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"The Puskesmas stereotype is becoming developed as health service center for the lowest community people and assumed as the lowest qualified health services to others government health services. This assumsion is because of the minimum available services, administration procedures, low skilled workers, limited equipment, low environmental conditions. This study is aimed to determine the satisfaction level of the Askeskin patient. Results shows in the opposites to the stereotype five satisfaction dimension were 83,7% for reliability, 100% for assurance, 91,2 for tangible, 98,5% for empathy, 98,5% for responsiveness. It is concluded that the satisfaction level of the Askeskin patient were very good. "

"Cakupan imunisasi dasar kepada bayi Di Kabupaten Tangerang tiga tahun terakhir tahun 2014-2016 naik 2 % - 7 % setiap tahunya hal ini memberikan informasi bahwa cakupan imunisasi Dinas Kesehatan Kabupaten Tangerang selalu mengalami peningkatan setiap tahun serta cakupan imunisasi secara nasional melampau target nasional 90 % menjadi 93,83 %. Hal ini berbeda dengan kejadian difteri Kabupaten Tangerang. Sehingga bupati Kabupaten Tangerang menyatakan Kejadian Luar Biasa (KLB) difteri. Penyelenggaraan program imunisasi memberikan peran penting dalam (KLB) pemberian vaksin oleh tenaga kesehatan dapat mematurasi persepsi masyarakat sehubungan dengan reaksi yang tidak diinginkan akibat vaksinasi sehingga menyebabkan munculnya kembali penyakit dalam bentuk (KLB). Kejadian ini juga dapat terjadi karena vaksin yang telah rusak tidak dapat diperbaiki lagi dan tidak dapat menimbulkan kekebalan Akibatnya wabah penyakit yang dapat dicegah imunisasi akan terus terjadi sehingga penelitian ini akan mengetahui gambaran dan hubungan kinerja pengelola program berdasarkan Malcolm Baldrige. Metode yang digunakan adalah metode kuantitatif dan kualitatif dengan menggunakan kuesioner dan wawancara mendalam. Hasil kinerja pengelola imunisasi berdasarkan Malcolm Baldrige di peroleh bahwa perencanaan strategis memiliki hasil yang paling tinggi sebesar 85,02. Variabel yang paling rendah adalah fokus pada tim dengan nilai 78,02. Pada hasil multivariate menunjukkan bahwa Korelasi Hasil Kinerja memiliki korelasi yang kuat dengan variabel Kepemimpinan Perencanaan Strategis, Fokus pada Pelanggan, Pengukuran, Analisis dan Manajemen Pengetahuan, Fokus pada Tim dan Fokus pada Proses dengan Nilai koefisien determinan (R2=0,793) dimana variabel yang paling tinggi memberikan pengaruh terhadap hasil dengan niai Standardized Coefficients (B) = 0,429 atau 42,9 % sedangkan variabel fokus pada tim adalah variabel yang paling kecil memberikan pengaruh terhadap hasil kinerja dengan nilai Standardized Coefficients (B) = 0,003 atau 0,3 %. Sehingga semakin baik pengukuran, analisa dan manajemen pengetahuan, perencanaan strategis, fokus pada pelanggan, kepemimpinan, fokus pada proses dan fokus pada tim akan meningkatkan hasil kinerja pengelola program puskesmas.

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Coverage of basic immunization to infants In Tangerang Regency, the last three years of 2014-2016 rose 2% - 7% every year, this provides information that immunization coverage of the Tangerang District Health Office always increases every year and immunization coverage nationally exceeds the national target of 90% 93.83%. This is different from the incidence of diphtheria in Tangerang Regency. So that the regent of Tangerang Regency stated that the Extraordinary Events (KLB) of diphtheria. The implementation of an immunization program provides an important role in the outbreak of vaccines by health workers who can preserve people`s perceptions regarding unwanted reactions due to vaccination, causing re-emergence of diseases in the form (KLB). This event can also occur because a damaged vaccine cannot be repaired and cannot cause immunity. As a result, outbreaks of immunization-preventable diseases will continue to occur so that this study will know the description and relationship of program management performance based on Malcolm Baldrige. The method used is quantitative and qualitative methods using questionnaires and in-depth interviews.

The results of theperformance of immunization managers based on Malcolm Baldrige were obtained that strategic planning had the highest yield of 85.02. The lowest variable is to focus on the team with a value of 78.02. On the results of multivariate showed that the correlation results of performance has a strong correlation with the variable Leadership Strategic Planning, Customer Focus, Measurement, Analysis and Knowledge Management, Focus on Team and Focus on Process Rated determinant coefficient (R2= 0.793) where the variable most The high effect on the results with the Standardized Coefficients (B) = 0.429 or 42.9% while the focus variable on the team is the smallest variable which has an effect on the performance results with the Standardized Coefficients (B) = 0.003 or 0.3%. So that better measurement, analysis and knowledge management, strategic planning, customer / patient focus, leadership, focus on the process and focus on the team will improve the performance results of the health center program managers. "

"Penerapan Total Quality Management perlu dikaji keberhasilannya, yaitu diukur dengan menggunakan Total Quality Index (TQI) yang dimodelkan oleh Tavana. Penilaian TQI dirunut dari aktual pelaksanaan manajemen kualitas suatu organisasi yang mempertimbangkan 8 faktor kritikal manajemen kualitas menurut Saraph dimana penilaian tersebut membandingkan TQI aktual dengan TQI ideal. Selisih dari nilai TQI aktual dengan TQI ideal diharapkan sekecil mungkin yang berarti penerapan TQM lebih baik di organisasi tersebut. Pengumpulan data menggunakan kuesioner terhadap sejumlah perusahaan manufaktur otomotif dan pangan dimana hasilnya penerapan TQMdi industri otomotif mempunyai nilai rata-rata gap lebih buruk dibandingkan dengan industri pangan. Secara statistik di dapat faktor Hubungan Karyawan saja yang memiliki perbedaan dalam penerapan TQM pada kedua sektor industri tersebut, sehingga dapat ditentukan strategi penerapannya dalam perbaikan kualitas.

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Implementation of Total Quality Management needs to be studied success, ie measured using Total Quality Index (TQI), which is modeled by Tavana. TQI traced assessment of the actual implementation of quality management of an organization that considers eight critical factors of quality management according to Saraph where the assessment comparing the actual TQI with ideal TQI. The difference from the value of the actual TQI with the ideal TQI expected as small as possible, which means better application of TQM in the organization. Collecting data using a questionnaire to automotive and food manufacturing companies where the results of TQM implementation in the automotive industry have an average value gap worse than the food industry. Statistically can be a factor in Employee Relations who has a difference in the application of TQM in both the industrial sector, so it can be determined strategy implementation in quality improvement."

"Untuk mengoptimalkan implementasi sistem menajemen mutu di PRPN dan melaksanakan program BATAN maka pada tahun 2008 PRPN mengajukan permohonan untuk sertifikasi BATAN. Kegiatan sertifikasi dilakukan dengan tahapan sesuai dengan pedoman tentang akreditasi dan sertifikasi BATAN (PSB 02:2008) Sistem Standardisasi BATAN. PRPN telah mendapatkan Sertifikat SMM SB77-0001.80.2005/SNI-19-9001-2001 pada tahun 2009 dengan ruang lingkup proses perekayasaan perangkat nuklir untuk bidang reactor, industry, kesehatan, dan keselamatan. Dari hasil surveilen ke-1, PRPN berhasil mempertahankan Sertifikat SMM yang sudah diperoleh, artinya PRPN masih konsisten menerapkan SMM dalam proses kegiatannya."

"Penyediaan Layanan Transaksi Berbasis Kartu menjadi salah satu perhatian Bank seiring dengan perkembangan kebutuhan transaksi perbankan yang mengharuskan tersedianya layanan kartu yang terhubung dengan pihak lain seperti bank lain, penjual produk atau jasa maupun biller (penyedia layanan penagihan) secara online. Penyediaan fitur layanan menjadi sarana bagi bank untuk mempertahankan nasabahnya. Selain itu Layanan Transaksi Berbasis Kartu juga menjadi salah satu sumber pendapatan bagi bank dengan adanya Pendapatan melalui Biaya Transaksi (Fee-Based Income). Tesis ini membahas tentang manajemen kualitas layanan pada Transaksi Berbasis Kartu dengan menggunakan Total Quality Manajemen. Analisis dilakukan pada Proses Bisnis untuk penyediaan layanan, Tingkat Ketersediaan Layanan (Availability Rate) dan Tingkat Kesuksesan Transaksi (Approval Rate). Analisis dengan menggunakan beberapa tool pada manajemen kualitas yaitu Diagram Pareto, Flow Chart, Control Limit dan Failure Mode and Effect Analysis (FMEA). Dari analisis diketahui seberapa besar faktor-faktor penyebab berkontribusi terhadap terjadinya ketidaktersediaan layanan dan kegagalan transaksi. Analisis FMEA menunjukan proses apa saja yang memiliki resiko yang tinggi dari keseluruhan proses yang terjadi untuk penyediaan layanan ini.

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To provide Card-Based Transaction Service should be one of the Bank's concerns, due to growth in needs of the cards transactions that require the availability of the service to be connected with other parties such as other banks, sellers of products or services and biller service provider. The provision of service features is needed to retain customers. Moreover, Card-Based Transaction Services also become a source of income for banks which is by revenue through transaction fee (Fee-Based Income). This thesis discusses the management of service quality on Card-Based Transactions using Total Quality Management. Analysis is done on Business Processes for the provision of services, level of Services Availability (Availability Rate) and Transactions Failure Rate (Approval Rate). Analysis is using some of tools in quality management they are Pareto Diagram, Flow Chart, Control Limit and Failure Mode and Effect Analysis (FMEA). Analysis define how much of the causal factors contribute to the occurrence of non-availability of the services and transaction failure. FMEA Analysis showed high risk processes in the provision of these services."

"Entry barrier is decrease progressively in era globalization. Because of that quality of product and sen/ice must been takencare. Total of Quality Management ( TQM) represent management quality of service which cannot be disregarded, considering society claim govemment organization have to become servant, government organization must became steward to serve entrepreuner and society because our entrepreneur and society want get service from government organization quick, accurate and trusted.National Agency of Drug and Food Control (NADFC) since year 2001 haveintended to implement good service program which in line with TQM, but in its applying still face some constraint so that good service able to satisfied customer/ client not yet fully can be executed.To know how far applying of TQM and constraints faced and why service not doing better its need research scientifically.Leadership, Komitmen, Process and Product in Organization is to represent very important organizational pillar in applying of TQM (ISO 9000). which must evaluate continually that because of staff and head in band quality control of narcotic and psikotropic are beiing sample population I tne research each officer work with profesional speed, credible as according to organizational culture of NADFC so satisfaction of customer/client can be reach.Sampel determined with technique of Non Probability Sampling Purposive That mean Sampel have been determined owning certain specification and strata with use kuesioner.That kuesioner are full with quesition and andswer with use likert scale disseminating containing kuesioner of question with answer by usinglikert scale, result of kuesioner analysed correlationly doubled regresi and constructively SPSS program 11.5Result of research to Leadership factors, Komitmen, Process and Product in Organization is to represent Organizational Pillar according to in TQM theory have strong relation with Satisfaction of customerlclient, and although in general the quality of service have good but still a lot need improvement and repair. From is fourth of the factor which most having an effect on is leadershipConstraints which still faced among others is Leadership which not yet is fully executed second, total quality execution still not yet fully become head komitmen head and staf that still found by oflioer give less dissatisfactory and non professional service to the customer/ client, third is less looked after by isfacilities and basic facilities so that not yet futilled of short examination time According to TQM theory tht is new paradigm, head have to assume subordinate is cutomer/client which must be listened by sigh and hislits suggestion so that reaching of communications which either through horizontal and is vertical.Thats fourth of factor above in the reality most having an effecton in satisfaction of customer/client is leadership. lf leadership have been executed bette, officer will work hardly and hold responsible and have komitmen to be able to fulfill short time which specified by NADFC and service as according to quality service so that can reach by satisfaction in NADFC."

"ABSTRAKDalam persaingan global, agar organisasi dapat berkembang. Organisasi harus mampumenghasilkan produk dan pelayanan dengan mutu yang lebih baik. Dalam unit organisasipemerintah, untuk mencapai tujuan tersebut diperlukan perbaikan mutu dalam semua aspek yangberkaitan dengan pelayanan tersebut sehingga mampu meningkatkan kepercayaan publik. Olehkarena itu diperlukan adanya pengendalian mutu secara menyeluruh (Total QualityManagement). Paradigma baru penyelenggaraan tata pemerintahan yang efektif dan efisien perludilakukan. Untuk itu organisasi pemerintah seperti Balai Latihan Kerja dalam menerapkan TotalQuality Management melalui ISO 9001:2008 memerlukan langkah ? langkah yang tepat.Dengan pengendalian mutu secara menyeluruh dapat menjadi model kinerja pelayanan publikyang prima dan dapat memberikan standar pelayanan publik sekaligus dapat menunjangrevitalisasi - manajemen pengelolaan BLK.

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ABSTRACTIn global competition, so the organization can flourish. Organizations must be able to produceproducts and services with better quality. In units of government organizations, to achieve thatgoal is needed for quality improvement in all aspects related to such services so as to enhancepublic confidence. Therefore we need the overall quality control (Total Quality Management).Organizing a new paradigm of governance that needs to be done effectively and efficiently. Forthat the government organizations like the Vocational Training Center in implementing TotalQuality Management through ISO 9001:2008 requires a step - the right step. With acomprehensive quality control can be a model of public service performance excellence and canprovide the standard of public services as well as to support the revitalization-BLK management"

"Industri konstruksi menjadi perhatian karena buruknya kualitas yang dihasilkan industri konstruksi jika dibandingkan dengan industri manufaktur. Untuk merespon itu, banyak perusahaan kontraktor mengadopsi dan mengimplementasikan strategi manajemen untuk meningkatkan kualitas. Salah satu pendekatan manajemen yang dapat digunakan untuk mencapai perbaikan kualitas berkelanjutan adalah Total Quality Management (TQM). Tujuan TQM dalam industri konstruksi adalah untuk menurunkan biaya produksi, sehingga dapat meningkatkan daya saing. Implementasi TQM membutuhkan perubahan mendasar dengan mengubah budaya, proses, strategi, dan keyakinan dalam suatu perusahaan. Orientasi pada kualitas ini lah yang menjadi kunci dari kepuasan pelanggan dan praktik bisnis. Quality Culture adalah bagian dari budaya organisasi yang berkaitan dengan kebiasaan, kepercayaan, nilai dan moral, dan perilaku untuk meningkatkan kualitas. Quality Culture juga dapat didefinisikan sebagai budaya organisasi yang berorientasikan kepada kualitas dalam setiap aktivitas yang dilakukan. Konsep dari TQM dan Quality Culture ini adalah pendekatan holistic dalam pengembangan industry kontstruksi untuk menciptakan produk tanpa cacat dan tanpa melakukan pekerjaan tambahan. Studi daya saing kontraktor sebelumnya menekankan pada harga tender dan relatif mengabaikan evaluasi atribut kinerja kontraktor. Mekanisme yang paling populer untuk memberikan kontrak kepada kontraktor masih merupakan daya saing harga. Namun, telah diakui bahwa layanan berkualitas tinggi tidak dapat dicapai jika tender terendah diterima yang mengakibatkan kebutuhan untuk beralih dari “kemenangan harga terendah” menjadi ke “pemilihan multi-kriteria” dalam proses pemilihan. DI Indonesia, perusahaan kontraktor secara umum masih lemah dalam berbagai hal, antara lain manajemen yang tidak efisien, dana dan teknologi yang terbatas, sumber daya manusia yang kurang kompeten. Hal ini akan menyebabkan kontraktor di Indonesia akan mengalami kesulitan besar dalam menghadapi persaingan dengan kontraktor asing. Meningkatnya persaingan global ini yang kemudian membuat perusahaan kontraktor di Indonesia harus mengadopsi TQM dan Quality Culture sebagai salah satu strategi untuk selalu melakukan perbaikan berkelanjutan sehingga memberikan kontribusi terhadap keunggulan daya saing dan kinerja perusahaan. Dibutuhkan sebuah alternative strategi untuk perusahaan kontraktor Indonesia agar dapat bersaing dengan kontraktor asing. Sebuah strategi dan suatu kerangka kerja untuk membantu pengembangan bisnis manajemen yang strategis. Kerangka kerja tersebut adalah hasil implementasi dari TQM dan Quality Culture, karena TQM dapat dilihat sebagai sebuah strategi yang meningkatkan kondisi ekonomi dan membantu perusahaan mencapai keunggulan daya saing.

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The construction industry is a concern because of the poor quality produced by the construction industry when compared to the manufacturing industry. In response, many contracting companies adopted and implemented management strategies to improve quality. One of management approach that can be used to achieve continuous quality improvement is Total Quality Management (TQM). The purpose of TQM in the construction industry is to reduce production costs, thereby increasing competitiveness. Implementation of TQM requires a fundamental change by changing the culture, processes, strategies, and beliefs in a company. This quality orientation is the key to customer satisfaction and business practices. Quality Culture is a part of organizational culture related to habits, beliefs, values and morals, and behavior to improve quality. Quality Culture can also be defined as an organizational culture oriented to quality in every activity undertaken. The concept of TQM and Quality Culture is a holistic approach in the development of the construction industry to create products without defects and without doing additional work. Previous contractor competitiveness studies emphasized tender prices and relatively ignored evaluations of contractor performance attributes. The most popular mechanism for awarding contracts to contractors is still price competitiveness. However, it has been recognized that high quality service cannot be achieved if the lowest tender is accepted which results in the need to move from "lowest price wins" to "multi-criteria selection" in the selection process. In Indonesia, contractor companies are generally weak in many ways, including inefficient management, limited funds and technology, and less competent human resources. This will cause contractors in Indonesia to experience great difficulties in facing competition with foreign contractors. The increasing global competition which then makes contracting companies in Indonesia must adopt TQM and Quality Culture as one of the strategies to always make continuous improvements so as to contribute to the company's competitive advantage and performance. An alternative strategy is needed for Indonesian contracting companies to compete with foreign contractors. A strategy and a framework to help develop strategic business management. The framework is the result of the implementation of TQM and Quality Culture, because TQM can be seen as a strategy that improves economic conditions and helps companies achieve competitive advantage."

"Model manajemen proses adalah sebuah model yang telah dikembangkan oleh Soares, 3., dan Stuart, A., 1997. Model ini merupakan suatu penggabungan antara elemen-elemen manajemen proses : process planning, process? control, dan process improvement dengan konsep TQM : process focus, team work, TOM tools, dan training. Model ini merupakan pendekatan yang sistematis sehingga upaya penerapan TQM dapat tercapai dengan baik. Hasil akhir yang akan didapatkan dalam model ini adalah tercapainya suatu continuous performance improvement. Tujuan dari penelitian ini adalah : Menguji hubungan antara masing-masing komponen pada elemen-elemen manajemen proses dan konsep-konsep TQM. Penelitian ini menggunakan kuesioner dengan sekala bertingkat sebagai metode pengumpulan data. Sebagai responden adalah perusahaan-perusahaan jasa konsultansi yang telah diidentifkasi kualifikasinya. Metode statistik khususnya analisa faktor dan analisa korelasi digunakan untuk mengolah data setelah data terkumpul. Hasil analisa menunjukkan bahwa adanya korelasi positif antara masing-masing elemen manajemen proses maupun antara elemen-elemen manajemen proses dengan konsep TQM. Hubungan yang kurang signifikan terjadi antara elemen-elemen manajemen proses dengan TQM tools dan training. Dari penelitian ini dapat disimpulkan bahwa ketiga elemen manajemen proses : process planning, process control, dan improvement dapat lebih mudah untuk diterapkan secara bersama-sama dengan konsep TQM : proces focus dan teamwork. Dan dengan adanya umpan balik ( feedback) pada proses memungkinkan untuk terjadinya perbaikan yang berkelanjutan.

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Process management model is a model developed by J. Scares and A. Stuart in 1997. The model combines the process management elements: process planning, process control, and process improvement, and the four TQM concepts: process focus, team work, TQM tools, and training. It is a systematic approach, so the implemention TQM could be done well. The result could be obtained from this model is achieving continuous performance improvement.

The objective of the research is to examine the correlations between the process management elements and the four TQM concepts, respectively. Mail questionnaire is used as the method in collecting data with rating-scale format. Respondents are consultant service companies those have been identified their qualifications. Factor analysis and correlation analysis are conducted as the statistical methods in analyzing data.

There are positive correlations among the elements and between the elements and the four TQM concepts, as appropriate. Less significant correlations are found between the elements and the two TQM concepts: TQM tools and training.

The conclusion that can be drawn from the research is that three process management elements can be simply applied together with the two TQM concepts: process focus and teamwork."