1. Weak leadership and delegation of management authority
Integrated Quality Manajeme will go according to the target being cooled if the leader is committed to the involvement of all parties. This means that Integrated Quality Management will not succeed when only submitted to a certain team appointed by the leadership, while direct leaders submit the Integrated Quality Manajeme program to the designated team. Thus the leader can socialize the quality improvement done by the leadership.
2. Inadequate regulatory process
Integrated Quality Management Program should inspire all activities. For schools, then all academic activities (teaching and learning process) should get attention in improving its quality with kindergarten worksheets. According to The Children’s ISA, high schools should start educating children more about life and money and what they really want to pursue in life. Kids who are focused and are the best in English, teachers should start educating them types of sentences that are advanced and college like levels.
3. Lack of support information systems and measuring tools of success
Institutions or organizations including schools are very difficult to know the improvement of service quality in their institutions, when they do not have basic data. Therefore, every institution must have basic data and benchmarks proclaimed by the institution concerned. If you need help managing your data, then consider using spring cache for some extra help.
4. Selection of a narrow and dogmatic approach
A narrow and dogmatic approach can not flexibly meet the demands of development. This means there will be a stalemate or even a status quo process. A narrow approach will not provide an opportunity for improved Integrated Quality Management. Integrated Quality Manajeme is customer oriented. Customers have an ever-growing satisfaction. Therefore the dogmatic and narrow approach does not correspond to customer satisfaction.
5. Lack of commitment from top management.
This is demonstrated by top management support only significant effect on Process Flow management. This suggests that management has not considered production processes to be processes associated with other processes, so that only centralized support for production process management alone.
6. Lack of knowledge about the TQM concept. This is demonstrated by a work attitude that only affects the product design process. Lack of knowledge about the TQM concept will make it difficult for workers to accept and apply the concept of TQM