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The initial changes in standard procedures made by manufacturing companies when implementing ISO 9000: 2008 system (SNI/ National Indonesia Standard) are establishing procedures related to the system in each department of the companies. These changes are related to the standard operating procedures, work instructions, and forms. The second stage of changes happens during the implementation of the Enterprise Resource Planning (ERP) in which the companies have to integrate various departments into one integrated data system. These processes of changes in the companies are called business process redesign or reengineering (BPR). The changes are conducted by making adjustments to all procedures in the companies so that they can fit in applying ERP modules. Good adjustments will increase the employment performance for manufacturing companies. The data are collected from 100 questionnaires distributed to the manufacturing companies in East Java, and can further analyzed from 77 questionnaires with 77% response rate. Data processing is performed by using structural equation modeling of PLS and finds that BPR does not provide a direct improvement to the implementation of ERP in the companies. The changes to the standard procedure of the company, or BPR, give an impact of 0.422 to the implementation of ISO 9001. The implementation of ISO 9001 brings an impact of 0.763 on the implementation of ERP. The implementation of ISO 9001 does not affect the company performance, but the implementation of ISO gives a significant impact to the companys performance of 0.664. The changes in standard procedures performed in the company, often called BPR, can improve the companys performance by 0.2138, obtained through the implementation of ISO 9001 and the implementation of ERP.

The Effect of Procedure Change, TQM and ERP Implementation to Company Performance on Manufacturing Industries