scholarly journals CIKAL BAKAL TOTAL QUALITY MANAGEMENT (TQM) PADA PERUSAHAAN JEPANG DAN IMPLEMENTASINYA PADA PERUSAHAAN-PERUSAHAAN DI INDONESIA

2019 ◽  
Vol 4 (2) ◽  
Author(s):  
Puji Isyanto
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Continuous Improvement ◽  
Descriptive Analysis ◽  
International Standards ◽  
Employee Empowerment ◽  
Total Quality ◽  
Japanese Companies ◽  
Quality Function Development

ABSTRAK This study aims to examine total quality management in Japanese companies and their implementation in companies in Indonesia. This research method uses descriptive analysis method. Total Quality Management that binds to Japanese companies is inseparable from Kaizen culture, so that Japan applies the principle of customer satisfaction, Quality Function Development (QFD), employee empowerment and continuous improvement for the company. Product development carried out by Japanese companies is to meet market segments with international standards and on the quality side of the product. Continuous improvement in various fields, respect and teamwork are the keys to the success of Total Quality Management in Japanese companies. Japanese companies are identified as having long-term time horizons. Companies in Indonesia can adopt total quality management well so they can create excellence. Keywords: total quality management, kaizen, continuous improvement.

Total Quality Management—Excellence—Deming Management Method

2017 ◽  
pp. 83-95
Keyword(s):  
Higher Education ◽  
Quality Management ◽  
Total Quality Management ◽  
Continuous Improvement ◽  
Continuous Quality Improvement ◽  
Employee Empowerment ◽  
Total Quality ◽  
Student Orientation ◽  
Continuous Quality ◽  
Management Method

Higher Education Institutions worldwide, in order to enhance product and service quality and boost customer satisfaction, are replacing conventional management methods and systems with Total Quality Management (TQM). Higher education managers need to cultivate and sustain a quality culture within their institution emphasizing the following elements: (a) quality leadership, (b) student orientation, (c) employee empowerment, (d) teamwork, and (e) continuous quality improvement. Deming, furthermore, pointed out that the necessity of top management involvement, attention to the customers' needs, and the participation of all staff in the process of continuous improvement, were fundamental keys to corporate success. Chapter three presents a brief overview of the Deming Management Theory, the elements of a Quality and Excellence Culture and the theory of Total Quality Management, in order to help the reader understand why Deming and TQM have gained such popularity in the management community.

scholarly journals A Preview of Total Quality Management (TQM) in Public Services

2017 ◽  
pp. 3285
Author(s):  
Avia Enggartyasti ◽  
Rezzy Eko Caraka
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Continuous Improvement ◽  
Management System ◽  
Public Services ◽  
Management Approach ◽  
Total Quality ◽  
Public Organisations

Total Management System or Total Quality Management (TQM) is a management system that focuses on the Customer by involving all levels of employees in upgrading or continuous improvement. Total Quality Management used data and effective communication to integrate his discipline into the culture and quality of company activities. In short, Total Quality Management (TQM) is a management approach to achieve long-term success through customer satisfaction. This study had two objectives. The first objective was to examine challenges when implementing TQM in public organisations. The second objective was to argues that TQM brings good implications to public services to enhance service quality. 

PENGARUH TOTAL QUALITY MANAGEMENT (TQM) TERHADAP KINERJA PERUSAHAAN MELALUI PERILAKU PRODUKTIF KARYAWAN PADA PT. TOMORROW’S ANTIQUES INDONESIA

2019 ◽  
Vol 1 (2) ◽  
pp. 1-20
Author(s):  
I Wayan Suartina ◽  
Ni Nyoman Adityarini Abiyoga Vena Swara ◽  
Ni Luh Sri Astiti
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Path Analysis ◽  
Quantitative Method ◽  
Descriptive Analysis ◽  
Company Performance ◽  
Total Quality ◽  
Analysis Technique ◽  
Z Value

This study aims to determine the effect of Total Quality Management (TQM) on employee productive behavior and company performance at PT. Tomorrow’s Antiques Indonesia. This study uses a quantitative method with a sample of 104 employees. Data was collected by observation, interviews, documentation, literature, and questionnaires. The analysis technique used descriptive analysis, path analysis (analysis path), and sobell test. The results of the total quality management (TQM) research have a positive and significant effect on employee productive behaviour at PT. Tomorrow's Antiques with coefficient of 0.986 and a sig value of 0.00 <0.05; employee productive behavior has a positive and significant effect on company performance at PT. Tomorrow's Antiques with coefficient of 0.606 and a sig value of 0.00 <0.05; total quality management (TQM) has a positive and significant effect on company performance at PT. Tomorrow's Antiques with coefficient of 0.396 and a sig value of 0.00 <0.05, and employee productive behaviour can mediate the effect of total quality management (TQM) on company performance at PT. Tomorrow's Antiques with Z value (17,311) > Z table (1,96).

scholarly journals Organisational culture, organisational learning and total quality management: A literature review and synthesis

1999 ◽  
Vol 22 (3) ◽  
pp. 162 ◽  
Author(s):  
Geoffrey Bloor
Keyword(s):  
Quality Management ◽  
Health Services ◽  
Literature Review ◽  
Total Quality Management ◽  
Continuous Improvement ◽  
Organisational Culture ◽  
Organisational Learning ◽  
Total Quality ◽  
Improvement Programs

As health services face increasing pressure to meet the expectations of different stakeholders,they must continuously improve and learn from their experience. Many fail in attempts at continuous improvement programs because managers have not understood the complexity of making changes in organisations with multiple subcultures and interests. This article examines the related concepts of organisational culture, organisational learning and total quality management and shows how a synthesis of this knowledge can assist in develop ingcontinuous organisational learning and improvement.

Examining the relationship between soft total quality management (TQM) aspects and employees' job satisfaction in “ISO 9001” Sudanese oil companies

2020 ◽  
Vol 33 (1) ◽  
pp. 95-124 ◽  
Author(s):  
Abuaraki Osman Ahmed ◽  
Abdalla Abdelrahim Idris
Keyword(s):  
Job Satisfaction ◽  
Quality Management ◽  
Total Quality Management ◽  
Positive Association ◽  
Employee Empowerment ◽  
Iso 9001 ◽  
Total Quality ◽  
Content Type ◽  
Oil Companies ◽  
The Relationship

PurposeSoft total quality management (TQM) aspects are the facets of TQM that mainly concern with the management of human resource in a way to achieve the results of employees' job satisfaction. Based on this approach, the objective of this research is to examine the relationship between the most popular five soft TQM aspects and employees' job satisfaction in “ISO 9001” certified Sudanese oil companies.Design/methodology/approachData were collected through questionnaires from employees across a total of five Sudanese oil companies owned by the government, and adopting an ISO-9001 quality program. The total population of the study consists of 1,505 permanent employees, while the sample size was 253 employees, determined by adopting a stratified random sampling technique. The multiple regression model was adopted for data analysis.FindingsThe results showed that the construct of soft TQM aspects including “top management commitment”, “employee empowerment”, “teamwork”, “training and education” and “employee involvement” explain 74% in the variance of employees' job satisfaction. Results showed positive association between soft TQM aspects and employees' job satisfaction at the 5% significance level. It was also found that each individual variable of the five soft TQM aspects has a significant positive association with employees' job satisfaction. Meanwhile, the results indicated that the most important soft TQM aspect in explaining the variability of employees' job satisfaction was the “employee empowerment” with the highest correlation coefficient (β) of (0.189).Practical implicationsThe study recommends that in order to achieve their primary goal of employees' satisfaction, HR practitioners within organizations adopting total quality programs should align their practice in such a way to enhance soft aspects of TQM. Policy makers and top management in order to gain long-term infrastructural benefits obtained from employees' job satisfaction should show a visible support to TQM programs and allocate necessary resources to train their staff in the quality management system that enhance their empowerment and involvement. The study also recommends that since soft aspects of TQM raise their job satisfaction, employees should support and conform to quality management systems within their organizations.Originality/valueThe paper focuses on soft TQM aspects’ practical implementation. The findings make a significant contribution by using ISO-certified governmental Sudanese oil companies and tested the hypothesized model entails the impact of soft TQM implementation and employees' job satisfaction.

Why Are There So Many Different Continuous Improvement Models?

2019 ◽  
Vol 9 (1) ◽  
pp. 73-91 ◽  
Author(s):  
Brian J. Galli
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Continuous Improvement ◽  
Business Process ◽  
Six Sigma ◽  
Lean Manufacturing ◽  
Profit Maximization ◽  
Customer Retention ◽  
Total Quality ◽  
Maximum Profit

This article examines the implementation of continuous improvement patterns and the various continuous improvement (CI) models used in an organization. Despite the size of an organization, the goal is to achieve the maximum profit by pursuing continuous improvement. There are certain models and theories used in organizations for this reason, which include total quality management, business process re-engineering, Six Sigma, and Lean manufacturing methodology. These models are not only concerned with customer retention and profit maximization, but they are also equally effective for the employee's wellbeing. Different methodologies used in continuous improvement processes will help industrial engineers simplify complex tasks by applying CI tools to different situations. However, the key is to understand what tools and models are appropriate for each application.

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