The 2016 International Conference of Management Sciences (ICoMS 2016), March 10, UMY, Indonesia 182

  

THE INFLUENCE OF QUALITY MANAGEMENT SYSTEM ISO 9001: 2008

APPLICATION ON EMPLOYEE PERFORMANCE

(A CASE STUDY ON PT. APAC INTI CORPORA)

  1

  2

  3 Nia Budi Puspitasari , Diana Puspitasari , RizkaAmalia Kusumarini

  

Department of Industrial Engineering, Faculty of Engineering, Diponegoro University

Jl. Prof Soedarto, SH Tembalang Semarang 50239

ABSTRACT

  PT. Apac Inti Corpora is an integrated textile company which has implemented Quality Management System (QMS)

  ISO 9001 of more than 10 years. By implementing the ISO, impact on the employee performance is not good. The 2014 production target of spinning and denim fabric was not achieved and there was a production delay. From literature, it is also known that quality culture can affect employee performance. So this study was conducted to determine the effect of

  ISO 9001 QMS application to the quality culture and employees performance. Application of ISO 9001 QMS itself can be divided into three dimensions, namely ISO certification planning, organizational commitment, and application procedures. Results of study concluded that application of ISO 9001 QMS directly influence the quality culture and indirectly influence positive effect on employee performance. Organizational commitment, procedures implementation and quality culture are known to directly affect employee performance, but there is no influence on the ISO certification planning. Improvements to do are improving application procedures, focusing employee work, conducting internal audits more quickly for production department, and establishing contracts cooperation with machinery spare parts suppliers. Nevertheless, the QMS ISO implementation, quality culture, and organizational performance have been perceived in a good category by respondents.

  Keywords : ISO 9001, quality culture, performance, Structural Equation Modelling (SEM) 1.

  INTRODUCTION for several months that the process is not completed on

  PT. Apac Inti Corpora is an integrated textile time. This happens because there are many qualities of company produces quality and environmentally the products are not standardized and the number of friendly textile products. With competitive prices, damaged machines that can not be used in the excellent service, and timely delivery, 70% of the production process. Figure 1 is the percentage resulting product can penetrate international markets achievement of production PT. Apac Inti Corpora 2014 five continents around the world, while 30% is for the for each month: local market. As one of the largest textile company in Indonesia, PT. Apac Inti Corpora always try to meet the needs and desires of customers according to the standard and quality that has been set.Therefore, PT. Apac Inti Corpora has implemented a Quality Management System (QMS) ISO 9001 for over 10 years and has been updated three times. According to the chief of Section Head of the Internal Audit section, by applying ISO 9001 QMS the company's main expectation is that employees can improve the

  Figure 1 Percentage Achievement of

  company’s performance, loyalty to work, and work in

  Production accordance with the standards that have been applied.

  (Source: PT. Apac Inti Corpora Data Production) Improved company performance can be increased

  According to research Antariksa, et al., (2014), through operational performance and the application of ISO 9001 QMS has a positive organizationalperformance.PT. Apac Inti Corpora influence on employee performance. Neither of itself, until now produces three types of products, research Samuel (2011) which suggests that the namely yarn (spinning), denim and fabric implementation of ISO 9001 Quality Management sheets (Greige fabric). Based on the production System is able to significantly improve the achievement chart above, it can be known that there is performance of employees through the company's anunachieved production target for spinning and denim quality culture. Where the dimensions of fabrics. The target is to achieve the company's organizational commitment has the greatest direct production output by 95%, and there is also production influence on employee performance. With implement SMM ISO, can change the orientation of the culture of an organization towards a culture of quality, which in turn increased the performance of employees.

  From the explanation and the above problems, the researcher wanted to know how to influence the implementation of QMS

  ISO to employee performance through the mediating role of culture with the quality of some of the indicators chosen at the PT. Apac Inti Corpora. Where the QMS ISO 9001 can be grouped into three dimensions that underlie these, namely: (1) Planning

  ISO certification, (2) Organizational Commitment, and (3) Application Procedures. The method can be used to analyze this research is Structural Equation

  Modeling (SEM). Based on these descriptions above

  then it is compiled the purpose of this study that is to know the QMS ISO direct influence on the culture of quality and performance of employees. Knowing the QMS ISO indirect effect on employee performance, and propose improvements based on the factors affecting the performance of the employees to help to achieve the production target.

  formulas as much as 5 to 10 times the number of manifest variables (indicators) of all latent variables. This research involves as many as 25 indicators, so the sample size refers to the rule as follows: ~ The sample size of at least 5 x 25 = 125 ~ The sample size up to 10 x 25 = 250

  size in the can with SEM method parameter estimation

  In this study, it is obtained 150 respondents who had attended briefing and training on ISO QMS in each department. Guidelines for determining the sample

  3. RESEARCH METHODS

  Performance translated as an illustration of the level of achievement of the implementation of an activity / program / policies in realizing the goals, objectives, mission and vision of the organization as stated in the strategic plan of an organization.According Rivai and Basri (2005) there are five criteria for assessing the performance of the employee :quantity, quality, timeliness (timeliness), the need for supervision, cooperation, and according Gasperz (1998) the employee's performance can also be assessed on individual commitment.

2. THEORETICAL STUDY Quality Management System ISO 9001

  and the Malcolm Baldrige National Quality Award are

  nine factors that influence (Samuel, 2011): Top

  Quality culture is the value of a system of organization that produces a conducive environment as the establishment and continuous quality improvement. Based on the President's Quality Award

  Employee Performance

  Quality Culture

  action.

  dimensions. (1) Planning ISO certification, which is an initial phase in formulating and designing the implementation of QMS ISO steps, ranging from the selection of ISO certification bodies, identification quality aspect, documentation and others. (2) Organizational commitment, a condition in which employees feel part of the organization and aims to improve relations in the organization's membership. There are three main components of the organizational commitment, the affective commitment, continuous commitment and normative commitment. (3) The application procedure, namely as making employees should change the way the work that has been done for years. Activities that are part of the application procedure are: conduct audits on a periodic basis, the adherence to standard procedures, and the implementation of corrective and preventive

  School of Business, University of California, Los Angeles, QMS ISO 9001: 2008 there are 3

  According toMei Feng, et al., (2006), based on a global survey in collaboration with the Anderson

  Then determining the conceptual framework based on research Samuel (2011) as Figure 2:

  H1 H2 H3 H4 H5 H6 H7 Dimensi 1 SMM ISO 9001 Perencanaan Sertifikasi ISO Dimensi 2 SMM ISO 9001

  Komitmen Organisasi KINERJA KARYAWAN Dimensi 3 SMM ISO 9001

  Penerapan Prosedur BUDAYA KUALITAS Figure 2 Conceptual Framework

  From the above conceptual framework, it can be arranged the research hypothesis as follows:  Hypothesis 1: Planning ISO 9001 certification influence the quality culture.

   Hypothesis 2: Organizational commitment affects the quality culture.  Hypothesis 3: The application of the procedure affects the quality culture.  Hypothesis 4: Planning ISO 9001 certification effect on employee performance.  Hypothesis 5: organizational commitment influence on employee performance.

  Management Support for Quality, Strategic Planning for Quality, customer focus, quality of training, recognition, Empowerment and Involvement, Quality Improvement Teamwork, Measurement and Analysis and Quality Assurance.

   Hypothesis 6: Implementation procedures affect the employee's performance.  Hypothesis 7: Cultures affect the quality of employee performance.

  Planning ISO 9001 certification influenced on employee performance 0650 0515 Rejected

  H2

  Organizational commitment influenced the quality culture

  1,973 0048 Accepted

  H3

  Application of procedure influenced on the quality culture

  4,180 0001 Accepted

  H4

  H5

  Planning ISO 9001 certification influence the quality culture

  Organizational commitment influenced on employee performance

  1,996 0038 Accepted

  H6

  Application of procedure influenced on employee performance

  2,085 0035 Accepted

  H7

  Quality Culture influenced on employee performance

  2,802 0022 Accepted Then the hypothesis test results obtained from the final model the effect of QMS ISO 9001 for the culture of quality and performance of employees in figure 3.

  1,984 0043 Accepted

  Table 3 Hypothesis Test Results Hypothesis CR P Conclusion H1

4. RESULTS AND DISCUSSION

  CMINDF ≤ 2.0 2460 Marginal

  moderate (Haryono&Wardoyo, 2012). The following Table 1 is the result of reliability and validity.

  Table 1 Test Reliability and Validity Variables Reliabilit y AVE Valu e

  Planning Certification ISO 0.829 0.549 Organizational Commitment 0.820 0.613

  Application of Procedure 0715 0557 Quality Culture 0814 0459

  Employee performance 0775 0573 After performing reliability and validity test, the next step is testing confirmatory test to see some of the goodness of fit criteria. After two iterations and several modifications, the model fit obtained as shown in Table 2.

  Table 2 Full Confirmatory Test Model Goodness of Fit Index Cut-off Value Results Analysis Evaluation Model

  Chi-Square <230 747 (5%, 197) 484 759 Marginal

  Of the samples used as research, known to the majority of the male respondents as many as 91 people (61%), with a range of 10-20 years old working employees (59%), and the last education is high school employees as many as 47 people (31%).Data processing is done by looking at the validity and reliability first. Variable is said reliable if the reliability value above 0.7, then the variable is said to be valid when the AVE value above 0.5, if there is a value below the limit can be categorized as

  Because the model was fit for use, so it can be hypothesized as the interpretation of the test results in Table 3. Hypothesis testing is done by looking at the output of AMOS 21.0 software with the reception area on the CR value is greater than the critical value of 1.96 (two-tailed) at significance P> 0.05 (Ghozali, 2011).

  .000 Marginal GFI

  ≥ 0.9 .910 Good

  RMSEA ≤ 0:08

  .069 Good AGFI

  ≥ 0.9 .907 Good

  TLI ≥ 0.9

  .909 Good NFI

  ≥ 0.9 .824 Marginal

  Probability ≥ 0:05

  TTB Variables Indicator Mean Category (%)

  of good Documentation

  Quality 89 4:20 Good Training

  Making the Very 91 4:25 Procedure good

  Affective

  71

  3.77 Good Commitment

  Sustainable

  Organizational

  74

  3.87 Good

  Commitment Commitment

  Normative 55 3:50 Good Commitment

  Very Audit 95 4:32 good

  Application of

  Application of

  81

  3.94 Good

  Figure 3 the final model the effect of QMS ISO 9001 Procedure Measures for quality culture and employee performance

  Following From the results of hypothesis testing showed 82 4:00 Good

  Procedures rejection of the hypothesis 4, it is clear that the Top planning ISO has no direct effect on employee

  Management 88 4:17 Good performance. While the main factors that influence the Support culture of quality and performance of employees is the

  Planning variable application of the procedure with the greatest Strategy For 81 4:01 Good weight value, namely 0.508 and 0.309. Then the

  Quality variables that directly influence the culture of quality and performance of employees is the organization's Customer

  79

  3.92 Good commitment amounted to 0.420 and 0.276.Quality satisfaction culture is influenced directly by the planning ISO

  Quality 87 4:07 Good

  Quality

  certification by 0.373, and quality culture directly Training

  Culture

  affect the performance of employees amounted to Award

  65

  3.67 Good 0.736. Employee

  On testing the indirect effect or influence emerged

  73

  3.82 Good Involvement through an intermediate variable, showed significant

  Quality positive results because there is an increase in total Improvements

  74

  3.85 Good influence due to the indirect effect. It is clear that in Work Teams positive relations improve quality culture of the

  Measurement application of ISO 9001 QMS on the performance of and Analysis of

  76

  3.88 Good employees of PT. Apac Inti Corpora. So it is said that Results of Work the implementation of ISO 9001 QMS has indirect influence on employee performance through a quality

  Implementa culture. tion of

  78

  3.90 Good Then, to determine the perceptions of respondents

  Quality about the assessment of research variables perception Assurance of agree and strongly agree, as well as to see the Quantity

  87

  4.02 Good average of each indicator research method used Top Individual

  Two Boxes (TTB). The higher the average and the

  Commitme

  87

  3.96 Good proportion of respondents, indicating to the rest of the nt variables have been running normally. The following Timeliness

  82

  3.93 Good

  Employee

  table 4 the results of assessment respondents'

  performance Quality

  63

  3.67 Good perceptions on the research variables. Supervision Pretty

  Table 4 Assessment of Respondent Perception

  51 3:29 needs good

  TTB Variables Indicator Mean Category (%) Cooperatio

  87 4:03 Good n Identification of Very

  Planning

  95 4:27 Quality Aspects good

  Certification

  Based on the analysis of influential factors, may be

  ISO

  Implementation 97 4:43 Very given recommendations for the improvement of the performance of employees to scaling up production yield can be completed on time and output in accordance with the quality and the set targets.Unknown variable that has the most impact is the application procedure, so that repairs can be carried out as follows: 1) Indicators to follow procedures

  In the procedure followed indicator has a weight of 0.727 and a significant effect on the implementation of the procedure. On the assessment of the perception of respondents, an average of 4.00 respondents who indicate that employees of the company has been following company procedures properly. Nevertheless necessary to do some improvements in order to further establish the company's quality culture and increasing employee performance. Improvements that can be made include the creation of a second party (helper head) management representative for part of Quality Assurance and Energy

  5. CONCLUSION

  “StrategiPeningkatanProduktivitasBisnis Global”. Jakarta :Penerbit PT

  Malang. Gasperz, V. 1998, ManajemenProduktivitas Total

  ISO 9001:2008 di PerguruanTinggiterhadapKinerjadenganmetode Balanced Scorecard. JurnalAplikasiManajemen.

  PengaruhPenerapanSistemManajemenMutu

  REFERENCES Antariksa, W. &Setiawan, S. 2014.

  schedules and supporting the implementation of 6S action.

  of spare parts engine, engine repair rearrange

  Inti Corpora to increase productivity and prevent delays in the completion of the task is to focus the work of employees, one of them with a form representative of Quality Assurance and EnergyAssurance, conduct internal audits for faster production department among other departments, increasing the amount of training the quality of internal, braid cooperation long-term contracts with suppliers

  1) Culture of quality can be increased by strengthening planning ISO certification, ISO commitment and implementation of the company's procedures. While employee performance can be enhanced through the implementation of quality culture, organizational commitment, and application procedures. 2) Employee performance can be improved with better build the company's quality culture. Quality Cultures can be built through increasing the dimensions of the implementation of the Quality Management System ISO 9001 i.e. ISO certification planning, organizational commitment, and application procedures. 3) Proposed improvements granted to PT. Apac

  the weaving division so that employees can work well and can increase the improvement of the quality of the work team.

  Assurance. Because according to

  shine, standard, sustain, and safety) especially in

  machinery to correct the number of a broken machine that can inhibit the production process and preventing the large number product defects. Then further implement 6S action (sort, set in order,

  parts more in the barn, reset the schedule repair

  3) Indicators of implementation of the action In the application of the measures indicator has a weight of 0.608 and a significant effect on the implementation of the procedure. On the assessment of the perception of respondents, an average of 3.94 respondents who indicate that the application of the measures the company has done well. Nevertheless necessary to do some repairs to the implementation of such measures, including establishing a contractual relationship with suppliers of machinery spare parts over the long term and provide the number of spare

  On a periodic audit indicator has a weight of 0.688 and a significant effect on the implementation of the procedure. On the assessment of the perception of respondents, an average of 4.32 respondents who indicate that the company is considered to have conduct periodic internal audit very well. Nevertheless necessary to do some repairs on the implementation of the audit, including the re-establishment of ISO work team in charge of socialization preliminary survey of the work units within the organization in the implementation of internal audit. Then in conducting internal audits in each department scalable connection with products, specifically for the production department can be done every three months so that the quality and quantity of production is more controlled. Then for the HR department Marketing,Finance and Logistics can be made every four months. With routine audit can improve the improvement of employee and employee involvement in quality improvement, for example by increasing improvement of the company's award given to employees for each year.

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