70
The following figure highlights the level of response from individual respondents taken part in this research, irrespective of their companies, in relation with the contractors’
major objective for quality programs
Figure 4.23 Major objective for quality programs in the construction industry in Semarang.
The majority of respondents 64 said that the major objective for quality programs is to increase productivity. It is followed by the employee involvement in the
quality building efforts and compliance with statutory, environment and safety requirement with 18 respondents respectively.
4.8.9 Steps Taken by Contractors for Quality Improvement Plan
Respondents were asked about the steps taken in their organization for the quality improvement plan. Results in general for the respective companies are shown in the table
below.
Table 4.25 Steps taken for quality improvement plan by the respective contractors
Companies The Step taken for the plan
Waskita Karya Organize a multi-disciplinary team.
Pembangunan Perumahan
Implementing an educational program. Wijaya Kusuma
Data collection to measure the process. Wijaya Karya
An internal awareness program is underway. Hutama Karya
An internal awareness program is underway. Adhi Karya
Defining benchmarks for improvement.
64
18 18
10 20
30 40
50 60
70
Increase productivity
Involvement of employees
in the quality building
effort Compliance
with statutory,
environment and
safety requirement
71
Results in general show that different answers were given by contractors to describe the step taken for the quality improvement plan. Two companies said that an
internal awareness program is underway in their organization, while one contractor each chose data collection to measure the process, implementing an educational program,
defining benchmarks for improvement and organizing a multi-disciplinary team as the step taken for the quality improvement plan.
The tasks of multi-disciplinary team are to recognize problems which put obstacles in development implementation, look for the solution to solve the problems and
improve the quality. The benefit of having a multidisciplinary team filled with a diverse range of skills and expertise seems obvious. Yet past research on this issue has been
inconsistent, with some studies even suggesting that a team’s diversity can have a negative effect. One apparent drawback is that team members with shared backgrounds tend to
organize themselves into opposing cliques. The contractor using data collection to measure the process as their step taken in
quality improvement did so because by collecting the data the contractor can improve and develop the quality as well as get the best result from this survey. Other contractors which
have an internal awareness program currently underway as their step taken in quality improvement plan view employee’ awareness about TQM and its objectives can help them
achieve the programs for quality improvement. The following figure highlights the level of response from individual respondents
taken part in this research, irrespective of their companies, in relation with the step taken in quality improvement plan.
Figure 4.24 The step taken for quality improvement plan in the construction industry in
Semarang.
7 7
11 15
18 21
21
5 10
15 20
25 Assigning
money to the cost of quality Implementing
an educational program Identifying
quality problems Collecting
databeen collected to measure the … Organizing
a multi‐disciplinary team An
internal awareness program is underway Having
a defined benchmarks for improvement
72
The figure above shows that that two steps an internal awareness programs is underway and having a defined benchmarket for improvement have the same rate of
respondents’ choice at 21. They are followed by organizing a multi-disciplinary team, with 18 of respondents and identifying quality problems 11, while a further 7
respondent respectively said that assigning capital to the cost of quality and implementing an educational program as the steps taken in their organization’s quality improvement plan.
4.8.10 Quality of ServiceProduct after the Implementation of Quality Improvement Program
