ANALYSIS OF ISO 9001:2015 QUALITY MANAGEMENT SYSTEM IMPLEMENTATION IN IMPROVING THE OPERATIONAL PERFORMANCE OF OUTSOURCING COMPANIES: A CASE STUDY OF PT TRISAKA

Abstract

This study aims to analyze the influence of implementing the ISO 9001:2015 Quality Management 
System (QMS) and its impact on the operational performance of PT. Trisaka Cilacap, an outsourcing 
company. The primary focus of the research includes how the clauses of ISO 9001:2015—such as the 
process approach, risk-based thinking, and continuous improvement—are integrated into the 
company's daily activities. In an era where business competition in the outsourcing sector is 
increasingly intense, service consistency has become the key to the company's sustainability.  
The research method employed is a descriptive qualitative approach with a case study focus on PT 
Trisaka, a local outsourcing company operating in Cilacap, Central Java. Data were collected through 
field observations, in-depth interviews with management, and an analysis of internal documents 
related to Key Performance Indicators (KPIs). The data analysis technique utilizes gap analysis to 
measure the discrepancy between actual conditions and ISO standard requirements.The research 
findings indicate that the implementation of ISO 9001:2015 contributes significantly to the 
standardization of Standard Operating Procedures (SOPs), which has resulted in a reduction in 
operational error rates and an improvement in response times to client requests. Furthermore, the 
application of risk-based thinking assists the company in mitigating labor and legal risks before they 
become operational constraints.From a financial perspective, there is an increase in customer trust, 
reflected in growth in both turnover and profit. Overall, ISO 9001:2015 certification is not merely a 
symbol of compliance but a strategic instrument that enhances internal process efficiency and 
customer satisfaction, ultimately strengthening the company’s bargaining position in the outsourcing 
services market. 
In fact there are some contraints i. e. Employees stationed at client sites lack a comprehensive 
understanding of the workflow and objectives of ISO 9001:2015 implementation. The implementation 
of SOPs and KPIs is often inconsistent at the operational level, necessitating corrective adjustments to 
ensure alignment. Internal Audits are not conducted in a timely manner as they are frequently 
sidelined by the company's routine operational activities. Several documents remain outdated and 
continue to use legacy versions, failing to reflect current operational conditions and requirements. 
Policy changes within client companies—which are beyond the control of PT Trisaka—have led to 
contract amendments, resulting in a decline in the company's business value.