ANALYSIS OF THE RELATIONSHIP BETWEEN QUALITY CULTURE AND QUALITY IMPROVEMENT PROGRAM IMPLEMENTATION

• Main Author: ARIF (NIM : 23404029); Pembimbing : DR.Ir.Ubuh Buchara Hidajat , FAHMI
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/15598
• Institution: Institut Teknologi Bandung

Quality improvement programs, as an essential factor to competitive success, have been implemented widely. These programs are operational forms of various quality improvement systems either in the form of standard system such as ISO 9000 series or award system such as Deming Prize, Malcolm Balridge National Quality Award and European Quality Award. Quality improvement program implemented in order to manage process in achieving and maintaining a consistent desired level of quality. Unfortunately, these implementations were often failed. One of the greatest obstacles faced by the organization attempting to implement the program was the cultural barrier. Many researchers have proven it. <br /> <br /> In this context, the cultural factor refers to quality culture as an integrated part of corporate culture. Quality culture had been defined as patterns of habits, values, beliefs, and behaviors concerning quality. Since that was known that cultural problems were often inhibiting the program, we can presume that the relationships between quality culture and quality improvement program were exist. <br /> <br /> Relationships between quality culture and implementation of quality improvement program in this research were being investigated by using company A and company B as the case of study after it had been known that there is a different level of quality improvement program implementation. The data of quality improvement program, which was constructed from the elements of ISO 9000 series, Deming Prize, Malcolm Balridge National Quality Award and European Quality Award, are collected by interviewing the persons who have responsibility to the program. <br /> <br /> Quality culture identification was done by analyzing questionnaires responds that had been collected form 184 respondents within those two companies. Some quality culture variables taken from previous research were not valid for this research. Validity and reliability analysis found only 28 of 40 variables were valid. These variables then summarized to be 5 dimensions by factor analysis. These 5 dimensions are: teamwork, leadership for quality, supplier partnership, people involvement & empowerment and quality awareness. <br /> <br /> Those 5 dimensions are representation of quality culture, so quality culture comparison could be run by comparing those dimensions. Quality culture condition was compared by 2-independent sample t-students test procedure. Some analysis then applied to the comparisons result. From that analysis, the relationships between quality culture and implementation of quality improvement program were found. The analysis shows that at the higher quality