Menganalisis Implementasi Manajemen Mutu Terpadu (MMT) dalam Pendidikan

“School/madrasah as an educational institution is an institution that serves as an agent of change to solve the nation's problems. Therefore, in order to produce the quality of education, it is necessary to implement the concept of TQM (Total Quality Management) that in history has successfully led the business world in creating production quality best and can even exceed the satisfaction of customers standard. This study used a qualitative approach with methods of library research. The formulation of the problem involves understanding implementation of TQM, TQM in education, implementation of TQM principles in educational institutions, the pillars of TQM in educational institutions, measures the implementation of TQM in education and description of the failure in the implementation of TQM. The study results were obtained, among others; The first, implementation of total quality management (TQM) is an implementation or embodiment of a management concept that involves all components in the organization to jointly contribute to the organization's policies oriented to the improvement of product quality to customer satisfaction. Second, in educational institutions, implementation of TQM are used to improve administrative functions and operations, to manage the educational process as a whole, integrate TQM in the curriculum, the use of TQM in teaching methods in the classroom, the use of TQM for managing research and development activities. In addition, educators must be responsible for their duties proactively, they must develop a problem-solving process that makes sense and can identify and towards the main cause, capable of being the organization model and can measure what's working well and what is not, so that we will get a good system in institutional schools / madrasah. Third, in applying TQM, there are some principles that should be held, among others; focusing on consumers (users of educational services), broad involvement (teachers, staff, students, and community), their measurements, to understand education as a system, and their continuous improvement. Fourth, the five main pillars of TQM here are their products, relying on the process undertaken, the leader who moves in producing quality products, and a commitment among the leaders in the organization. Fifth, steps in implementing TQM in educational institutions include; the preparatory phase, the planning phase and the implementation phase. Sixth, the failure may occur in implementing TQM in educational institutions, if; there is a gap in the commitment of top management, one focus of attention, lack of adequate staff and support, relying solely training, the hope of obtaining results of a moment and force adopt a method that doesn’t comply with the requirement.”

This paper examined Total Quality Management (TQM) implementation in Research and Development (R&D) organisations with empirical data from South Korean and Taiwanese manufacturing firms. A literature review established three hypotheses in regard to similarity in TQM implementation patterns, the impact of TQM for innovation performance and the mediating role of hard TQM. TQM measures were based on the six criteria of the Malcolm Baldrige National Quality Award, while innovation performance measures consisted of product quality and product innovation aspects. Our findings indicated that TQM practices were uniformly applied across the two countries. TQM were also found to have a significant impact on product quality and product innovation. However, the hypothesised mediating role of hard TQM was dismissed.

This study investigated the relationship between Total Quality Management (TQM) practices and student academic achievement in secondary schools. The objectives were: (1) to examine the relationship between TQM practices and student academic achievement; (2) to explore the impact of teacher empowerment and stakeholder engagement on the effectiveness of TQM implementation; and (3) to analyze the role of technological integration in enhancing the application of TQM principles for improving teaching and learning processes. A quantitative correlational research design was used. The population included secondary school teachers and students, and a stratified random sampling technique was applied to select the sample from boys’ and girls’ public schools. Two self-developed instruments, the TQM Practices Questionnaire and Academic Achievement Scale, were employed. Both tools were validated by experts and demonstrated high reliability with Cronbach’s alpha coefficients above 0.80. Data were analyzed using Pearson’s correlation in SPSS Version 25. The findings revealed a moderate positive correlation between TQM practices and student academic achievement. Teacher empowerment and stakeholder engagement were significantly related to effective TQM implementation, while technological integration showed a strong positive association with the application of TQM principles in teaching and learning. Hence, it is recommended that schools adopt comprehensive TQM frameworks, empower teachers, actively involve stakeholders, and integrate technology to enhance educational quality. This study contributes valuable insights for policymakers and school leaders seeking to improve academic outcomes through quality management practices.

<p>El propósito de este artículo es dar prioridad a Gestión de Calidad Total (GCT) prácticas y examinar su importancia relativa en la implementación de GCT en pequeñas y medianas empresas (PYME) de la industria de dispositivos médicos, utilizando el método de Analytical Hierarchy Process (AHP). Modelación matemática fue el método de investigación adoptado. La elección de AHP también se basó en la necesidad de adquirir conocimientos de diferentes empresas. Algunas implicaciones se pueden destacar. Dos factores estratégicos (Sistema de Gestión de Calidad y Planificación de la Calidad) y un factor táctico (Gestión de procesos) están fuertemente correlacionados y indicados por los expertos como tener la mayor importancia. Por último, el método AHP desarrollado en el presente estudio ha demostrado ser útil para dar prioridad a las prácticas relativas a la aplicación de la GCT en las empresas de dispositivos médicos. Los resultados pueden ser información útil para los administradores de dispositivos médicos que trabajan en las principales prácticas con el fin de mejorar el rendimiento de la GCT.</p>

This conceptual paper explores the impact of Total Quality Management (TQM) on employee satisfaction and performance in manufacturing industries in China. TQM is a comprehensive management philosophy that emphasizes continuous improvement, customer satisfaction, and employee involvement. Through an examination of various TQM factors, this paper delves into their influence on employee satisfaction and performance. The discussion highlights key insights regarding the relationship between TQM and employee outcomes. Factors such as employee involvement, training and development, effective communication, supportive leadership, teamwork, and additional elements like empowerment, recognition and rewards, continuous improvement, work-life balance, and employee feedback and participation are identified as crucial contributors to employee satisfaction and performance. By implementing TQM practices that align with these factors, manufacturing industries in China can create a positive work environment that fosters employee satisfaction and enables enhanced performance outcomes. This, in turn, can lead to sustainable competitive advantage and continuous improvement. The findings of this paper offer valuable implications for organizations seeking to enhance employee satisfaction and performance through TQM implementation. They highlight the importance of tailoring TQM practices to the specific needs and context of the workforce, while also recognizing the significance of employee involvement, supportive leadership, effective communication, and teamwork. This conceptual paper provides a foundation for further research on TQM implementation and its impact on employee outcomes in Chinese manufacturing industries. By continuing to explore the relationship between TQM and employee satisfaction and performance, organizations can strive for continuous improvement and achieve optimal results.

PurposeThe purpose of this paper is to investigate the extent of total quality management (TQM) implementation in Libyan manufacturing companies (LMCs), and evaluates the impact of ISO 9000, and company size on its implementation.Design/methodology/approachA framework, comprised of six TQM elements is proposed. Data was collected by means of a survey questionnaire distributed to those companies which agreed to participate.FindingsThe results are the responses of a comprehensive survey which showed that Libyan companies are still struggling to effectively embark on TQM. The correlations among the six investigated TQM elements were positive and significant. This study also investigated whether the level of TQM implementation is influenced by contextual factors, including company size and ISO 9000 certification. It was found that there were no differences between TQM elements across ISO and non‐ISO certified companies. The findings also revealed that there is no significant difference between small and medium (S&M)‐sized companies (on each of the TQM elements) and those of large companies.Research limitations/implicationsA longitudinal and wider research is required to investigate TQM implementation across private manufacturing and other companies.Originality/valueThis analytical study is the first to determine the degree to which TQM has been adopted in the Libyan industrial sector (LIS). The results will contribute to the literature by examining the relationship between the proposed TQM elements, and investigating the impact of contextual factors (ISO 9000, company size) on each element of TQM. This research should prove valuable for the Libyan Government in its stated efforts to motivate companies to embark on a TQM program and improve their business performance which, in turn, will improve the Libyan economy.

Determinants and performance effect of TQM practices: An integrated model approach

The Implementation of Total Quality Management in Maritime Educational Institutions in the Philippines

Purpose The purpose of this paper is twofold: first, to present a set of critical factors for total quality management (TQM) and supply chain management (SCM) practices through an extensive literature review; and, second, to identify the relationships among them by comparing the identified TQM and SCM practices in order to explore the concept of supply chain quality management (SCQM). Design/methodology/approach To meet the goals of this work, a review of published quality research papers was carried out. For this, the authors identified papers on TQM and SCM practices and observed how these practices improve the business performance of organizations. Further, on the basis of identified practices, a conceptual model of SCQM was developed. Findings The results presented a set of six critical factors each for TQM and SCM practices. Further, it was found that management support and commitment, customer focus, information and supplier partnership are the most common practices found in both TQM and SCM practices. The integration of TQM and SCM (SCQM) throughout the supply chain has the strongest impact on the organizational performance. Research limitations/implications The study used data from various research papers of reputed journals which considered the study of India’s manufacturing industry as well as other countries, which may not provide a clear picture. However, this can be overcome by applying the findings of this paper to collect data from Indian manufacturing industry in future studies. Practical implications Indian manufacturing industry can improve its competitive image through the synergy of TQM and SCM. The result of this paper will help in providing a greater understanding of identified TQM and SCM practices that will lead to the successful implementation of TQM and SCM strategies to enhance business performance in terms of the improved levels of customer service. Originality/value Much of the attention is given on TQM and SCM practices, and very few studies have been undertaken to integrate TQM and SCM practices. But as far as the authors know, there is no study undertaken to integrate TQM and SCM practices in India for the manufacturing class. Therefore, this study compares TQM and SCM practices and considers their integration and can be thus treated as filling a gap in the extant literature. Therefore, the findings of this review paper will contribute in future research.

In a competitive industrial environment, companies need to improve the quality of their products and services. One approach that can be taken to improve product and service quality is by implementing Total Quality Management (TQM). TQM has several practices. TQM practices commonly implemented by companies are leadership, customer focus, improvement and development, and also employee satisfaction. TQM will influence company performance, both in terms of financial performance, employee performance, innovation performance, operational performance and other performances. The aim of this research is to review the literature regarding TQM and performance of organization in various countries and various industrial sectors. The results of a review of 16 literatures mostly show that TQM has a positive relationship with company performance. However, not all TQM practices have a significant influence. Other factors such as company size and company profits also do not show a significant influence on company performance.

Post liberalization in the nineties, Indian economy transformed with an influx of multinational automotive companies into India. The entry of these foreign auto companies changed quality standards and impacted the complexity of the parts required by OEMs. The component manufacturers embraced the practices of Total Quality Management (TQM), Total Productive Maintenance (TPM) and lean manufacturing practices . The journey towards TQM was propelled by the vision to become global. One of the strategies that Indian component manufacturers adopted to become part of the global value chain was the QS 9000 certification. This paper is an attempt to understand the impact of QS 9000 certification on TQM implementation. It ascertains the role that QS 9000 certification plays in transforming organizations with respect to the critical success factors of TQM implementation. The analysis is based on data collected for a specific study on TQM among auto component manufacturers in Chennai. Data pertaining to the level of critical success factors was examined prior to and post certification, to draw conclusions.

Purpose: This study aims to assess the influence of Total Quality Management (TQM) practices on the organizational performance of construction contractors. It identifies eight key TQM practices and measures their influence on performance indicators, with a focus on providing guidance for prioritizing and implementing these practices to achieve specific performance targets. Design/Methodology/Approach: The research collected and analysed data from 275 contractor firms located in Abuja, Nigeria, with a response rate of 163. Multiple statistical methods were employed to assess the relationship between TQM practices and organizational performance. The eight identified TQM practices include top management commitment, customer focus, employee management, education/training, continuous improvement, process enhancement, supplier quality management, and information analysis. Findings: The study's findings underscore the critical role played by specific TQM practices in positively influencing the organizational performance of construction contractors. Notably, practices such as top management commitment, training, process management, and continuous improvement were found to have a significant impact. Mapping analysis was used to establish strategies for aligning TQM practices with performance indicators, providing a practical roadmap for improving specific aspects of organizational performance. Research Limitations/Implications: This research acknowledges certain limitations. Firstly, the study focused on construction contractors in Abuja, Nigeria, which may limit the generalisability of the findings to other regions or industries. Secondly, while the research identified key TQM practices, it did not delve into the specific challenges or obstacles that organizations might encounter during implementation. Future studies could explore these issues in greater depth. Practical Implications: The study offers valuable practical implications for construction organizations. It emphasizes the need for a flexible approach to adopting TQM practices tailored to support targeted performance improvements, recognizing that a one-size-fits-all approach is not suitable for all industries. Furthermore, the study underscores the significance of sustained commitment from top management in promoting the importance of TQM throughout the organization, highlighting its role as a catalyst for positive change. Originality/Value: This research contributes to the field by bridging the gap between TQM practices and organizational performance in the construction industry. It provides a nuanced understanding of which TQM practices are most influential and how they can be strategically aligned with performance indicators. This adds value by offering organizations a clear roadmap for enhancing their performance and competitiveness through the adoption of TQM principles.

Total quality management (TQM) is an inescapable strategic and business development tool, and there is a widespread consensus that implementation of total quality management plays a vital role in achieving the success of the organisations. This study investigates the relationship between the practices of total quality management and the organisational success with reference to the electronic industry in the United Arab Emirates with a sample of 50 firms in 2016-17. The literature on the TQM widely supports the success of TQM practices in making their organisation successful. The results of this exercises arrived through regression, co-relation, etc., the methods are also in consonance with the studies in the field, proving TQM to be a pure business/organisation success tool more so in the electronics in the UAE, open to global competition, calling for a culture of quality and commitment to TQM by the management.

PurposeThe purpose of this paper is to explore the relationship between competitive strategy, total quality management (TQM), and continuous improvement of international project management (CIIPM).Design/methodology/approachBased on a literature review, a theoretical model and five hypotheses are developed. A cross‐sectional data set collected from 268 international project managers based in four countries is used to test the theoretical model.FindingsThe results from the statistical analysis suggest that competitive strategy does not directly influence the CIIPM performance, but it influences through the mediation of TQM practices. The results also suggest that “human resource‐based” TQM elements have stronger influence toward CIIPM performance than “technology‐based” TQM elements.Research limitations/implicationsThe study used four TQM variables, which originated from the MBNQA (1995) framework. Although the four variables are robust and sufficiently represent the TQM dimension, the multi‐dimensional nature of TQM practice can be investigated further. Further, the study only utilized a single variable of CIIPM in investigating international project management performance. As future TQM and international project management practices go through evolutions, additional elements may be incorporated into the three‐domain contingency model.Practical implicationsThe study results suggest that the TQM elements fully mediate the relationship between competitive strategy and CIIPM. This implies that organizations need an innovative management methodology, such as the TQM practice, in order to achieve competitive strategy materializing towards international project management performance. Further, the findings suggest that it is the soft TQM elements (i.e. top management's leadership, compensation, training and empowerment) that impact the CIIPM more significantly.Originality/valueAlthough numerous classical studies are reported in various contexts involving competitive strategy, TQM practice, and project management performance, no existing study focuses on how these three domains are linked together.

The main purpose of this research is to investigate the relationship between Total Quality Management (TQM) success factors implementation and the employees’ job performance of an oil company located in the province of Batangas, Philippines in order to propose TQM strategies that could further sustain the implementation of the practices. The 100 employees selected through purposive sampling are the participants of the study. The validated questionnaire was administered through electronic data surveying. Data were statistically treated with the techniques used such as measure of central tendency to determine the participants’ demographic profile, assessment of the TQM success factors and the effect of TQM to the employees’ job performance, and Pearson correlation coefficient to determine the relationship between the implementation of TQM success factors and employee job performance. The results indicated that employees strongly agree that all the eight success factors of TQM are visibly implemented in the company. Among the eight success factors, it is training and development, quality culture and customer focus which garnered the highest ratings. For the effect of TQM in the job performance, it was revealed that the employees consider the TQM implementation with respect to doing their excellent performance in their jobs. Lastly, there is a significant relationship between the implementation of TQM success factors and employee job performance. This findings give an implication that oil companies may consider the full implementation and decide on proper application of the success factors to their organization as these are significantly affecting the job performance of the employees. Thus, the proposed TQM strategies can be of help in the sustaining the implementation of TQM practices.
 Keywords: TQM practices, job performance, oil company