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Total Quality Management (TQM) in education has become an important issue in line with increasing societal demands for quality educational services and student satisfaction. Improving educational quality not only depends on the curriculum but also on the effective implementation of quality management principles in educational institutions, including secondary schools, universities, and Islamic boarding schools. This article aims to provide a literature review on the concept, implementation, and impact of quality management on customer satisfaction in the context of Islamic education, addressing two research questions: (1) How are the concepts and practices of quality management implemented? and (2) What are the drivers and barriers to successful implementation?. The method employed is a qualitative literature review, with scholarly articles retrieved from Google Scholar and Publish or Perish (PoP) using the keyword “integrated quality management in education.” The search focused on publications from 2020 to 2025, yielding 30 initial articles. After screening and selecting based on relevance and focus on customer satisfaction, 5 main articles were analyzed in depth. The review revealed three main trends: (1) implementation of integrated quality management enhances service quality and student satisfaction; (2) leadership and curriculum management are key factors for success; and (3) continuous evaluation strategies and staff competency development promote stakeholder satisfaction. In conclusion, systematic quality management in education positively impacts customer satisfaction, and further research is needed to conduct comparative studies across institutions and to explore the integration of digital quality management systems.

The competition among educational institutions demands improvement in service quality as a key marketing strategy. Good service quality not only builds a positive image for the institution, but also encourages student satisfaction and interest. The purpose of this study is to identify a quality-based educational marketing strategy to increase student interest. This study used a qualitative approach, with a case study method. Data collection techniques were conducted through interviews, observation, and documentation analysis. The results of the study found that: 1) An effective Islamic education marketing strategy is rooted in the integration of Islamic values and service quality as the basis for forming a positive image of the institution. 2) MTs Al Hidayah excels with a humanistic approach based on empathy and service flexibility, while MTs Daarul Uluum PUI excels through a structured and institutional quality management system. 3) Visionary leadership, teacher competence, and spiritual value-based communication are key factors in building public trust and loyalty. 4) The main obstacles include a lack of quality systematization, documentation, and digital promotion innovation, which have an impact on the limited reach and professionalism of marketing. Strategic solutions include strengthening data-based quality management, increasing human resource capacity, community partnerships, and optimizing digital communication to create sustainable Islamic education marketing that has da'wah value.

This study aims to analyze the development strategy of vannamei shrimp (Litopenaeus vannamei) cultivation business in the intensive pond system at CV Jaya Tirta Vannamei, Probolinggo, East Java. The research applied a qualitative descriptive approach combined with SWOT analysis to evaluate both internal and external factors affecting the business. Data were obtained through observation, interviews, and documentation, then processed to generate alternative development strategies. The results show that CV Jaya Tirta Vannamei possesses strong internal resources such as experienced human resources, reliable production facilities, and good management capabilities. Externally, the company benefits from the rising demand for vannamei shrimp in domestic and global markets, the availability of modern aquaculture technology, and supportive government policies. Nevertheless, some challenges exist, including fluctuating shrimp prices, vulnerability to disease outbreaks, and relatively high operational costs, which may influence business continuity if not addressed effectively. Based on the SWOT analysis, the most appropriate development strategy is the S-O (Strengths–Opportunities) strategy, with an alternative strategy score of 3.72. The recommended strategies are: (1) increasing shrimp production through the adoption of advanced and sustainable cultivation technology, (2) developing and maintaining a reliable water quality management system to enhance productivity, (3) utilizing skilled human resources to strengthen innovation in cultivation techniques, and (4) ensuring the availability of sufficient and quality feed to support continuous production growth. In conclusion, implementing the S-O strategy provides an effective pathway for CV Jaya Tirta Vannamei to optimize its internal strengths in response to external opportunities. By improving technology application, strengthening resource utilization, and enhancing production management, the company can secure competitive advantage, increase productivity, and ensure long-term sustainability in the rapidly growing aquaculture industry.

This study aims to analyze the implementation of Total Quality Management (TQM) and its influence on employee performance at the Kepiting Soka Micro, Small, and Medium Enterprise (MSME) in Pangkalan Batu, Langkat Regency. This MSME operates in the soft-shell crab processing sector and faces challenges in maintaining product quality and production efficiency. The research uses a qualitative descriptive method, with data collection techniques including observation, interviews, and documentation. The results show that TQM implementation remains informal and unstructured. Although work practices such as precision and compliance with instructions reflect basic TQM principles, employee understanding of the concept is limited. Employee involvement in quality evaluation is also minimal, and there is no documented quality management system in place. The main obstacles In applying TQM in this MSME include a lack of training, limited resources, and the absence of clear Standard Operating Procedures (SOPs). Therefore, a gradual implementation of TQM is necessary, starting with the development of SOPs, regular training, and strengthening commitment to quality. These steps are expected to improve employee performance and enhance the competitiveness of The product in the market.    

Improving the quality of education is a strategic demand in responding to global dynamics and community demands for the quality of educational institutions, including madrasahs. MTsN 1 Ogan Komering Ilir as one of the formal Islamic educational institutions strives to build a structured quality management system to improve the academic quality and character of students. This study aims to analyze the implementation strategy of quality improvement management at MTsN 1 Ogan Komering Ilir, identify the obstacles faced, and explore strategic opportunities that can be utilized in the quality improvement process. This study uses a descriptive qualitative method with a case study approach, and data were collected through observation, documentation studies, and in-depth interviews with four main informants. The results of the study indicate that madrasahs have implemented quality management strategies through data-based planning, implementation of teacher capacity building programs, strengthening learning, and periodic quality evaluations. However, there are still obstacles such as limited human resources, lack of quality literacy, and limited use of information technology. On the other hand, there are opportunities such as support from national policies, commitment from madrasah leaders, and stakeholder participation that can be maximized to strengthen the quality system in a sustainable manner.

The implementation of a quality management system in educational institutions is a strategic step in ensuring the quality of the process and sustainable learning outcomes. However, in reality, many madrasas still face obstacles in implementing the system effectively and comprehensively. This study aims to analyze in depth the quality management system implemented at MTs Negeri 2 Musi Banyuasin, including planning, implementation, evaluation, and strengthening strategies. The research method used is qualitative descriptive with a case study approach, where data is collected through observation, documentation, and in-depth interviews with relevant parties in the institutional structure of the madrasa. The results of the study indicate that the quality management system in this madrasa has adequate structural devices and formal documents, but its implementation is still administrative, not fully integrated into the work culture, and not supported by digitalization of information systems and optimization of stakeholder participation. Strengthening is needed in the aspects of technical training, utilization of technology, and instilling a culture of quality so that the system built can run sustainably and have a real impact on improving the quality of education.

Pharmaceutical Wholesalers or commonly known as PBFs are companies in the form of legal entities that have permits to procure, store and distribute large quantities of pharmaceutical supplies in accordance with the provisions of applicable laws and regulations. PBF must implement a quality system that includes quality risk management principles. An effective quality management system must include a Corrective Action and Preventive Action (CAPA) process to address deviations and prevent the same problems from occurring again in the future. The research was carried out by reviewing cases found by the Center for Food and Drug Monitoring (BBPOM) at PBF "X" and then continuing with an analysis of corrective actions and corrective actions that needed to be taken to overcome these cases of deviation. The results of the research show that the preparation of the CAPA by PBF PBF “X” has implemented most of the provisions contained in the CDOB guidelines well.