& ISO in Public Sector 1 LEARNING OUTCOMES Able to:
Explain the meaning of Total
Quality Management (TQM) Describe about ISO 9000 Discuss about TQM and ISO in public sector
2 WHAT IS QUALITY?
The totality of features and
characteristics of a product or service that bear on its ability to satisfy stated or implied needs. (ISO 8402:1994)
3 CONTINUED
Satisfy stated or implied needs.
The constant achievement of all that your customer requires and expects. Conformance to requirements. Fitness for use (product/service does what it is intended to do).
4 QUALITY IS ABOUT
Knowing what you want to do and how you want
to do it. Using what you learn to develop your organization and its services. Seeking to achieve continuous improvement. Satisfying your stakeholders those different people and groups with an interest in your organization. Determined by the product users, clients or customers, not by society in general. It is not the same as 'expensive' or 'high quality'. Low priced products can be considered as having high quality IF the product users determine them as such. 5 WHAT IS TOTAL QUALITY MANAGEMENT (TQM)? The Concept of TQM
Approach to quality that emphasizes
CONTINUOUS IMPROVEMENT, a philosophy of DOING IT RIGHT THE FIRST TIME and striving for ZERO DEFECTS and ELIMINATION OF ALL WASTE. It is a concept of using quality methods and techniques to strategic advantage within organization. Management philosophy developed by W. Edwards Deming Relates to the continuous improvement in quality through research in customer satisfaction and the empowerment of employees
6 W
CONTINUESHAT IS TOTAL QUALITY MANAGEMENT (TQM)? cont.
A process in creating a culture of excellence for the
whole organization and is customer driven. Aims to enable organization to achieve total quality in all its operational aspects. Focus on the overall quality measures used including managing quality design and development, quality control and maintenance, quality improvement, and quality assurance. Consider all quality measures taken at all levels and involving all employees.
7 PRIMARY ELEMENTS OF TQM
A management system for a customer-focused organization that involves in continual improvement
The Certified Manager of
Quality/Organizational Excellence Handbook, pp. 291-291
8 PRINCIPLES OF TQM
1. Top management support
2. Strategic quality planning 3. Training and recognition 4. Customer focus 5. Quality assurance 6. Teamwork 7. Performance measurement and quality assurance DAC 1/1992: The Guidelines on Total Quality Management (TQM) in the Public Service
9 1. FOCUS ON CUSTOMER
Every member in the
organization has to be inculcated with the practice and the culture of pleasing them internal and external.
Government agencies must
know who their customer is and make an effort to provide products and services that satisfy their needs.
10 2. QUALITY ASSURANCE
This objective can be achieved by adhering to
clearly laid quality standards for products, work processes and input used.
This has to be supported in turn by quality
inspection, tracing sources of flaws and taking remedial action.
11 THE IMPORTANCE OF QUALITY ASSURANCE IN ENSURING QUALITY Quality assurance is any systematic process of checking to see whether a product or service being developed is meeting specified requirements. Capable to increase customers confidence and organizations credibility, to improve work processes and efficiency, and to enable a company to better compete with others. The systematic monitoring and evaluation of the various aspects of a project, service or facility will maximize the probability that minimum standards of quality are being attained by the production process
12 3. STRATEGIC PLANNING
Management should regularly plan and take
appropriate measures to improve the work processes to ensure that the quality of the final output is on the rise all the time in line with the increasingly complex needs of customers.
13 4. TEAMWORK
Teamwork is effective in contributing creative
and innovative ideas and implementing improvements successfully.
14 5. TRAINING AND RECOGNITION-BUILDING A SENSE OF OWNERSHIP AMONG WORKERS Strengthen awareness, commitment as well as to instill a sense of responsibility among workers in upgrading quality in their department.
It can be achieved by creating a sense of
togetherness at the workplace.
15 6. LEADERSHIP AND COMMITMENT BY TOP MANAGEMENT The management should be involved directly in upgrading quality and ensuring that the objectives of the department are achieved.
16 7. MEASUREMENT OF PERFORMANCE Management of quality requires support from an effective system of performance appraisal.
As such the departments should formulate a
comprehensive system of performance appraisal.
17 TQM IN MALAYSIAN PUBLIC SECTOR
Introduced in July 1992
In line with the Govt. of Malaysias aim to ENHANCE QUALITY SERVICE OF THE PUBLIC SECTOR REMINDER!!! Prior to that, PSD introduced various quality effort including Innovative awards, Quality Read: Control Circle, Service counter quality etc. Dev. Administration Quality improvement programmes were mainly Circular 1/92 through the introduction of government Dev. circular Development Administration Administration Circulars Circular 2/96
18 RELATED DEV. ADMINISTRATIVE CIRCULARS
GUIDELINES FOR QUALITY GUIDELINES ON PRODUCTIVITY
IMPROVEMENT STRATEGIES IMPROVEMENT IN THE PUBLIC SERVICES, IN THE PUBLIC SERVICES, DAC 6, 1991 DAC 4/1991 Objective to plan & implement productivity 7 quality programmes to improvements be implemented Quality suggestion Defines the concept of productivity system Quality processes 8 common factors to attain higher productivity Quality inspection Workforce Quality day Systems & procedures Quality slogan Organizational structure Feedback on quality Quality public service Management style Work environment Technology Materials Capital equipment
19 BENEFITS OF TQM
20 ESSENTIAL SUCCESSFUL FACTORS FOR TQM Top Managements Commitment (leadership quality) Effective Management Style Conducive Corporate Culture Staff Commitment Appropriate Education and Training Programmes Recognising High Performance Effective Evaluation on Quality Improvement ProgrammeYussof, Ishak, 1996, TQM and Its Introduction in Malaysias Public Service, Jurnal Ekonomi, pp.31-49
21 ISO 9000
An effort to accelerate excellent services achievement QMS
based on MS ISO 9000 A written standard that defines the basic elements of a quality system that organizations should use to ensure their products and services meet or exceed customer expectations. The PRINCIPAL GOAL of the ISO9000 Standard is quality assurance and the fundamental principle in quality assurance is prevention and not remedial action after the defects have occurred. Dev Administration Circular No. 2 of 1996
22 ISO 9000 AND PUBLIC SECTOR IN MALAYSIA
On the 11th July 1996, the Chief Secretary to the As at 2001,
Government had launched the Guidelines for approximately Implementation of MS9000 in the Civil Service. 800 govt. Towards achieving effective quality agencies were management system (QMS). involved with the ISO 9000 To ensure goods and services produced would implementatio have features that meet customers satisfaction. n and >200 Responsibility for overseeing the agencies implementation of ISO9000 in the public sector achieved the Malaysian Administrative Modernisation standard. Unit (MAMPU)
23 ISO 9000 AND PUBLIC SECTOR IN MALAYSIA
Notwithstanding the encouraging performance of Civil Service
agencies, it is felt that much more can be achieved in improving the quality of their service delivery. In this direction the Government has decided that the time is right for agencies to implement a quality management system that is universal and based on a standard that is internally recognised , to conform to MS ISO 9000 standard. THE ADOPTION OF THIS STANDARD WILL FURTHER STRENGTHEN THE QUALITY MANAGEMENT SYSTEM THAT ALREADY EXISTS IN GOVERNMENT AGENCIES. (DAC, No. 2 of 1996: I)
The rationals of implementing the MS ISO in public services is to
encourage government agencies to produce an efficient and effective Quality Management System according to the standard. Nevertheless, it will only be recognised after the Quality Management System is given with the certificate recognition.
24 ISO 9001: 2008 ISO 9001: 2008 is the standards fourth revision and replaces ISO 9001:2000. The revision year follows the ISO standard code. ISO 9001 standard was developed based on eight quality management principles to ensure company product or services consistently meet customer and applicable regulatory requirements continually improve to enhance customer satisfaction. ISO 9001:2008 specifies requirements for aquality management system where an organization needs to demonstrate its ability to consistently provide product that meets customer and applicable statutory and regulatory requirements, and aims to enhance customer satisfaction through the effective application of the system, including processes for continual improvement of the system and the assurance of conformity to customer and applicable statutory and regulatory requirements.
25 ISO 9001:2008
Section 1: ScopeTalks Section 5: Management
about the standard and how Responsibility it applies to organizations and the importance of Gives ISO requirements for aprocess approach Managements role in the QMS Section 2: Normative Section 6: Resource Reference References Management ISO9000:2005which should be used along with the Section 7: Product standard. Realization Section 3: Terms and Definitions Section 8: Measurement, Section 4: General Analysis and Improvement RequirementsGives ISO Gives ISO requirements on requirements for the overall monitoring processes and Quality Management improving those processes Systems
