Corresponding
Author: Cut Zukhrina Oktaviani
E-mail:
[email protected]
INTRODUCTION
The rapid growth of the construction
sector has contributed to the increasing demand for ready-mix concrete produced
from batching plants. Batching plant is a tool that serves to mix
or produce concrete in large production (Munsil,
2018). Ready-mixed concrete is widely used in construction
projects because it has several advantages, such as solid durability, saving
time, relatively low costs, and flexibility in adjusting customer demands for
various uses (Hossain
& Rahman, 2013). These advantages have made concrete batching
plant production a popular choice among contractor companies.
Contracting companies that use concrete batching
plant production are referred to as service users or customers. Meanwhile,
the party that produces concrete from the batching plant is referred to
as the service provider. The level of customer satisfaction depends on the
quality of the products and services produced (Naser,
Jamal, & Al‐Khatib, 1999). The quality that meets
customer expectations will result in high satisfaction. The quality of a
product and service is an important thing that every company must pursue if it
wants to compete in the market. Competing in the market must be able to satisfy
the needs and desires of customers, thus requiring companies to consistently
improve the quality of their products and services through a quality management
system (Lesmana,
2020).
The quality management system is a
management system to oversee all activities and tasks within an organization to
ensure that the products and services offered are consistent. ISO 9001 is an
international standard for quality management systems (Witara,
2018). ISO 9001:2015 has seven clauses in its implementation:
organizational context, leadership, planning, support, operations, performance
evaluation, and improvement. Companies with ISO 9001:2015 certification will
have more chances of winning the market competition. This is due to the
guarantee of the quality of the products or services offered and customer trust
in related brands (Lesmana,
2020).
The service providers of
ready-mixed concrete produced from the batching plant in Aceh Besar
District include PT. A, PT. B, PT. C and PT. D. All of these companies have ISO
9001:2015 certification. The problem in this study is that the batching
plant production service provider in Aceh Besar District, even though it
has ISO 9001:2015 certification, has not been consistent with the quality of
the product. Based on the report of the compressive strength test of Class B
concrete (C 30 Mpa) from PT. Adhi Karya (Persero) Tbk on the Sigli – Banda Aceh
Toll Road Project in 2020, the standard deviation of batching plant
production results in Aceh Besar District is still inconsistent is 3.6.
According to SNI 03-2847-2002, the standard deviation of the compressive
strength of concrete that should be achieved is 5.
METHOD
This study uses a quantitative
method approach through a questionnaire. The population is addressed to the
personnel of PT. Adhi Karya (Persero) Tbk, which deals with batching plant
production, namely project production manager, supervisor, and quality control.
The population is addressed to the personnel of PT. Adhi Karya (Persero) Tbk,
which deals with batching plant production, namely project production
manager, supervisor, and quality control. Based on data from
PT. Adhi Karya (Persero) Tbk, the project production manager, is 12
personnel, the supervisor is 36, and the quality control is 40.
The total population is 88 personnel. Due to the relatively small population,
the sampling technique used is saturated sampling. Saturated sampling
is a technique in which all members of the population are used as samples (Anshori
& Iswati, 2019). The questionnaire aims to inquire
about the level of importance and satisfaction of batching plant production in
Aceh Besar District from the service user's view of the service provider's
quality management system. In this case, the quality management system includes
seven variables: organizational context, leadership, planning, support,
operations, performance evaluation, and improvement. Each of these variables
includes two sub-variables: the level of importance (Y) and the level of
satisfaction (X) with the same indicators. Measurement of answers using a Likert
scale. The Likert scale used for the level of importance indicator
(Y) is very unimportant with a score of 1, not significant with a score of 2,
less critical with a score of 3, important with a score of 4, and very
important with a score of 5. The Likert scale used for level indicators
satisfaction (X) is very dissatisfied with a score of 1, dissatisfied with a
score of 2, less satisfied with a score of 3, satisfied with a score of 4, and
very satisfied with a score of 5.
Questionnaire data were
collected by directly meeting the respondent's location and providing a
questionnaire form. Respondents were asked to choose one of the answers
provided on the questionnaire form by providing a checklist (√). The
distribution of the questionnaires was carried out by mentoring so that if
there were questions that were difficult to understand by the respondents, an
explanation could be given. This questionnaire data collection was carried out
within one month.
RESULTS
AND DISCUSSION
1.
Respondent's Perception
Service users assess the
importance and satisfaction level of the quality management system implemented
by the batching plant production service provider in Aceh Besar District
(Wijianto,
Cahyono, & QOMARIAH, 2020). For example, the providers
of batching plant production services in Aceh Besar Regency, which is reviewed,
are PT. A, PT. B, PT. C and PT. D. In this case, fellow service users may have
different perceptions of the service provider's performance. This is because
subjective thinking and feeling influence a person's perception. The output of
this service user's perception is the mean value. The recapitulation of the
mean value of the level of importance and satisfaction of the quality
management system can be shown in Table 1.
Table 1 shows that service
users perceive that the quality management system has a basic level of importance
with a mean of 3,630. Table 1 also shows that service users perceive the
quality management system implemented by PT. A, PT. B, and PT. D has a lower
satisfaction level with a mean of 3.014, 3.045, and 3.025. While PT. C has a
satisfactory level of satisfaction with a mean of 3.808.
Table 1. Recapitulation of
Mean Level of Interest and Level of Satisfaction
|
No.
|
Variable
|
Mean Sub
Variable
|
|
Level of
Interest ( y )
|
Satisfaction
Level ( x )
|
|
PT. A
|
PT. B
|
PT. C
|
PT. D
|
|
1
|
Organizational
context
|
3,662
|
3,006
|
2,909
|
3,824
|
3,054
|
|
2
|
Leadership
|
3,621
|
3.083
|
2,966
|
3,746
|
2,947
|
|
3
|
Planning
|
3,693
|
3,027
|
3.038
|
3.818
|
2,879
|
|
4
|
Support
|
3,607
|
3,075
|
2,989
|
3,777
|
3.025
|
|
5
|
Operational
|
3,675
|
3.109
|
3,166
|
3,865
|
3.028
|
|
6
|
Performance
evaluation
|
3,564
|
3,008
|
2,955
|
3,833
|
3.068
|
|
7
|
Enhancement
|
3,585
|
2,790
|
3,295
|
3,790
|
3,176
|
|
|
Mean
quality
management system
|
3,630
|
3,014
|
3.045
|
3,808
|
3.025
|
2.
Quality Management System Performance
Evaluation
IPA is used to reconcile the
mean level of importance with the mean variable level of satisfaction of the
batching plant production quality management system from the perception of
service users to evaluate the variables' performance in a quadrant. A quadrant
is a 1/4 circle divided by two axes that intersect perpendicularly. The level
of importance is on the y-axis, and the level of satisfaction is on the x-axis.
Evaluation of the performance of each party providing batching plant production
services in Aceh Besar District can be seen in Figure 1 and Table 2.
Figure
1. Performance of the Batching Plant Quality Management System from the Service
Provider
Table
2. Performance Evaluation for Each Service Provider
|
No.
|
System
Variables
Quality
management
|
Service
Provider Performance Evaluation
|
|
Performance
Well
|
Over
Performance
|
Performance
Bad
|
Very Poor
Performance
|
|
PT. A
|
PT. B
|
PT. C
|
PT. D
|
PT. A
|
PT. B
|
PT. C
|
PT. D
|
PT. A
|
PT. B
|
PT. C
|
PT. D
|
PT. A
|
PT. B
|
PT. C
|
PT. D
|
|
1
|
Organizational
context
|
|
|
️
|
️
|
|
|
|
|
|
|
|
|
️
|
️
|
|
|
|
2
|
Leadership
|
|
|
|
|
️
|
|
|
|
|
️
|
️
|
️
|
|
|
|
|
|
3
|
Planning
|
️
|
|
️
|
|
|
|
|
|
|
|
|
|
|
️
|
|
️
|
|
4
|
Support
|
|
|
|
|
️
|
|
|
|
|
️
|
️
|
️
|
|
|
|
|
|
5
|
Operational
|
️
|
️
|
️
|
️
|
|
|
|
|
|
|
|
|
|
|
|
|
|
6
|
Performance
evaluation
|
|
|
|
|
|
|
️
|
️
|
️
|
️
|
|
|
|
|
|
|
|
7
|
Enhancement
|
|
|
|
|
|
️
|
|
️
|
️
|
|
️
|
|
|
|
|
|
Based on Table 2, the performance
evaluation of the batching plant production quality management system from each
service provider in Aceh Besar District can be described as follows:
1.
Organizational context
In the organizational
context, there are two companies with good performance and two with abysmal
performance. Companies that have good performance in the organization's
context, so it is necessary to maintain its performance is PT. C and PT. D.
Companies with abysmal performance in the organization's context, so it is
necessary to improve their performance, which is included in the high priority,
is PT. A and PT. B. The organizational context includes four indicators as
follows:
a.
Understanding the organization and its
context
The batching plant service provider
needs to understand the external and internal issues relevant to the
organization's strategic objectives and direction to achieve the desired
quality management system results. Understanding the external context can be
facilitated by considering issues arising from the legal, technological,
competitive, market, cultural, social, and economic environment, be it
international, national, regional, or local. Understanding the internal context
can be facilitated by considering issues related to the organization's values,
culture, knowledge, and performance.
b.
Understanding the needs and expectations of
interested parties
Batching plant service
providers must monitor and review information about interested parties and
ensure relevant requirements to service users.
c.
Determine the scope of the quality management
system
The batching plant service
provider must determine the limits in applying the quality management system
and implement all requirements. The scope of the quality management system
shall be maintained as documented information. The scope should state the types
of products and services covered.
d.
Quality management system and processes
The batching plant service
provider must establish, implement, maintain, and continuously improve the
quality management system, including the required processes and their
interactions according to requirements. Maintain documented information to
support operational processes. Keep documented information to ensure processes
are being carried out as planned.
2.
Leadership
The leadership there is one
company with extreme performance and three with poor performance. Companies
that have extreme performance on leadership, so it is necessary to maintain
their performance is PT. A. Companies that have poor performance on leadership,
so that they need to improve their performance which is included in the low
priority is PT. B, PT. C and PT. D. Leadership includes three indicators as
follows:
a.
Leadership and commitment
By taking responsibility,
the batching plant service provider must demonstrate leadership and commitment
to the quality management system. Ensure that the quality policy and
established quality objectives align with the organization's context and
strategic direction. Ensure quality management system requirements are
integrated into the organization's business processes. Promote a process
approach and risk-based thinking. Ensure that the resources needed for the
quality management system are available. Communicate an effective and compliant
quality management system. Ensure that the quality management system can
achieve the desired results. Engage, direct and support people to contribute to
the effectiveness of the quality management system. Promote improvement.
Support other relevant management roles to demonstrate leadership according to
their area of responsibility. Organizations must demonstrate leadership and
commitment to the customer-desired focus.
b.
Policy
The batching plant service
provider must establish, implement, and maintain a quality policy that aligns
with the organization's strategic goals and directions. Provide a framework for
setting quality objectives, including commitments to comply with applicable
requirements, and for continual improvement of the quality management system.
The quality policy must be available and maintained as information is
documented, communicated, understood, and implemented within the organization.
c.
Organizational roles, responsibilities, and
authorities
The batching plant service
provider shall assign responsibilities and authorities to ensure that the
quality management system complies with requirements. Ensure that existing
processes can provide the desired output. They were reporting on the
performance of the quality management system and opportunities for improvement
to top management. Ensure promotion of customer focus within the organization.
Ensure that the integrity of the quality management system can be maintained
when changes are made.
3.
Planning
Planning there are two
companies with good performance and two with terrible performance. Companies
that have a good performance on planning, so it is necessary to maintain its
performance is PT. A and PT. C. Companies that have abysmal planning
performance, so it is necessary to improve their performance which is included
in the high priority is PT. B and PT. D. Planning includes three indicators as
follows:
a.
Actions to address risks and opportunities
The batching plant service
provider must ensure that the quality management system can achieve the desired
results, increase the desired impact, prevent or reduce the undesired impact,
and improve. Actions taken to address risks and opportunities must be
proportionate to the potential impact on the suitability of products and
services. Dealing with risk can be done by avoiding risk, taking risks to
pursue opportunities, eliminating sources of risk, changing possibilities or
consequences, sharing risks, or maintaining risks with decisions declared to
customers. Opportunities can trigger the adoption of new practices, launch new
products, open new markets, deal with new customers, build partnerships, use
new technologies, and other possibilities in meeting customer needs.
b.
Quality objectives and planning to achieve
them
The batching plant service
provider must set quality objectives on the functions, levels, and processes
required for the quality management system. Quality objectives should be
consistent with the quality policy, measurable, consider applicable
requirements, be relevant to the suitability of products and services, and be
monitored, communicated, and updated appropriately. The organization shall
maintain documented information on the quality objectives. Planning quality
objectives should define what will be done, what resources will be required,
who will be responsible, when it is completed, and how the results will be
evaluated.
c.
Change planning
Batching plant service
providers must be carried out in a planned manner when there is a need to make
changes to the quality management system. The organization shall consider the
purpose of the change and its potential consequences, the integrity of the
quality management system, the availability of resources, and the allocation or
reallocation of responsibilities and powers.
4.
Support
Support there is one company
with extreme performance and three with poor performance. Companies with
extreme performance on support, so they need to maintain their performance are
PT. A. Companies with poor performance on support, so they need to improve
their performance, which is included in the low priority are PT. B, PT. C and
PT. D. Support includes five indicators as follows:
a.
Resource
The batching plant service
provider shall determine and provide the necessary resources for establishing,
implementing, maintaining, and continually improving the quality management
system. These resources are people and infrastructure. Infrastructure can
include buildings and associated utilities, equipment including hardware and
software, transportation, and information and communication technology.
b.
Competence
The batching plant service
provider must determine the required competencies of the people performing the
work under their control that affect the performance and effectiveness of the
quality management system. These people are competent based on education,
training, or experience. Retain appropriate documented information as evidence
of competence.
c.
Awareness
The batching plant service
provider must ensure that people working under its control are aware of the
quality policy, relevant quality objectives, their contribution to the
effectiveness of the quality management system, including the benefits of
improving quality performance, and the implications of non-conformance with
quality management system requirements.
d.
Communication
The batching plant service
provider must determine internal and external communications relevant to the
quality management system. The scope of communication includes communicating
about what, when to communicate, with whom to communicate, how to communicate,
and whom to communicate.
e.
Documented information
Documented information
specified by the batching plant service provider is required for the
effectiveness of the quality management system. Documented information must be
controlled to ensure that products and services are available and suitable for
use, where and when needed, and are adequately protected. Documented
information is retained as evidence of conformity which must be protected from
unintended alteration.
5.
Operational
Operationally there are four companies
with good performance. Companies that have a good performance on operations, so
it is necessary to maintain their performance is PT. A, PT. B, PT. C and PT. D.
Operations includes seven indicators, as follows:
a.
Operational planning and control
The batching plant service
provider must plan, execute, and control the processes necessary to meet the
requirements of the supply of products and services. The output of the planning
must follow the operations of the organization. The organization must control
planned changes, review undesired changes' consequences, and take action to
reduce side effects.
b.
Requirements for products and services
The batching plant service
provider must determine the requirements for the products and services offered
to customers. The organization must have the ability to meet the requirements
of the products and services offered to its customers. Organizations must
review before committing to supplying products and services to customers.
c.
Product and service design and development
The batching plant service provider must
define, implement, and maintain an appropriate design and development process,
to ensure the subsequent provision of products and services. The organization
shall retain documented information on design and development inputs. The
organization shall identify, review and control changes made during or after
the design and development of products and services to the extent that they do
not have an adverse effect.
d.
Control of external products and services
provided
The batching plant service provider must
ensure that the processes provided by external parties do not affect the
organization's ability to provide appropriate products and services to
customers consistently. The organization shall ensure the adequacy of
requirements prior to communication with external providers.
e.
Production and service provision
The batching plant service
provider must implement production and service provision under controlled
conditions. The organization shall protect output during production and service
provision to the extent necessary to maintain conformity with requirements.
f.
Release of products and services
The batching plant service
provider must ensure that the products and services meet the requirements. The
release of products and services to customers should continue until the planned
arrangements have been satisfactorily completed. The organization shall retain
documented information on the products and services released.
g.
Control over nonconforming output
The batching plant service
provider must ensure that nonconforming outputs need to be identified and
controlled to prevent accidental use/delivery. The organization shall take
appropriate action based on the nature of nonconforming products and services.
6.
Performance evaluation
There are two companies with
extreme performance and two companies with poor performance. Companies with
extreme performance evaluation performance need to maintain their performance,
is PT. C and PT. D. Companies with poor performance evaluation performance, so
it is necessary to improve their performance which is included in the low
priority is PT. A and PT. B. Performance evaluation includes three indicators
as follows:
a.
Monitoring, measurement, analysis, and
evaluation
The batching plant service
provider must analyze the data and information obtained from monitoring and
measurement. The results of the analysis are used to evaluate the suitability
of products and services, the level of customer satisfaction, the performance
and effectiveness of the quality management system, the effectiveness of
handling risks and opportunities, the performance of external providers, and
the need for improvement of the quality management system.
b.
Internal audit
The batching plant service
provider must carry out internal audits at planned intervals. This is to
provide information on whether the quality management system is following the
organization's requirements and international standards. The organization needs
to define audit criteria and the scope for each audit. Select auditors and
conduct an audit to ensure objectivity and impartiality of the audit process.
Make necessary corrections and corrective actions without delay. Maintain
documented information as evidence of the implementation of the audit program and
audit results.
c.
Management review
The batching plant service
provider shall review the organization's quality management system at planned
intervals to ensure its suitability, adequacy, effectiveness, and alignment
with the strategic direction. The output of the management review should
include decisions and actions related to opportunities for improvement, the
need for changes to the quality management system, and resource requirements.
The organization shall retain documented information as evidence of the results
of management reviews.
7.
Enhancement
There are two companies with
extreme performance and two companies with poor performance. Companies with
extreme performance towards improvement, so they need to maintain their
performance, are PT. B and PT. D. Companies with poor performance towards improvement,
so it is necessary to improve their performance which is included in the low
priority is PT. A and PT. C. Improvement includes two indicators, namely as
follows:
a.
Non-conformances and corrective actions
When nonconformities occur,
including any complaints that arise, the batching plant service provider must
take action to control and correct them and face the consequences that arise.
Corrective action must be appropriate to the impact of the nonconformity that
arises.
b.
Continuous improvement
Batching plant service
providers must continuously improve the quality management system's
suitability, adequacy, and effectiveness. The organization shall consider the
results of the analysis and evaluation as well as the outputs of the management
review. It aims to determine whether some needs or opportunities must be
addressed as part of continuous improvement.
Implementation
of
ISO 9001:2008 quality management system by PT. Jaya Ready Mix is already in
proper application condition. The impact of implementing a quality management
system based on ISO 9001:2008 has continuously improved quality. Quality
improvements include recording storage procedures, work instructions, and ready-made
manufacturing controls for mixed concrete (Utami
and Priyo, 2013). The critical factors for
successful implementation are management support, direct management
participation, and employee participation in the implementation process
(Ingason,
2015). A large contractor company in
Indonesia is implementing a quality management system. The motivation of
contractor companies to obtain ISO 9001 certification is influenced by more
effective management and efficient control of project activities
(Willar,
Coffey, & Trigunarsyah, 2015). The level of
implementation of the ISO 9001:2008 quality management system on the
realization of ready mix concrete products by PT. SCG Jayamix, from the
document and its application in the field, got a score of 7.5 in the excellent
category. Implementing ISO 9001:2008 quality management obstacles are minimal
inter-departmental coordination and limited Human Resources (HR) (Rahma
and Suryanto, 2017). ISO 9001:2008 quality management on precast
concrete by PT. Waskita Precast Plant Sidoarjo obtained a score of 4 in the
excellent category. The obstacles to implementing ISO 9001:2008 quality
management are lack of commitment from top management, lack of socialization
and communication with top management, and lack of employee involvement (Pratiwi
& Suryanto, 2017).
CONCLUSION
Performance of PT. What needs to be
maintained is planning, operations, leadership, and support; what needs to be
improved on a low priority scale is performance improvement and evaluation, and
what needs to be improved on a high priority scale is the organizational
context. Performance of PT. B that needs to be maintained is operational and
improvement. Leadership, support, and performance evaluation need to be
improved on a low priority scale, and the organizational and planning context
needs to be improved on a high priority scale. Performance of PT. The Cs that
need to be maintained are planning, organizational context, operations, and
performance evaluation, and those that need to be improved on a low priority
scale are leadership, support, and improvement. Performance of PT. What needs
to be maintained is operational, organizational context, performance
evaluation, and improvement. Leadership and support need to be improved on a
low-priority scale. What needs to be improved on a high-priority scale is
planning.
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