Characteristics of Organizations that Implement Quality Culture

Characteristics of Organizations that Implement Quality Culture Quality culture in an organization has universal characteristics regardless of the products/services produced. Here are 10 characteristics of quality culture in organizations in the book Integrated Quality Management (MMT), including: 1) Behavior matches the slogan This means that in institutions where the quality culture has grown well, the behavior of the leadership and all staff and employees is in accordance with the motto, slogan, and motto that is formulated and displayed or exists in the institution. This means that the slogan, motto, and motto have been internalized, become a guide, guide, and instruction in every behavior of the leadership and citizens of the institution. There are institutions that have the motto: We do it now, not tomorrow; "Leading in Character University"; Ready to go to World Class University. To find out whether a quality culture has grown in the institution, a survey can be conducted with internal and external respondents of the institution whether the motto has been reflected in their daily lives. 2) There is always a customer desire survey and it is used to improve quality. This means that the institution is aware of its commitment to focusing on customers. For this reason, institutions always conduct routine surveys to obtain input from customers. The survey results are analyzed and used as a basis for formulating product/service quality improvement programs that can meet or even exceed customer/client expectations. 3) Staff are involved and empowered This means that staff and employees are invited to participate in determining policies and are facilitated to increase their capabilities to increase the effectiveness and efficiency of production or services produced which ultimately meet or exceed customer expectations. 4) Work is carried out in teams This means that all programs are attempted to be carried out by teams. Broadly speaking, there are two types of teams in quality management, namely teams whose members have cross-skills for short-term goals and are often called project control groups (quality control projects-QCP). The work period of this team ends when the project target has been achieved. The second team is a team whose members consist of those in the same profession to improve their profession. The work period of this team continues forever according to the existence of their profession. This team is often called the quality control circle (QCC). 5) Top management is required to have commitment and be directly involved (not delegated) In a quality culture that has grown, top management is directly involved with staff and employees (of course with a certain portion). Unlike conventional agencies in general, top management delegates or delegates its staff so that leaders cannot experience group dynamics. Leaders also have a commitment to making policies and programs that are in accordance with MMT values, including the necessary funding. 6) Sufficient resources are always available wherever and whenever needed As in most organizations, organizations in the field of physical development education dominate budget allocations so that HR development often does not get an adequate portion. HR quality plays a vital role in the quality management system. Procurement of physical facilities needs to be accompanied by improving the quality of its HR. A paradigm is needed to prioritize improving the quality of new HR accompanied by adequate physical facilities. 7) Training is available for all levels of workers Continuing point 6 above, the role of HR in improving quality is very vital, not only staff and managers (Education Office, supervisors) but also frontline workers (teachers and school staff). The type of training provided should include staff professional development materials and materials on MMT/TQM. 8) Reward and promotion systems based on contributions to quality improvement Awards are given to the team because the work is always attempted to be done by the team and this award must be fair according to the principle of equality. 9) Colleagues are treated as internal customers In line with the contemporary perspective on suppliers and customers explained in Chapter IV that customers not only include external customers but also internal customers, namely colleagues in the organization. This is necessary according to the MMT philosophy that every individual in the organization must satisfy all customers, so if colleagues are customers, they must also be satisfied. In the context of schools, for teachers, the main external customers are students, but teachers must treat teaching staff and fellow teachers and also the principal as their internal customers/clients. 10) Suppliers are treated as partners In institutions where a quality culture has not yet grown, suppliers are not treated as partners. Suppliers are not considered to affect the quality of the products/services produced. In the context of total management, suppliers must be considered as partners because they will contribute to the quality of the products/services produced. Suppliers in the context of schools can include, among others, lower-level schools for the supply of students and educational institutions for the supply of teachers and principals. The characteristics of organizations that have a strong quality culture according to Juran (1985) in Mulyadi (2010:119-120) are as follows: • Management philosophy is described broadly. • Emphasizing the importance of human resources in the organization. • Holding ceremonies for important moments in the organization. (d) Providing recognition and awards for successful workers. • Having an effective internal communication network to communicate culture. • Having informal rules of conduct. Having a strong value system.