QUALITY MANAGEMENT
I. Definition of Quality (Quality)
Quality (quality) in the ISO 9000 framework is defined as "the overall features and characteristics of a product or service that affect the ability of the product to satisfy certain needs". This means that we must be able to identify the characteristics and characteristics of the product related to quality and then make a basic benchmark and how to control it.
This definition clearly emphasizes customer satisfaction or product users. In a building project, the customer can mean the assignor, the building tenant or the user community. For example, in terms of design, satisfaction can be measured in terms of aesthetics, function fulfillment, material durability, safety, and timeliness. Meanwhile, in terms of implementation, the measurement is on the tidiness of completion, integrity (according to drawings and specifications) of implementation, exact time of delivery and cost, and free of defects.
II. Definition of Quality Management
Quality Management is the aspects of the overall management function that determines and implements the quality policy of a company/organization. In order to meet customer needs and on time with a cost-effective and economical budget, a project manager must incorporate and conduct quality management training. Matters relating to the quality referred to above are:
Product / service / implementation process.
The project management process itself.
In the demands of the times, and in the era of free competition, we have to learn a lot about things related to the management process in the work environment, especially about the importance of systems and their realization in projects in the field.
III. Project quality management
This section focuses on the process of project management. There are 2 models or techniques that have been successfully combined and applied in training at construction consultants in improving the process performance of project management, including: the Continuous Quality Model and the Process Quality Management Model.
IV. Continuous Quality Management
Is a way used by a company which can be used to improve their business processes. It is a way of life for all organizations seeking to achieve a competitive position in the fast pace of industrialization.
V. Process Management Model
This model or method is used to connect critical success factors to business processes.
This establishes the foundation upon which the Continous Quality Management Model continues to conduct a thorough analysis of the steps and processes for improving and capitalizing on existing opportunities.
Use of quality in construction projects
Integrated quality management is a commonly used approach to obtain a desired quality. And the quality of a project is a special issue which must require a special interpretation as well.
There are 6 (six) scopes of project work where quality must be tested and checked, namely:
1. The quality of the lighting and the decisions of the client 2. The quality of the design process
3. Material and component quality 4. The quality of the project pool
5. Quality of project management activities
6. Project management as an average of project quality improvement
VI. Terms of Use in Quality Management
There are several parts which are used in quality management. In the context of several constructions will be explained.
a. Inspection
Inspection is a tool for measuring construction process activities to check whether standard specifications have been achieved.
b. Quality Control
Quality Control (Quality Control) is a technique and operating activities used so that certain desired quality can be achieved. Its activities include monitoring, eliminating known problems, reducing deviations/unnecessary changes and efforts to achieve economic effectiveness.
Quality (quality) in the ISO-9000 framework is defined as “the overall features and characteristics of a product or service that affect the ability of the product to satisfy certain needs”. This means that we must be able to identify the characteristics and characteristics of products related to quality and then make a basic benchmark and how to control it.
VII. Quality Assurance
Quality Assurance is all systematic and planned actions needed to ensure certainty and confidence in the quality of the products/services provided. Its activities include process activities, both internal and external, including formulating customer needs.
The purpose of this Quality assurance is to identify the progress of quality. Quality assurance evaluates the cost of the project as a whole on a regular basis to determine the budget that comes out relevant and in accordance with quality standards.
VIII. Total Quality Management (integrated quality management)
In recent years it is very important to improve the quality of a product that is produced. This pressure mostly comes from large international companies such as car
and computer companies. Competition between these companies forces them to further improve the quality of the products they produce, in order to gain the trust of the market.
5 ( five ) pillars in Total quality management
All management systems that uphold humanity are needed to incorporate the principles of total quality management into every aspect of the organization. Bill Creech, one of America's 90s dream management teams, has long used the five pillars as a way to illustrate the need for a broad base for TQM. According to Bill Creech, the product is the focal point for organizational goals and achievements. Quality in the product is impossible without quality in the process. Quality in the process is impossible without proper organization. Proper organization is meaningless without adequate leaders. Strong commitment from the ground up is a pillar of support for all others. each pillar depends on the other pillars, and if one is weak the others will be weak.
IX. Application of TQM in Organizations
Within the 5 pillars of integrated quality management, the organization is the pillar in the middle. The way we organize clearly affects all other elements and activities. The organization is the framework that the entire management system relies on for efficient work results. For that reason the organization does more than anything in determining the overall health and vitality of the system. Experience has shown that some organizational structures are only suitable for centralized systems,
whereas others are suitable only for decentralized systems. The establishment of centralism on inputs and dependence on excessive regulation depresses the human spirit. Rough treatment of human system factors makes people feel alienated and can also extinguish our motivation. On the other hand, a decentralized structure makes it easier for leaders and frees up creativity. Actually. The key question is whether the organization develops or dampens the human spirit. Therefore, how do we choose
organizations that can lift us up and organizations that can bring us down. In this regard, thinking about the structure of an organization in a vertical sense is traditional.
Like a pyramid with a peak, a
basic, with multiple layers of management in between. But it can also be thought of as a triangle , which, on one side, has a front and a back. The higher the gear to tail ratio of that organization. Needless to say, the more fierce the competition in the era of globalization, the more teeth are needed. Employees are on the front, on the cutting edge directly dealing with customers and competitors.
Most in American business refer to employees as Frontline
(frontline), but that's just front-to-back thinking. In the final analysis, roles are won by what goes ahead. The ultimate outcome of economic competition between organizations and between countries is determined in exactly the same way. The end result depended on the executing spearhead. Therefore conceptual thinking about the organization must start from the bottom (at the front) and continue from there, with an increasingly focused focus on how to make the best structure for the organization and arrange for the frontline to be competent, creative, and provide commitment as a prerequisite. for success.
Change has now spread everywhere and the quality process is talked about by many people. But little has actually changed. This is caused by most companies are viewing the process that occurs is not an extension of their requests from the entire organization. This is a serious omission because therein lies the most grievous damage caused by centralism. The structure that it generates and hangs in order.
supporting his teachings is the opposite of responsiveness and flexibility. And that makes it old-fashioned and unsuitable for the fast-moving competition of the globalization era. While some staunch practitioners of centralism profess to support change, in reality the change is just a patchwork of a system that is so fundamentally broken that the usefulness of the patch is of little consequence.
