 and received a Ph.D. In 1972, he fully realized that he was teaching statistical quality control to engineers, not to managers who had decision-making authority. He said: "Quality is not defined in the shop, but in the executive suite". In 1950, he was invited by, "Union to Japanese Scientists and Engineers (JUSE)" was a member of a lecture on quality. Deming's approach can be key as follows:
- Quality is primarily the result of top management, not employees.
- The work system defines how the work is done and only managers can create the system.
- Only managers can allocate resources, train employees, select tools and equipment used by employees and ensure the space and environment necessary to achieve quality.
Thing. Only senior managers determine the market in which the company participate and which product or service to solve.
This means that it is impossible to achieve integrated quality management without the active participation of management.
4. Prof. Juran
Visited Japan in 1945 In Japan, Juran helped the Japanese government to structure industry so that it could export products to world markets. He helped Japan incorporate the concept of quality and manufacturing tools into the concept set that forms the basis of an integrated management process. Juran introduced three management processes for managing organizational finances known as the Juran Trilogy, namely financial planning, financial control, and financial improvement.
The details of the trilogy are as follows:
- Quality engineering, processes that identify customers and processes that produce products and services with the right characteristics and communicate this knowledge to all business partners to satisfy customers.
- Quality control, the process by which products are thoroughly inspected and evaluated according to customer requirements. All problems found are then resolved, for example a broken machine is repaired immediately.
- Quality improvement, the process of maintaining the established mechanism so that quality can be achieved in a sustainable manner. This includes allocating resources, assigning people to quality projects, training personnel involved in quality projects, and generally creating a permanent structure to champion quality and maintain what has been achieved.
The description of the quality indicators above is only a brief description. There are still many researchers in the field of quality who are not written for this occasion. It is clear that these scientists agreed on "the importance of continuously improving the quality of each product, even though the techniques taught are different." Now comes the concept of quality, adopted by the American Society for Quality Control, which states: Quality is the set of features and characteristics of a product or service that affect its ability to satisfy indirect needs (Kotler: 1994).