ESTABLISHING A QUALITY MANAGEMENT SYSTEM: THE

CPSC EXPERIENCE

by

Dr Bernardo F Adiviso

Former Director

Common Objectives of TQM and QMS

• Customer Satisfaction:

- customer-focused, the primary goal and key to organizational survival and growth

• Continual Improvement:

- the guiding principle, a permanent objective of the organization

Rationale of QMS Movement at CPSC

• Corplan (Goal #3):

“ Improve the internal efficiency and effectiveness of CPSC.”

• Corplan (Strategy #8):

“ Develop a responsive monitoring, evaluation and quality assurance system.”

• Corplan (Strategic Objective #40):

“ Acquire ISO 9000 accreditation for CPSC.”

Part I Understanding Quality,

Quality Management, and Quality Management System

• Fitness for use (Juran)

• Degree to which a set of inherent characteristics meets the needs, wants and expectations of a given customer (ISO)

• A vision, the visible and tangible expression of human excellence

• An attitude about how to conduct business

• A means to an end

Concept of Quality

• Use of measurement and statistical quality control and excellent interpersonal and communication skills to make the quality concept a reality.

• Continual improvement of performance to meet the wants, needs, expectations and requirements of customers and to do it in an efficient way.

Quality Management

• Customer focus

• Leadership

• Involvement of people

• Process approach

• Systems approach of management

• Continual improvement

• Factual approach to decision-making

• Mutually beneficial supplier relationships

Eight Quality Management Principles (ISO)

• A set of rules and disciplines which covers how quality is going to be managed

• That part of the organization’s management system that focuses on the achievement

of results, in relation to the quality objectives, to satisfy the needs, expectations and requirements of customers

• QMS is usually what organizations develop for ISO certification

Quality Management System (QMS)

Process-Based QMS ModelContinual improvement of the quality management systemContinual improvement of the quality management system

Management responsibilityManagement responsibility

Product realization

Product realization

Measurement, analysis and improvement

Measurement, analysis and improvement

Customers (and other interested parties)

Requirements

Customers (and other interested parties)

Requirements

Customers (and other interested parties)

Customers (and other interested parties)

ProductProduct

Resource managementResource

management

OutputKey

Value-adding activities

Information flow

Input

Satisfaction

The P-D-C-A Cycle

• The Plan-Do-Check-Act Cycle simplifies the process approach to QMS

Plan

DoCheck

Act

Part II Designing and Developing a QMS

• Strategic planning

• Policy development

• Restructuring

• Systems development

• Resource capability building

• Staff development/training

• Mechanisms: Steering Committee, QMR, IQA and DC

The Preparation Process

• Drafting of the quality policy and quality objective

• Refining/testing against the 8 principles of quality management

Establishing the Quality Policy and Quality Objective

Quality Policy and Quality Objective of CPSC: An Example

“We are committed to provide quality programmes, products and services to our clientele, internalizing

a quality culture that shall be directed towards international standards of performance, through

teamwork and cooperation within the quality management system for meeting

customer needs.

This will be achieved following well-defined processes and taking quality assurance measures

through:

Q -uality staff development C -ustomer needs assessment U -sing continuous refinement in designing processes

L -inking with strategic partners T -opping customer focus in implementing the processes U -sing formative and summative evaluation in all stages of activities, with R -esources used optimally through E -nvironment-friendly practices

Together, everyone is committed and empowered to work for continuous

improvement of quality through customer feedback in all aspects of our work for

increasing effectiveness of our processes and for leading change in technician

education and training.”

Determining the Business Processes, Responsibilities and Interfaces: Examples

Needs of Member Countries CPSC Objectives

1.0 CORPORATE PLANNING

2.0 POLICY FORMULATION

3.0 MANAGEMENT SYSTEMS

OPERATION & CONTROL

CSD

IT & C

M & C

R & D

T & D

4.0 PROGRAMME/ PROJECT PLANNING

5.0 PROGRAMME/ PROJECT

IMPLEMENTATION

6.0 RESOURCE MANAGEMENT

7.0 EVALUATION, REVIEW AND

IMPROVEMENTCLIENTELEThe CPSC Business Process Model

1.1 CORPORATE PLANNING Needs Survey, Trending and

Programmes Impact Analysis and Scenario- Building

Preparation, Validation and Finalisation of the 5 Yr CorPlan

Preparation of the Annual Oplan

Mid-term Validation and Updating the 5 Yr CorPlan

1.2 POLICY FORMULATION Preparation and Circulation

of Governing Board Documents Convening of Governing Board

Meeting or Other Committees and Documentation, Circulation and Approval of Minutes and Decisions

1.3 MANAGEMENT SYSTEMS OPERATION AND CONTROL Human Resource Management System Operation Fiscal Management Records and Documents Mgt. Membership Handling

1.4 PROGRAMME/ PROJECT (P/P)

PLANNING Programme/Project

Preparation, Design and Development

1.5 PROGRAMME/ PROJECT

IMPLEMENTATION Programme/ Project Organising, Coordinating and Reporting

1.6 RESOURCE MANAGEMENT

Service Requests from Divisions and Clients

Supplier Assessment and Evaluation

Manpower Facilities/ Food/

Transportation Materials/ Supplies/

Hotel/ Ticketing/ Visa Information Bank Information Technology

1.7 EVALUATION, REVIEW AND IMPROVEMENT Internal Quality System Audit Monitoring and Measurement Programme Evaluation (Formative and Summative) Customer Feedback and Evaluation Continuous Process Improvement Management Quality Mgt. and Review

CLIENTELE

CPSC ObjectivesNeeds of Member Countries

The Expanded Business Process Model

1.1.2 Needs Survey, Trending and Programmes

Impact Analysis and Scenario- Building

1.1.3Preparation, Validation and Finalisation of the 5-year CorPlan

(Vision, Mission, Strategic Goals and Objectives)Validation and Control (Nat’l Consultation, Experts’ Meeting, Senior

Administrators’ Conferences)

1.1.4Preparation of the

Annual Oplan

1.1.5Mid-term Validation

and Updating of the 5-year CorPlan

Policy Formulation

Programme/ Project Planning

Process Diagram for Corporate Planning

Developing the Quality System Documentation

• Quality Manual

• Procedures Manual

• Work Instructions

• Forms and Sample Documents

• Quality Manual - is the main document, which describes the organization’s overall approach to quality management.

• Suggested Parts of a Quality Manual:

Introduction to the organization, its mandate and structure

Quality policy and quality objective

The business processes/scope of the QMS

Procedures manual

Work Instructions and Forms Used

• Internal Quality Audit Training

• Workshops

• Internal Quality Audit Simulated Exercises

• Internal Quality Audit Certification

Training Staff for Implementation

Part III Installing And Operating the QMS

• A document tells us what will be done such as a specification, a drawing, a procedure

document, a quality manual, standards, corrective/preventive action request (CPAR), blank forms

• A set of document is frequently referred as “documentation”

• A record shows what has been done such as IQA reports, CPAR reports, minutes of quality meetings, a test report

Document and Record Control

Samples of CPSC Forms/Documents

Page 1 of 2

Page 2 of 2

• Internal quality audits (IQA) or first party audits are conducted by the organization itself for internal purposes and can form the basis for self-declaration of conformity

• Non-conformity means a failure to comply with defined requirements

• Observation means any audit finding raised by the auditor where a non-compliance

has not been proved but could become a non-conformity, if it continues to be ignored

Internal Quality Auditing

• Agenda of quality audits include Introduction of parties involved Confirmation of the objectives Scope and timetable of the audit or the

audit plan Explanation of the methods and procedures and closing meeting and written reports, confidentiality of the audit and solicitation of technical supports, i.e., audit guides, space and equipment

Formalities and Styles in the Opening Meeting of IQA

Applying Simple Statistical Tools:

•Frequency Analysis

•Measures of Central Tendency

•Histogram

•Cause and Effect Analysis

•Pareto Analysis

•Etc

Measurement, Analysis and Evaluation

• To be conducted by an external consultant/s including a practical exercises on IQA

with report on findings, observations and non-conformities, and recommendations on readiness for external certification

Pre-Assessment of QMS

• Agenda of the review include;

Internal and customer audit reports

Customer complaints and satisfaction measurements

Reports of process performance

Improvements or problem correction or prevention actions taken

New circumstances that will have an impact on the QMS

Management Review

Part IV Applying for ISO Certification

• Appropriateness

• Cost

• Experience

Negotiating for an External Certification Body

• EQA or third-party audits are conducted by external independent organization for purposes of certification or registration of conformity with ISO 9001:2000

Three-staged EQA:

Pre-audit (optional)

Adequacy audit - focuses on documentation review

Compliance audit - focuses on the compliance to ISO requirements of the QMS

External Quality Audit (EQA)

ISO Certification

Part V Sustaining The QMS

• QMS maintenance means conducting IQA, keeping and completing documentation,

monitoring, continual improvement and updating the Quality Manual

• QMS surveillance audit involves regular visits, normally six months after certification, carried out in the way the third party audit was done

Maintaining and Surveillance of the QMS

• Making the QMS as part of the organizational culture, developing a sense of ownership

• Transforming CPSC as a learning organization, one that encourages continuous learning and knowledge generation

• In learning organizations, the individual themselves evolve and grow, and in the process recreate the organization-

Internalizing the QMS

QMS: A Stepping QMS: A Stepping Stone towards Stone towards ISO 9001:2000 ISO 9001:2000 CertificationCertification

Go Global!