After studying this chapter, you should be able to: 1. Explain the concept of Quality and Total Quality. Quality has been defined differently by different people. Low priced products can be considered as having high quality if the product users determine them as such.
After studying this chapter, you should be able to: 1. Explain the concept of Quality and Total Quality. Quality has been defined differently by different people. Low priced products can be considered as having high quality if the product users determine them as such.
After studying this chapter, you should be able to: 1. Explain the concept of Quality and Total Quality. Quality has been defined differently by different people. Low priced products can be considered as having high quality if the product users determine them as such.
McGraw-Hill/Irwin 2008 The McGraw-Hill Companies, Inc. All rights reserved.
1.0 Concept of Quality
LEARNING OBJECTIVES:
After studying this chapter, you should be able to:
1. explain the concept of Quality and Total Quality ; 2. understand the concept of Quality in the Islamic perspective ; 3. differentiate between the modern and traditional views on Quality ; 4. identify the key elements of Total Quality (TQ) ; and 5. understand the historical development of TQ in the public sector. 1.0 Concept of Quality Slide 1-3 1.1 Definition of Quality Quality has been defined differently by different people :
1. Performance to the standard expected by the customer. (Fred Smith , CEO of Federal Express)
2. Doing the right thing right the first time, always striving for improvement, and always satisfying the customer. (US Dept. of Defense (DOD)).
(Goetsch & Davis, 2006)
Slide 1-4 1.1 Definition of Quality 3. Quality is 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.
(http://en.wikipedia.org/wiki/Quality_assurance)
Slide 1-5 1.1 Definition of Quality 4. Similarities among the definitions are :
a. Quality involves meeting or exceeding customer expectations.
b. Quality applies to products, services, people, processes, and environments.
c. Quality is an-ever changing state (ie. What is considered quality today may not be good enough to be considered quality tomorrow)
Slide 1-6 1.1 Definition of Quality
5. From the elements above Quality can be set forth as :
A dynamic state associated with products, services, people and environments that meets / exceeds customers expectations. (Goetsch & Davis, 2006)
Slide 1-7 Quality involves meeting or exceeding customer expectations. Quality applies to products, services, people, processes, and environments. Quality is an-ever changing state (ie. What is considered quality today may not be good enough to be considered quality tomorrow). Quality is determined by product/service users. Doing the right thing from the first time. Quality always strives for improvement (continuous improvement).
1.2 Summary of the Definitions of Quality Slide 1-8 Any planned and systematic activity directed towards providing consumers with products (goods and services) of appropriate quality, along with confidence that products meet consumers requirements. (Evans & Lindsay, 2008) 1.2 Definition of Quality Assurance Slide 1-9 The systematic monitoring and evaluation of the various aspects of a project, service or facility to maximize the probability that minimum standards of quality are being attained by the production process.
2 principles included in QA are: a. "Fit for purpose" - the product should be suitable for the intended purpose.
b. "Right first time" - mistakes should be eliminated.
(http://en.wikipedia.org/wiki/Quality_assurance)
1.2 Definition of Quality Assurance Slide 1-10 Quality Control consists of THREE (3) processes /steps in ensuring the quality of the products is maintained :
assess /evaluate actual quality performance. compare actual performance with performance goals. take immediate steps to resolve differences between planned performance and actual performance. (Goetsch & Davis, 2006)
1.3 Definition of Quality Control Slide 1-11 The difference between QA and QC is :
QA attempts to improve and stabilize production, and associated processes, to avoid, or at least minimize, issues that led to the defects in the first place.
QC emphasizes testing of products to uncover defects, and reporting to management who make the decision to allow or deny the release,
Slide 1-12 TQ is an approach to doing business that attempts to maximize the competitiveness of an organization through the continual improvement of the quality of its products, sevices, people, proceses, and environments. (Goetsch & Davis, 2010)
The unyielding and continually improving effort by everyone in an organisation to understand, meet and exceed the expectations of customers. (P & G; quoted by Evans and Lindsay, 2008) 1.4 Definition of Total Quality Slide 1-13
TQ consists of continuous improvement activities involving everyone in the organization managers and workers in a totally integrated effort toward improving performance at every level.
Dept of Defense (DOD), US
1.4 Definition of Total Quality Continue Slide 1-14 The TOTAL in TQ indicates a concern for Quality in the broadest sense what has come to be known as the Big Q.
Big Q refers to quality of products, services, people, processes and environments.
Correspondingly, Little Q refers to a narrower concern that focuses on the quality of one of these elements or individual quality criteria within an individual element satisfaction.
1.4 Definition of Total Quality Continue Slide 1-15 1.5 Islamic Perspective of Quality Slide 1-16 1.5 Islamic Perspective of Quality In inculcating the right habit, a character development is necessary because character is the state of the soul which initiates all physical actions. A good character will produce virtuous actions while a bad character will produce vices. Thus programme for the improvement of the work ethics, corporate culture, and the like, which obviously has direct relationships with values, attitudes of the employees etc are important. What is most important is the proper development of the soul which has direct concern with feelings, passion, attitude, likes and dislikes, dedication, commitment, love, hate, anger patience, etc..
(Syed Othman, Syed Omar, Nik Mustapha and Aidit, 1998). Slide 1-17 1.5 Islamic Perspective of Quality Continue Quality starts with a good character. Islamic approach to build a good character is basically TWO-FOLD :
1. Obligatory Duties
2. Supererogatory Acts
(Syed Othman, Syed Omar, Nik Mustapha and Aidit, 1998) The duties to perform the 5 pillars of Islam (Syahadah, 5 Daily Solat, Fasting during ramadhan, Religious Tax/Zakat and Performing Hajj) The duties need to be religiously and sincerely performed. Since these duties are incumbent on every individual muslim, it implies that Islam has provided the sufficient basics for every Muslim to be of a noble character. Additional acts beyong obligatory requirements which are strongly encouraged to further purify the soul from all vices and beautify it with virtues. Devotional acts which can be performed in accordance with the practices of The Holy Prophet (PBUH). Slide 1-18 1.5 Islamic Perspective of Quality Continue The Islamic teachings also provide several practices which can specifically be applied to the improvement of quality and productivity.
1. Every action (good deed) should be accompanied by clear intention (objective).
2. Islam demands its adherents to do more than what is minimally required. A Quranic verse enjoins thus : Verily God demands that you establish justice and be efficient and proficient.
3. Islam demands that all its adherents should take His Messenger Muhammad (PBUH) as his role model.
4. A Muslim is encouraged to undertake all tasks skillfully and diligently.
5. A Muslim is enjoined to strive towards excellence all the time.
Slide 1-19 1.5 Islamic Perspective of Quality Continue The Islamic teachings also provide several practices which can specifically be applied to the improvement of quality and productivity.
6. A Muslim is enjoined to frequently (daily at least) evaluate or do self assessment (muhasabah) his good and bad deeds (if any). The Commander of the Faithful, 'Umar bin al-Khattab says: "Criticize and appraise yourselves before you are criticized and appraised on the Day of Judgment, and weigh out your deeds, before they are weighed out for you.
7. God-consciousness (Taqwa) is the core of taqwa because it is acknowledging, feeling, and realizing Gods presence at all times, and knowing that He is looking after you and knows what you are doing and even what your soul whispers to you.
8. Being humble. Most people does not realise the power of 'humbleness'. Don't they know being humble, you will have more friends? Don't they know that being humble will make you want to improve yourself more? What is exactly the power of arrogance? Slide 1-20 1.5 Islamic Perspective of Quality Continue The Islamic teachings also provide several practices which can specifically be applied to the improvement of quality and productivity.
9. The change for the better must start from within. ..Indeed, Allah will not change the condition of a people until they change what is in themselves (Surah Al-Rad 13:11)
10. Ignoring things that are not concern us (according to Islam). Sometimes we as human tend to get worried in every small matter eventhough it does not concern us. This will hinder ones from performing excellence.
A sign of ones excellence in his Islam, is ignoring what does not concern him. (Hadith Narrated by Ahmad, Malik & At-Tirmithi)
11. Constantly seek for forgiveness (Taubah) - If a normal person commits a sin, by his words, by deeds or even by feelings he will naturally feel deep inside him that he did something wrong. This realisation makes him feel the need to repent and seek forgiveness for his mistake and to repair the damage done or compensate for the error.
Slide 1-21 1.5 Islamic Perspective of Quality Continue In Islamic perspective, quality is a total concept in which :
1. It covers on the relationship among human and between human and Allah SWT. ie. quality of ibadah relates to the improvement in human relations and the universe.
2. It begins with proficiency and efficiency (quality of insan) --- slavery and caliph value --- harmoniously integrated --- concept of mujahadah.
3. It combines sincerity (ikhlas) and excellence , knowledgeable and conscientiousness/high commitment (itqan) --- positive quality in Islam. Slide 1-22 1.5 Islamic Perspective of Quality Continue In Islamic perspective, quality is a total concept in which :
4. It is important to the Islam market factor
- 1997 --- 1.13 million muslims around the world and it keeps on growing at 2.9% annually. - 2009 - There are about 1.57 billion Muslims in the world, according to the report, "Mapping the Global Muslim Population," by the Pew Forum on Religion & Public Life. That represents about 23 percent of the total global population of 6.8 billion. - 2010 - Proceedings of the 8th Hawaii International Conference on Arts and Humanities, Honolulu, Hawaii, January 2010 by Houssain Kettani - Muslims constitute 24% of the world population, or 1.65 billion people. This is expected to increase by over one percentage point each decade, reaching one out of four by 2020 and one out of three by 2075. Slide 1-23 1.5 Islamic Perspestive of Quality Continue 5. It is an inherent ethics of Islam - Best practice of conduct since 14 centuries ago. - Principles of government & management, and the conduct of business relationships; Al-Quran and As-Sunah. - Flourished throughout history, e.g. the Muslim nation under the Prophet (PBUH) companions (Abu Bakar, Umar), the Persian empire, etc.
6. It is an Islamic management culture. - Al-Quran and As-Sunnah as guidelines on good conduct of human affairs in Islam; progressiveness, fairness and ethicality.
Slide 1-24 1.5 Islamic Perspestive of Quality Continue
7. It is shortcomings of other management standards
- Modern QIS (Quality Inspection Services) focuses only on material and physical aspects. - Organizations are treated as separate entity and not even close to the society. - NO emphasis on morality, attitude, values and beliefs. - E.g. ISO 9000:2008 is silent on ethical practice. Slide 1-25 1.5 Islamic Perspective of Quality Continue Islamic Quality Management Standard :
The standard is based on the Islamic-Based Quality Organisational Management System 313 (IQOMS 313).
1. Generic management standard for business organisations --- to seek excellence in their corporate culture and maximum profitability.
2. The corporate culture of excellence is communicated to all stakeholders --- internally and externally.
3. Inculcate positive work attitudes, govern the organisational activities at all level, and enhance the work process. Slide 1-26 1.5 Islamic Perspective of Quality Continue Halal Food Assurance System (HAFAS) :
1. A set of standards of halal food production for organisations.
2. Focuses on the system of an organisation to ensure that the organisation produces halal food.
3. Setting / establish halal benchmarks for its system to ensure that the whole chain of its production processes meets of halal criteria -final product will be halal.
Slide 1-27 1.5 Islamic Perspective of Quality Continue Continue.Halal Food Assurance System (HAFAS) :
4. Any Halal meat are foods that are allowed under Islamic dietary guidelines or permitted for consumption. Halal foods are the nature way of life as good, wholesome, pure, safe, clean, nourishing and healthy to consume.
5. Halal food can be eaten by non Muslims.
6. Muslims only eat halal food.
7. You can also refer to : http://ehalal.org/has.html Slide 1-28 Continue SIMILARITIES
1. Being positive on customer feedback.
2. Encourages teamworking.
3. Foster positive work attitude.
4. Set systematic/organized procedures and standards.
1.6 Quality in the Generic vs Islamic Perspective Slide 1-29 1.6 Quality in the Generic vs Islamic Perspective NO. GENERIC ISLAMIC 1. Focuses on material and physical aspect facilities, appearance of the output (goods) Focuses on quality of insan/process - slavery and caliph value- harmoniously integrated concept of mujahadah and concept of muhasabah, purified/clean soul eg. Prosessing /slaughtering beef in halal way. 2. Organization and Society being treated as separate entity and not even close. They are treated as provider and customer respectively. Organization and Society being treated the same as servant of Allah. This is based on the concept of relationship among humans (Habluminnannas) and between human and Allah (Hablumminallah). Quality of ibadah relates to the improvement of human relations in the universe. Continue Slide 1-30 1.6 Quality in the Generic vs Islamic Perspective NO. GENERIC ISLAMIC 3. Not a Total Concept Not emphasize on Internal affairs - morality, attitude, values and beliefs eg. ISO 9000 is silent on ethical practice. Total Concept - Emphasizes on internal affairs Intention, soul, morality, attitude, values and beliefs, fairness. This good conduct is guided by and emphasized in The Holy Al-Quran and As-Sunnah.
4. Reference Model/ Philosopher - Q gurus and scholars from The East and West ; Demings, Juran, Crosby, Ishikawa, Parasuraman, Berry, Zeithaml etc Reference Model/Philosopher - The Prophet Muhammad (PBUH) and His Companions ; Caliph Abu Bakar As-Siddiq (RA), Caliph Umar Al Khattab (RA), Caliph Othman Affan (RA), Caliph Ali Abi Talib (RA) etc Continue Slide 1-31 1.6 TQ views vs Traditional Views of Quality 1. Productivity (quantity) vs. Quality 2. How quality is defined 3. How quality is measured 4. How quality is achieved 5. Attitude toward defects 6. Quality as a function 7. Responsibility for quality 8. Supplier relationships Slide 1-32 1.6 TQ views vs Traditional Views of Quality 1. Productivity (quantity) vs. Quality TRAD VIEWS TQ VIEWS Productivity and quality are always in conflict. Organizations cannot have both. They either have more production (quantity) with low quality or high quality with low production (quantity). Lasting productivity gains are made only as a result of quality improvements. This means if organizations are able to improve the quality of their product, they will be able to produce more because consumers will continuously buy their product.
Continue Slide 1-33 1.6 TQ views vs Traditional Views of Quality 2. How quality is defined TRAD VIEWS TQ VIEWS Quality is defined solely as meeting customer specifications and mostly defined by the management.
For example, A company produces a car with basic features. Quality as defined as satisfying customers by meeting and exceeding their expectations and defined by the customers.
For example a company produces a car with additional features of bells and whistles
Continue Slide 1-34 1.6 TQ views vs Traditional Views of Quality 3. How quality is measured TRAD VIEWS TQ VIEWS Quality is measured just by establishing an acceptable level of nonconformance and measuring against that benchmark. Quality is measured using scientific approach by establishing high-performance benchmarks, monitoring the performance and continually improving performance for customer satisfaction.
Continue Slide 1-35 1.6 TQ views vs Traditional Views of Quality 4. How quality is achieved TRAD VIEWS TQ VIEWS Quality is inspected into the product. Quality is enough when the product has achieved the required quality. Eg. Customer s expectation was not the mainfocus. Quality is determined by the product and process design through inspection made using some appropriate and effective control techniques. Eg. customer feedback with high satisfaction, less defect
Continue Slide 1-36 1.6 TQ views vs Traditional Views of Quality 5. Attitude toward defects TRAD VIEWS TQ VIEWS Defect is an expected part of producing a product. Measuring defects per hundred is an acceptable standard. It means defects are still acceptable and are expected at least one in every one hundred of products. Defects are to be prevented using effective control systems and are measured in defects per million (six sigma). Defects are unacceptable and should be prevented. The number of defects expected is minimal and the most allowed is just one defect in every one million of products. (DPMO or defect per million opportunities)
Continue Slide 1-37 1.6 TQ views vs Traditional Views of Quality 6. Quality as a function TRAD VIEWS TQ VIEWS Quality is a separate function. As explained before in US history of quality, there was a separate quality department responsible to in-charge of quality in the organization. Quality was merely the responsibility of inspectors. Quality is fully integrated throughout the organization. Quality focuses on integrated system approach where any problem about quality is the responsibility of everybody in the organization.
Continue Slide 1-38 1.6 TQ views vs Traditional Views of Quality 7. Responsibility for quality TRAD VIEWS TQ VIEWS Employees are responsible and blamed for poor quality.
Quality officer or department is responsible for quality movement of the organization.
Evidence: During the craftsmanship, only the craftsman was held responsible for the product faulty.
Managers (besides others) are also held responsible for any fault or anything about quality.
Everybody is responsible for quality movement of the organization.
Evidence: At least 85% of quality problems are managements fault (Goetsch, 2010) Continue Slide 1-39 1.6 TQ views vs Traditional Views of Quality 8. Supplier relationships TRAD VIEWS TQ VIEWS Supplier relationships are short term and cost oriented. The organization selected a supplier merely because of its low price of product. Supplier relationships are long term and quality oriented. The organization selects supplier not only on the basis of price, but also quality. Once selected the organization and the supplier will work together to ensure a good long-term relationship.
Continue Slide 1-40 1. Strategically based - have comprehensive strategic plan. - aim to provide sustainable competitive advantage.
2. Customer focus - internally --- quality of people, processes and environments associated with products and services. - externally --- quality of products and services delivered.
3. Obsession with quality - become obsessed with meeting / exceeding customers expectations.
1.7 Key Elements of Total Quality Slide 1-41 4. Scientific approach - using hard data to establish benchmarks, monitoring performance and making improvements.
5. Long-term commitment - necessary to ensure the total quality is successfully developed in an organization.
6. Teamwork - uniting all departments within an organization on quality improvement and turn the internal competition into external competitiveness.
7. Continual Process Improvement - a fundamental goal in a total quality setting. - necessary for continually improved systems.
1.7 Key Elements of Total Quality Continue Slide 1-42 8. Education and training - represents the best way of continuous improvement for the people. - know how to work smart.
9. Freedom through control - as a result of well-planned and well-carried-out controls. - empowering employees to solve problems within their scope of control.
1.7 Key Elements of Total Quality Continue Slide 1-43
10. Unity of purpose - all employees work toward the common goal.
11. Employment involvement and empowerment
- involvement --- possible to attain good decisions and promote ownership of decisions. - empowerment --- giving an opportunity to voice out and make decision. 1.7 Key Elements of Total Quality Continue Slide 1-44 1920s - The concept of TQ specifically TQM which is a continuous process that involves the whole organization and its customer-driven was introduced.
1950s - later introduced to the corporate managers in Japan.
1980s - The increasing awareness world-wide on the importance of quality. These changes have directly affected the views and attitudes of managers in the both, public and private sectors on quality management.
1980s - TQ is regarded as one of the important thrusts during public sector reformation.
1.8 Historical Development of TQ in the Public Sector Slide 1-45 Public sector focuses on delivering services.
Service is defined as any primary or complementary activity that does not directly produce a physical product that is, the non-goods part of the transaction between buyer (customer) and seller (provider). (Evans & Lindsay, 2008).
The Malaysian governments effort taken to improve the quality of the whole public service system are; sponsoring training, seminars and workshops on quality and also publishing guidelines, circulars and manuals on quality management.
1.8 Historical Development of TQ in the Public Sector Continue Slide 1-46 1992 - The Malaysian Government through the Development Administration Circular No.1 of 1992 ; Guide On Total Quality Management In The Public Service, implemented Total Quality Management (TQM) in the public sector, with 5 basic concepts:
a. Meeting customers requirement. b. Maintain through prevention. c. Standard of performance is zero-defect. d. Cost of quality is non-conformance of standards. e. Whole work is a process.
1.8 Historical Development of TQ in the Public Sector Continue Slide 1-47 MAMPU (Malaysian Administrative Modernisation and Management Planning Unit), a government body implementing the functions of administrative modernisation and human resources planning, has put in efforts to introduce several reforms through programmes, series of circular, guidelines and directive letters to achieve the national objective of institutionalizing a quality culture which facilitates the implementation of TQM in Malaysia.
www.mampu.gov.my
1.8 Historical Development of TQ in the Public Sector Continue Slide 1-48 1.8 Historical Development of TQ in the Public Sector Continue PROFILE of MAMPU (www.mampu.gov.my)
MAMPU was established based on a study on Development Administrative in Malaysia conducted by Prof. John D. Montgomery and Milton J.Esman. The report acknowledged the need to upgrade professionalism of all civil servants through educational and training programmes. This leads to the formation of the Development Administrative Unit (DAU) in 1966. DAU was tasked with the responsibility of spearheading reforms in the Government administration.
Slide 1-49 1.8 Historical Development of TQ in the Public Sector Continue PROFILE of MAMPU (www.mampu.gov.my)
Development Administration Unit (DAU) was later expanded and renamed Implementation Coordination Development Administrative Unit (ICDAU), responsible for coordinating development projects as well as planning and development of human resources. To cope with the rapid and dynamic development of the Civil Service, ICDAU was restructured in 1977.
In 1986, the role of human resource planning was handed over to other agencies so that MAMPU can focus on Public Sector administrative modernization and management consultation. Since then MAMPU was known as the Malaysian Administrative Modernisation and Management Planning Unit (MAMPU). Slide 1-50 1.8 Historical Development of TQ in the Public Sector Continue Vision of MAMPU
Leader In Driving Public Service Modernisation Towards Distinction By 2015
Mision of MAMPU
Spearheading public sector transformation to improve the well-being of the people and to strengthen national competitiveness through innovative and strategic enhancement of organisational management and ICT.
Moto
Together We Transform
Slide 1-51 1.8 Historical Development of TQ in the Public Sector Continue Roles of MAMPU
As the central agency for the modernization of Public Service administration and transformation of the delivery system, MAMPU carries out four (4) main roles:
1. Catalyst and Change Agent in the Administration and Management of the Public Service. To introduce and promote new initiatives in the administration and management of the Public Service, as well as evaluate and award government agencies for their performance in the public service delivery system of the country, towards achieving an efficient, effective and responsive civil service.
2. Planner and Leader in the Development of Communication and Information Technology (ICT) in the Public Sector. To plan, device, coordinate and assess the implementation of ICT development in the Public Sector towards strengthening the service delivery of the government. Slide 1-52 1.8 Historical Development of TQ in the Public Sector Continue
3. Consultant in the Areas of Organizational Management of Communication and Information Technology (ICT) for the Public Sector. To provide consultation services to ensure the structure, system, work procedures and implementation of ICT development are in line with efforts to improve the government's delivery system.
4. Facilitator in Modernization Programme and Transformation of the Public Service Delivery System. To synergise knowledge, expertise and resources (from public, private and NGOs) towards enhancing the modernisation and transformation of the Public Sector.
http://www.mampu.gov.my/web/en/mampu-profile
Roles of MAMPU Slide 1-53 Quality initiatives by the Malaysian Government through programmes :
a. Public Sector Quality Awards b. Key Performance Indicators (KPI) c. Manual Work Procedure and Desk File d. Kumpulan Inovatif dan Kreatif e. MS ISO 9001:2008 1.8 Historical Development of TQ in the Public Sector Continue Slide 1-54 Quality Initiatives / guidelines by the Malaysian Government through the Development Administration Circulars :
1. No.2 of 1991 The Management of Meetings and Government Committees.
2. No.4 of 1991 - Strategies for Quality Improvement in The Public Service.
3. No.5 of 1991 - Guidelines On The Scheduling System (SIAP).
4. No.6 of 1991 - Guidelines on Productivity Improvement in the Public Service.
5. No.8 of 1991 - Guidelines on the Manual of Work Procedures and Desk File.
1.8 Historical Development of TQ in the Public Sector Continue Slide 1-55 Quality Initiatives / guidelines by the Malaysian Government through the Development Administration Circulars :
6. No.9 of 1991 - Guidelines on The Implementation Of The Malaysia Incorporated Policy.
7. No.11 of 1991 - Guide on Procedure For Usage Of Work Action Form.
8. No.1 of 1992 - Guide on Total Quality Management In The Public Service.
9. No.2 of 1992 - Guidelines on Planning And Preparation Of Development Projects.
10. No.3 of 1992 - Manual on Micro Accounting System (SPM).
1.8 Historical Development of TQ in the Public Sector Continue Slide 1-56 Quality Initiatives / guidelines by the Malaysian Government through the Development Administration Circulars :
11. No.1 of 1993 - Guidelines on Morning Prayers.
12. No.1 of 1995 - Use of Information In Application Forms And Specific Criteria In Decision Making.
13. No.1 of 1997 - Guidelines For The Establishment Of The National Infrastructure For Land Information System (Nalis).
14. No. 1 of 1999 - Guidelines on Implementation Of Benchmarking In The Civil Service.
15. No.1 of 2001 - Guidelines on Implementation Of Law Enforcement Monitoring System At The District Administrative Level. 1.8 Historical Development of TQ in the Public Sector Continue Slide 1-57 Quality Initiatives / guidelines by the Malaysian Government through the Development Administration Circulars :
16. No.2 of 2002 - Guideline on Award For Excellent Service of Civil Service Staff Members.
17. No.1 of 2002 - Guidelines on The Review Of The Work Procedures And Processes In Government Agencies.
18. No.1 of 2003 Guideline on Procedural Use of Internet and Electronic Mail at Government Agencies.
19. No.2 of 2005 Guidelines on Establishing KPI And Implementing Performance Assessment At Government Agency.
20. No.1 of 2006 - Public Service Innovation Award. 1.8 Historical Development of TQ in the Public Sector Continue Slide 1-58 Quality Initiatives / guidelines by the Malaysian Government through the Development Administration Circulars :
21. No.1 of 2007 Implementation of Standard Accounting System For Government Agencies (SAGA).
22. No.3 of 2008 Penambahbaik Sistem Penyampaian Perkhidmatan Kerajaan Menerusi Perkhidmatan Pesanan Ringkas (SMS).
23. No.2 of 2008 Menambahbaik Penyampaian Perkhidmatan Menerusi Kios di Agensi-agensi Kerajaan.
24. No.1 of 2008 Guidelines on Customer Relationship Management.
1.8 Historical Development of TQ in the Public Sector Continue Slide 1-59 Quality Initiatives / guidelines by the Malaysian Government through the Development Administration Circulars :
25. 2009 Kumpulan Kreatif dan Inovatif (KIK) replacing Kumpulan Meningkat Mutu Kerja (KMK) issued in 1991.
26. 2009 MS ISO 9001:2008 in the Public Sector replacing the guidelines of MS ISO 9001:2000 issued in 1996.
27. No.1 of 2009 Proses Pengurusan Aduan Awam replacing Managing Public Complaints issued in no.4 of 1992. .
1.8 Historical Development of TQ in the Public Sector Continue Slide 1-60 Quality initiatives through the Development Administration Circular Letter :
No. 1 of 2002 - Enhancing The Effectiveness Of Management Of Public Complaints.
Quality initiatives through the General Circular Letters :
1. No. 11 of 1981 - Punch Card System in Government Offices. 2. No. 14 of 1982 - Pelaksanaan Pelan Pejabat Terbuka. 3. No. 8 of 1983 - Pemakaian Tanda Nama.
1.8 Historical Development of TQ in the Public Sector Continue Slide 1-61 After the shift from traditional to Total Quality approach in the public sector, numerous books and papers written on service quality by scholars such as :
a. A. Parasuraman b. Christian Gronroos c. Valerie A. Zeithaml d. Leornard L. Berry
1.8 Historical Development of TQ in the Public Sector Continue Slide 1-62 A Parasuraman and his co authors (1990) said ;
As for service quality, TQM demands a commitment from the service provider, not only to offer literally lip-service but the follow-up action that constitutes a continuous process for monitoring customers perceptions of service quality, identifying the causes of service quality shortfalls; and taking appropriate action to improve the quality of service.
1.8 Historical Development of TQ in the Public Sector Continue Slide 1-63 In America, Total Quality in the public sector are implemented at two levels of administration :
1. Federal Involved several programmes such as quality circle programme established by Federal Q Institute, etc.. Recognize through awards such as Presidents Quality Awards : http://www.opm.gov/pqa/
2. State and Local Initiate own quality programmes and processes,eg. Masachussets Quality Improvement Circle. State Quality Award Programmes.
1.8 Historical Development of TQ in the Public Sector Continue Slide 1-64 The Presidential Award for Management Excellence The Presidents Quality Award (PQA) :
It is the highest award given to Executive Branch agencies for management excellence. The award was established in 1988 to recognize excellence in quality and productivity, applying to the public sector similar criteria used for the Malcolm Baldridge National Quality Improvement Awards (details in topic 7)
In 2002, the PQA was redesigned to recognize Federal agencies that best achieve the objectives of the Presidents Management Agenda (PMA).
1.8 Historical Development of TQ in the Public Sector Continue Slide 1-65 There are three award categories:
1. Overall Management - For agency performance in integrating their management systems under the five Governmentwide Management Initiatives.
2. Agencywide Performance in the Governmentwide Management Initiative - For agency performance in one of the five Governmentwide Management Initiatives.
3. Innovative and Exemplary Practices - For a specific practice, falling under one of the five Governmentwide Management Initiatives, that is innovative and exemplary.
From its inception, the Office of Personnel Management has been honored to administer the Presidential Award for Management Excellence.
1.8 Historical Development of TQ in the Public Sector Continue McGraw-Hill/Irwin 2008 The McGraw-Hill Companies, Inc. All rights reserved. End of Topic 1.0 Slide 1-67
Wahai sekalian manusia! Beribadatlah kepada Tuhan kamu yang telah menciptakan kamu dan orang yang terdahulu daripada kamu, supaya kamu (menjadi orang yang) bertaqwa.