TUGAS MANAJEMEN OPERASIONAL

RESUME JURNAL MUTU

OLEH :

GILANG RAMADAN

NIM. 1610247272

PROGRAM PASCA SARJANA UNVERSITAS RIAU

PEKANBARU

2017
No. Author, year Title Tools Variables Findings Research Limitation Conclusion Results

1. Costache From Quality Analisa 1. Resource Studi ini membahas 1. Melihat kualitas Belakangan ini, kualitas Hasil menunjukkan bahwa Para
Rusu, 2016 Management to suppliers tentang Lingkungan manajemen di telah menjadi subjek yang manajer universitas diberi TUGAS
Managing 2. Informational sosio-ekonomi universitas modis dalam sistem baru: UNTUK MENERIMA
Quality 3. Human (GSEE), di mana 2. Melihat pendekatan pendidikan tinggi: banyak kebutuhan klien, pengguna,
4. Candidates institusi pendidikan kualitas yang pemimpin universitas, masyarakat. Era dimana universitas
5. Financial menjalankan aktivitas terintegrasi fakultas atau departemen sama sekali tidak tertarik dengan apa
6. Product
mereka, bersifat menawarkan hal ini lebih yang terjadi pada produknya yang
global, dan penting dari pada akan berakhir. Para manajer
universitas dari sebelumnya. Orang-orang universitas harus belajar apa artinya
seluruh dunia berada menghadiri kursus dan menggabungkan kualitas produk dan
di peringkat, sesuai seminar tentang Sistem layanan mereka memberikan,
dengan kinerja Manajemen Mutu mencari menarik, merekrut lulusan sekolah
kualitas masing- resep yang bisa diterapkan menengah terbaik, memperoleh
masing. Ini pada pendidikan tinggi. bahan berkualitas, mengendalikan
lingkungan Kenyataannya, kualitas pendidikan dan mendukung proses
mempengaruhi adalah masalah serius, dengan segala perhatian mereka,
sistem manajemen rumit dan sulit yang menguraikan eksperimen, simulasi
mutu di Perguruan sekarang menjadi bagian untuk menghindari masalah,
Tinggi (QMSHE) dari sistem manajemen kemungkinan gangguan, secara
pada tingkat masing- universitas. Makalah ini ilmiah memperkuat keputusan jangka
masing universitas. membahas masalah panjang dan jangka pendek, dengan
manajemen mutu dalam menggunakan sebagai seefektif
sistem pendidikan sebagai mungkin sumber daya manusia,
sistem cybernetic dan sekaligus mengurangi biaya dan
mengusulkan model menekankan biaya universitas
kualitas dalam siklus kualitas. Kita membutuhkan kualitas
pengembangan produk manajer - untuk setiap keputusan
universitas. Telah yang dilakukan - manajer rasional
ditunjukkan bahwa daya yang mendukung keputusan,
saing universitas dalam pencegahan dan lingkungan, dengan
kondisi globalisasi dan mempertimbangkan konsekuensi
gradasi mereka semakin masa depan terhadap kebutuhan,
bergantung pada kualitas klien, pengguna, dan masyarakat.
manajemen universitas.
 Available online at www.sciencedirect.com

ScienceDirect
Procedia - Social and Behavioral Sciences 221 (2016) 287 – 293

SIM 2015 / 13th International Symposium in Management

From Quality Management to Managing Quality

Costache Rusu*
“Gh. Asachi” Technical University of Iasi, Romania

Abstract

In recent times, quality has become a fashionable subject in the higher education system: many university, faculty or department
leaders offer this subject a greater importance than they previously did. People attend courses and seminars on Quality
Management Systems looking for a recipe which can be applied to higher education. In reality, quality is a serious, complex and
difficult matter which is now part of the university management system. This paper tackles the subject of quality management in
the educational system as a cybernetic system and proposes a model of quality within the development cycle of university
products. It has been shown that the competitiveness of universities in the condition of their globalization and gradation depends
more and more on the quality of university management.

©
© 2016
2015TheTheAuthors.
Authors.Published
Publishedby by
Elsevier Ltd.Ltd.
Elsevier This is an open access article under the CC BY-NC-ND license
(http://creativecommons.org/licenses/by-nc-nd/4.0/).
Peer-review under responsibility of SIM 2015 / 13th International Symposium in Management.
Peer-review under responsibility of SIM 2015 / 13th International Symposium in Management
Keywords: Managing Quality, Quality in Education, Quality Management;

1. Introduction

The quality of education is an ensemble of characteristics of a study program and of its supplier through which
the customers’ expectations and requirements of quality standards are fulfilled. The products of higher education
have an impact on the quality of trade companies and of public organizations.
The economic and political (legislative) forces exert pressure on the higher education system in order to adapt
to the new social and economic environment. If the hypothesis that we live in a consumption society of superior

* Corresponding author.
E-mail address: crusu@tuiasi.ro, rusucostache@yahoo.com

1877-0428 © 2016 The Authors. Published by Elsevier Ltd. This is an open access article under the CC BY-NC-ND license
(http://creativecommons.org/licenses/by-nc-nd/4.0/).
Peer-review under responsibility of SIM 2015 / 13th International Symposium in Management
doi:10.1016/j.sbspro.2016.05.117
288 Costache Rusu / Procedia - Social and Behavioral Sciences 221 (2016) 287 – 293

education is accepted, many of the traditional concepts concerning the university quality will have to be changed.
The use of concepts of quality in the higher education was promoted by the success of implementing some
quality strategies in the industry and services and by the need of promoting a "revolutionary thinking" in university
management (Popescu, S et al. 2004).

2. The systemic approach of quality management in universities

The socio-economic environment (GSEE), in which the education institutions carry out their activity, is a global
one, and the universities from the entire world are ranked, according to the quality performance of each. This
environment influences the quality management systems in Higher Education (QMSHE) at the level of each
university (see Figure 1) (Rusu, C. 2002).
The result is that universities should also focus on the client/user/society's needs (N), and the specifications of
university product to base on - C (competences, knowledge, value, attitude). Some educational experts contested the
terms “Client” and “market” in higher education and argued for their use only in the commercial environments.
We consider our clients not only the students but also their users, the society or their families, the providers, the
co-shareholders and the products being also the raw material. The students have a special status because they
contribute to their own education. The socio-economic environment differs from one university to the other
according to the initial resources and the informational, human, financial, material suppliers (R). The system exit,
competencies and knowledge values differ according to the quality of educational and training processes, within the
supply performing system or the constant evaluation system.
 Costache Rusu / Procedia - Social and Behavioral Sciences 221 (2016) 287 – 293 289

The global socio-economic environment

Client / User/ Society’s Needs (N)

Resource suppliers (S)

Informational (I)
Human (H) Product (P)
Candidates (C) Knowledge
Financial (F) Competences
Values
Evaluation Operational Subsystem (OS) A i d
Final
Resources Education and Training Evaluation
E, R processes (EP) F, E
Staff (S)
Implemen- Equipment €
tation Continuous Internal Evaluation C
I Resources (IEV)
Data base (DB)
Management of Quality (MQ)
Direction subsystem (SD)
Adjustments/ Decisions/ Quality Politics
Management Objectives
T Strategies
Decision Quality Data Quality Standards
T (D) Management Processing Performance
(MQ) (DP) Standards
Indicators
Historical data
(S)

Figure 1: Quality management system at the university level (QMSHE)

C- Data collection; T - Data transmission; DP - Data processing; S - Data Base (DB) stocking; I – Decision implementation
------Informational - system (IS)

In present times, the long-term thinking, prevention, the quality achieved in the stage of new study program,
new specializations, educational plans, curricula creation, the understanding of variation, the elimination of losses,
and the scientific approach of decisions are necessary concepts for the top management.
The quality directing subsystem (MQ) in the higher superior education institution comes into contact with the
effecting system of the university through the informational/informatics (SI) system that gathers, stocks, transmits,
and processes data in view of substantiating decisions (D) that can be rapidly implemented in the effecting
subsystem (OS) [3].
Conceiving, designing, creating, maintaining and organizing the functioning of QMS in HE depends on the
managers' quality. This also supposes establishing the politics, the objectives and the performance standards for the
education, and quality field, which are encountered in the database. The manager must understand that solving the
quality problems is essential but not sufficient. He must prevent the emergence of some problems in the future, to
take prophylactic measures. As the PDCA cycle is useless without prevention, it is an excellent tool for continuous
improvement process. Many errors are due to the lack of a preventive attitude and foreseeing and prevention
represents one of the fundamental responsibilities of a manager. Thus, the need of correlating the quality
management with the university management quality is required (QM) (Juram, J. Gryna, F, 1993).
290 Costache Rusu / Procedia - Social and Behavioral Sciences 221 (2016) 287 – 293

3. Competitiveness and quality

According to the studies from the educational market, clients become more and more demanding and more
aware of the rights to which they are entitled. Therefore, competition intensifies driven by fear of losing clients, the
students. Unfortunately, there are a few University Managers, Deans or Head of departments that do not always
apply enough intellectual honesty and offer flawed products. These include specializations that are not required on
the market, programs without corresponding education plans and programs, or programs for which there are not
sufficient trained teachers. Additionally programs may not provide the knowledge and competencies useful to the
clients, users and society (Rusu, C. 2015).
Universities that desire to prosper, to ascend in ranking, must provide their clients and users products of better
quality in exchange of their money. The graduate’s failure during recruitment or after employment in the country or
abroad may ruin the university's reputation.
Approaching a short- term vision, some decisions that do not take into account the long-term university interest,
and focus primarily on financial gains and/or short-term group survival, can affect the ranking of universities,
sometimes with dramatic consequences. Here, we refer to a wide range of factors. The most important are: an
exaggerated formalism in many activities, indulgence at the admission and exams, accepting a reduced presence at the
course and practical activities, carrying out a formal practice, modest equipment in laboratories, a poor student –
teacher relationship, unmotivated staff trained in a hurry, insufficient cooperation with the economic agents, modest
level research activities, a lack of control of university management, partial appreciation of feedback and feed-before
mechanisms (Cuc, S., Bungau. C., 2014).
Even under the conditions presented above, it is possible to create a university quality management system,
formally certified on the one hand, and with a modest management quality on the other hand,a situation that does not
lead to a long term performance.

Quality generally and in the universities especially, is achieved

Results
Price over a long period, and management quality is decisive. D.E
Petersen, the president of Motor Ford Company said: "The
principle according to which we guide ourselves in life is that
Quality once we did something well, we must find the way to do the
Image same thing even better.” Quality is a competitiveness factor that
must be integrated in all the university activities, in order to
prevent the failures. Fausto Galleto proposed a tetrahedron of
competitiveness for the university. (See Figure 2) (Galetto, F.
Speed of answer Innovation 1997).

Figure 2 The tetrahedron of competitiveness

The orientation towards quality allows the university to promote and generate innovation, to offer the users, in time,
new specializations and competencies, especially through masters, to reduce the taxes, to consolidate their image
and to have notable results in the research and when the graduate students are employed within their professional
training.

4. The quality of management in the university

The university managers must anticipate the quality and prevent the failures before correcting them. In order to be
receptive to this reaction, the university managers must be educated and trained in the spirit of quality, they need a
serious training and not "theatrical seminars" about quality problems (Rusu. C 1997, Rusu, C et. Al, 2000, Rusu, C.,
Gafitanu. M. 2000)
The first step towards this serious instruction is intellectual honesty. This represents the people's capacity of using
 Costache Rusu / Procedia - Social and Behavioral Sciences 221 (2016) 287 – 293 291

their thinking abilities in order to deduce the logical consequences from the premises they own (information, methods,
theory, facts etc.).Starting from the seed of knowledge "we know that we don't know", the honest persons interrupt the
vicious circle of weak quality and ascend the scale of knowledge. This disregards the idea that "the capacity of thinking
depends only on the intelligence, which is wrong".
Few university managers dare to argue the fact that the notion of concept (Q) is strongly connected to that of
Culture (C), (and culture is developed through education and interaction with different management cultural groups
and to their willingness of being good managers, where the following quality equivalents (E) result from:

E1ÆQÆC E2Æ QP Æ QM E3Æ QM Æ PQ

PQ - product quality (the graduate's knowledge and competencies)

MQ - managers’ quality
PQ- the passion for the manager's quality

The university manager needs a cultural metamorphosis. The first step of metamorphosis is that of learning,
with intellectual honesty, the second step is that of putting into practice the things learnt. The creation of the
following axiom is necessary:
The Rector, the Dean, and the Department Chiefs: consider quality as being a strategic issue for the survival
and development of the university. All the employees are well informed of the university strategy and objectives;
all the departments and compartments of the university must function unitarily according to the politics and strategic
objectives regarding quality. The Rector himself must respect the quality politics.

5. The integrating approach of quality

Quality requires a cultural transformation of management and not a week of interesting seminars; a lot of work;
knowledge and solid methods; rigorous tests and experiments, intellectual honesty, and cooperation.
The Romanian universities should not have copied Japanese or European methods of quality. They should
recover the Romanian and European culture, with intellectual honesty, to adapt and not adopt ad -literary different
methods of management.
Any decision taken in a university, in a department, has repercussions on other departments, as well as on the
client and users, both in the short and the long term; and on the integrating approach of university subsystems.
The university as a cybernetic system (Figure 1) can approach the university directing system from the point of
view of four elements that condition each other: the intellectual honesty, the scientific substantiation of decisions, the
cooperation and the holistic climate, the integrity of university quality. Each university could integrally provide the
quality it promises, in other words to achieve the "quality integrity". The prosperity of a notion greatly depends on: its
population; the practiced management; the government and the natural resources it has (Riley Jim 2012).
The top management of the university can prove through facts that it is really dedicated and receptive towards
quality , using the personal example in order to improve all the processes, to prevent the appearance of quality
problems and deliver the clients/users,and society the quality they need.
The things mentioned above can denote an investment for university and society but the benefits can be huge.
For the time being, the consumer's protection does not apply to superior education. Together with the promotion of
competence, a supplement at the diplomas, it is possible that the users, clients and society begin to ask
indemnifications for: "malpractice", lack of employment, lack of competencies etc.
The commitment to quality is not sufficient and we need the managers' quality because quality means satisfying
the clients' needs and not the clients' satisfaction.
The university managers, scholars in their field, can acquire knowledge because experience without a
theoretical grounding teaches us nothing about quality and its management.
Since the wellbeing of notions depends more and more on the quality of its leaders, the fact that some
universities still appreciate the managers who have not learnt to continuously improve their knowledge through the
new quality management theory is rather peculiar. The higher education forms the future managers. It would be
great if the training of these managers were successful at the first attempt in the university too.
292 Costache Rusu / Procedia - Social and Behavioral Sciences 221 (2016) 287 – 293

6. The quality prevention within the product's life cycle

The development cycle of the university product can be considered similar with the development cycle of each
product, Figure 3., since quality must be incorporated into the product from the conception stage, the development
cycle of the university product, figure 3 with its 10 areas should be permanently taken into account by the university
manager (anticipation, organization, control, and coordination - decisions) (Rusu. C. 2004).

2. Specialization 1. Needs-competencies
Preliminary acquired by the client,
Education Plan user, society

3. Education plan. 3. Education plan.

Product Product
specifications specifications

4. Concepts,
Curricula, 7. Zero 8. Educa-
9. Employment in
Professors, 6. Testing Series tional
the training field
Laboratories, Prototype Training
Evaluations

10. Annual corrective actions for

improving the university product

QUALITY - NEEDS

THE GLOBAL SOCIO – ECONOMIC ENVIRONMENT

Figure 3: The development cycle of the university product

In the Romanian education area 1 has often been ignored; areas 2 ,3 and 4 referred to the persons that existed in
the system and not to the client's needs ; area 5 often developed formally; area 6 and 7 are not specific to education,
they are hard to achieve. No specialization disappeared after the first year; area 8 is too little controlled as a process;
area 9 is little researched and taken into account; area 10 is too little conditioned by 1 and most of the areas have a
poor feedback with the socio-economic environment. Maybe we could think: how to make a previous testing of the
new education programs (specialization); what achieving a zero series for the superior education would suppose.
The educational and support processes could be evaluated more .attentively and controlled within a specific
informatics system (SI) - figure 1 - having subsystems of: collecting (C), transmitting (T), processing (P), stocking
(S) the data in a data base (DB) in view of substantiating the decisions of continuously improving the university
quality.
The data historic could also represent the basis of developing a. prevention system of feed-before system,
along with, the feedback one. The control of processes will be permanently accompanied by an internal and
external verification of the university graduates' components followed by other decisions of quality improvment.
The management quality, in order to provide the university quality, would suppose assuming some
responsibilities related to: the internal organization of the quality system, adapting and developing a flexible system,
based on a specific sensor to collect the need of the clients and society's users. This would suppose designing,
 Costache Rusu / Procedia - Social and Behavioral Sciences 221 (2016) 287 – 293 293

creating and using specific procedures for each 10 area of completing the product development cycle.

7. Conclusions

The university managers are assigned a new TASK: TO BE RECEPTIVE to the clients', users', society's needs.
The era in which the university was not at all interested in what happens to its product is ending.
The university managers must learn what it means to incorporate the quality in the product and services they
deliver, attracting, recruiting the best high school graduates, acquiring quality materials, controlling the educational
and support processes with all their attention, elaborating experiments, simulations in order to avoid the problems,
the possible perturbations, scientifically substantiating both the long term and short term decisions, using as
effectively as possible the human resources, while reducing the costs and emphasizing the costs of university
quality. We need the managers' quality- for each decision undertaken- rational managers who substantiate the
decisions, the prevention and the environment, taking into account the future consequences on the needs, client, the
user, and the society.

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