Establishment of Quality Management System

1

Guidelines

for

Establishment of Quality Management System

in all key Government Departments

Conceptualized by

Institute of Quality Management & Research, Bhopal B-51, Palace Orchard, Kolar Road, Bhopal,

E mail: [email protected], Mobile: 0777 08 666 95

mailto:[email protected]

2

Index

Chapter I

Introduction

About Guidelines

Quality Evolution

Quality Guru’s

Chapter II

Government Schemes

Government Initiatives

IS 15700 Sevottam

Introduction of well known quality model’s

ISO series of standards

About accreditation standards

Chapter III

Need of guidelines (For establishing QMS in government organizations)

Major aspects for practicing quality

Challenges in establishing QMS in Government Offices

Available quality models/ standards (For conducting quality initiative programs)

Basic principles for practicing quality in government organizations

Chapter IV

Introduction

Basics of 5S

What is 5S?

Outcome of 5 s Process

Getting Started

3

Preparing for Implementation

Issues and Concerns

Critical Activities

Audit

Chapter V

Basic Quality Terms

Subjects addressed under quality initiative

Understanding the process approach

Methodology

Understanding Customer

Customer rights

Customers delight

Rules for understanding customer requirements

Chapter VI

Nation level organizations in the field of quality

National Accreditation mechanism

Quality initiative at state level

Few examples of establishing QMS in M.P.

Quality training organizations in M.P.

List of few ISO Standards

Quality Models

List of Training Programs

Chapter VII

Quality in government departments means

How to conduct Quality initiative Programs

4

Chapter I

Introduction

Quality is an inherent part of any product, services or activities in any organization. Because of the tough

competition in all sectors one has to go in for continual improvement for sustainable growth by adopting and

implementing quality practices in the organizations.

Today most of the organizations are going for some sort of certification to establish quality management

system but it has been observed that after having obtained such certificates, the complacency sets in and

issue like quality which should be at the forefront requiring continuous attention of the top and middle

management, takes a back seat, thus defeating the very purpose of Quality.

About Guidelines

As we know major activities of all the government organizations are related to welfare of the citizens.

Considering the customer’s (stakeholder’s/Citizen’s) requirement, we can plan and conduct various quality

initiative programs for improving quality of services. These programs will be based on well known quality

models, practices and philosophies including 5S methodology which is mostly practiced in industries and

considered as the first step towards quality.

This guideline outlined the importance and benefits of quality, briefly touch upon evolution of quality

discipline and quality philosophies evolved by various exponents of quality (Quality Guru’s). Guidelines also

give an overview of various ISO series of standards, accreditation standards, quality certification and provide

information on available resources for quality training, assessment, certification and allied services.

We hope these guidelines will help organizations/departments for practicing quality through small initiatives,

involving all the employees for establishment of quality management system and would pave the way for

achieving organizational excellence.

5

Quality Evolution

Context and interpretation of the word quality has undergone a vast change over a period of time, especially

in today’s world of liberalization, globalization, and competition.

A brief picture of quality evolution is given to understand the quality journey till date.

Quality Evolution (Table I )

Period Quality Evaluation 1800-1899

Quality as a skill (craftsman / master craftsman )

Product orientation

1900-1950

Manufacturing and process orientation

Military dominance in quality (during world war period)

Early 1950s

Americans took quality message to Japan

Late 1950s

Japanese developed concepts in response to Americans

1970-1980

Japanese industrial success followed by Western Gurus

1980-2000

Dominated by technology development

Concept of Quality Management ,Statistical Quality Control and Total Quality Management

2000-till date

e- Governance

Concept of Quality as an integral part of Business and Organizational development

6

Quality Guru’s

Quality Definitions and Philosophies propagated by various Quality Gurus

Table II

S.No. Quality Guru’s Philosophy

1. W. Edward Deming

Proposed PDCA cycle (Plan what is needed, Do it, Check that it works, Act to correct and improve performance).

2. Joseph M Juran

Define quality : “Quality is fitness for use”

Developed quality trilogy

Propagated use of quality tools and techniques for quality improvement

3. Phillip Crosby Quality is conformance to requirements

Developed idea that quality Is free and propagated zero defect concept

4. Dr Kaoru Ishikwa

Developed ishikawa diagram, also known as fishbone/cause and effect diagram

Known for popularizing seven basic tools of quality and Promoted philosophy of total quality

Introduced concept of quality circle

5. Taiichi ohno

Developed the concept of seven wastes (muda)

He also developed many manufacturing improvements with Shigeo Shingo that evolved into popularly known as Toyota production system model.

6. Shigeo Shingo

Developed the concept of mistake proofing (POKA YOKE) to eliminate various opportunities for mistakes.

He also worked with Taiichi Ohno for developing just in time (JIT) concept and lean manufacturing concept which lead to development of Toyota production system model.

7

Chapter II

Government Schemes (For promotion of quality in manufacturing sector)

Quality is mostly practiced in industries because of tangible benefits in quality of product, productivity

improvement and cost saving in different process. Japan is pioneer for quality revolution in industrial sector

and has set benchmarks in quality practices. At international level many quality models are developed by

well known Quality Gurus which are being practiced by all the major industries.

To promote quality in manufacturing sector, Central and State government has promoted various schemes

by providing subsidy for establishment of Quality Management System (ISO 9001 certification) to SSI units.

ISO guidelines are the best tool for establishment of QMS in any organization. To maintain quality in the

organization one has to think and implement quality subject in the organization throughout the year.

Government Initiatives (Development of standard for public service organizations)

IS 15700 Sevottam

This is a national standard and has been developed by Bureau of Indian Standards (BIS). The standard is

largely based on ISO 9001 quality management system standard but customized specifically for public service

organizations by adding aspects like complaint handling, citizens’ charter and public grievance handling. The

standard can be used as internal guidelines and also for certification purpose. However, being the Indian

standard, the certification can only be done by the national standard body viz. BIS.

Introduction of well known quality model’s

5S - An integrated approach for Work Place management

5S was developed in Japan being applied to a wide variety of industries including health care, education, and

government sector organisations. 5S engages people through the use of 'Standards' and ‘Discipline'.

5S relates to workplace organization and forms a solid foundation upon which many organisations base their

drive for continuous improvement. It is equally applicable & successful in all sectors helping to achieve high

impact results.

8

It is a systematic and methodical approach allowing teams to organise their workplace in the safest and most

efficient manner. It is not just about housekeeping, but concentrating on maintaining the standards &

discipline to manage the organisation.

KAIZEN -The road to Prosperity & Employee satisfaction

Behind Japan's economic miracles is the simple concept of KAIZEN. Kaizen means improvement – continuing

improvements with long-lasting effects.

Kaizen is the key to Japan's competitive success. Kaizen is a humanistic approach because it expects

everybody in the organization - from the managers down to the workmen - to participate in the

improvement programs. It is based on the belief that every human being can contribute to improve his work

place, equipment, and his way of working and thereby his performance.

The philosophy of Kaizen assumes that our way of life - be it our working life, our social life, our human life -

deserves to be made continuously better through improvements.

6Sigma

Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects in any process –

from manufacturing to transactional and from product to service. The philosophy behind Six Sigma is that if

you measure how many defects are in a process, you can figure out how to eliminate them systematically

and get as close to perfection as possible.

Six Sigma is a quality-control program developed in 1986 by Motorola that emphasizes cycle-time

improvement and the reduction of manufacturing defects to a level of not more than 3.4 per million.

As of 2016, Six Sigma has evolved into a more general business-management philosophy focused on

meeting customer requirements, improving customer retention, and improving and sustaining business

products and services.

Total Quality Management (TQM)

TQM is a management system for a customer-focused organization that involves all employees in continual

improvement. It uses strategy, data, and effective communications to integrate the quality discipline into the

culture and activities of the organization.

Total Quality Management (TQM) is a comprehensive and structured approach to organizational

management that seeks to improve the quality of products and services through ongoing refinements in

response to continuous feedback. It comprises all round development of the organization and addresses all

the organization wide activities taking into account its goals, processes and people.

9

TQM can be applied to any type of organization; it originated in the manufacturing sector and has since been

adapted for use in almost every type of organization imaginable, including schools, hospital, education

institutes, hotel management etc.

ISO series of standards

Many standards have been developed focusing on requirements of different sectors like quality,

environment, safety, Risk and many more. Any organization can implement these standards according to

their specific requirements.

Objective of these standards are to provide guidance for preparing basic documentation and establishing

basic framework for quality in the organization.

Many other subject specific management standards have also been developed with different objectives. Few

names are Environment management system, Occupational Health and Safety Management System,

Information security and many more. Separate list for various standards we are giving for your reference.

ISO 9001 standard for Quality Management System

This standard is developed by International Standards Organization (ISO), a worldwide federation of National

Standards Bodies, which lays down the requirement for a quality management system.

Initially established in 1987, was more focused on manufacturing organizations. The later revisions of this

standard after year 2000 make this applicable to all the organizations providing products and services of any

type whether micro, small ,medium or large including public sectors and governmental.

About accreditation standards (For improving quality in education)

Many standards have been developed for different sectors with a view to promote and establish quality in

related organizations. Any organizations related to that field can adopt and implement the same for

accreditation. Objective of these standards are to provide guidance for preparing basic documentation and

establishing basic framework for quality in the organization.

Example:

NAAC guidelines: Developed by National Assessment & Accreditation Council

10

Assessment and Accreditation is broadly used for understanding the “Quality Status” of an institution. In the

context of Higher Education, the accreditation status indicates that the particular Higher Educational

Institutions, University or any other recognized Unit therein, meets the standards of quality as set by the

Accreditation Agency, in terms of its performance, related to the educational processes and outcomes,

covering the curriculum, teaching-learning, evaluation, faculty, research, infrastructure, learning resources,

organization, governance, financial well being and student services.

NBA Guidelines: Developed by National Board for Accreditation

The purpose of the accreditation by NBA is to promote and recognize excellence in technical education by

establishing quality in colleges and universities. Institution, students, employers and the public at large

benefit from the external verification of quality provided through NBA accreditation process. They also

benefit from the process of continuous quality improvement that is encouraged by the NBA’s developmental

approach to promote excellence in technical education through accreditation.

11

Chapter III

Need of guidelines (For establishing QMS in government organizations)

When we think and talk about implementing quality in government organizations first question comes in

mind that how we can improve quality, how to start conducting these activities in the organization, what

would be those activities and how organization will be benefited. It is a fact that all the members of the

organization wants to improve quality in the organization but how to do it, is a difficult task because there is

no standard formula or method to improve quality.

All the government organizations are controlled and govern by a well established system and each and every

member work under the defined boundaries of that system. As we know all the government organizations

have different objective/ charter to perform but are governed by the same system. Major activities of the

government organizations are related to welfare of the citizens.

To perform all the activities successfully as per planning and to avoid deviations, we need proper planning

considering all rules and regulations, resources, specific instructions, which is possible only if all the members

of the process are well informed about all the requirements.

All the problems of the organizations can be solved through quality initiatives. Managing organization

without quality is like driving a car without wiper. Wiper gives us clear vision in case of rain in the same way

quality provide us clear vision from planning to implementation. Quality provides us a vision to use all the

resources in proper way and give us a roadmap for achieving the objectives with minimum deviations. It

create transparency in all functions.

Major aspects for practicing quality

We are preparing these guidelines to promote and establish quality work culture by establishing

QMS in all government offices. Basic objective of any government organization is to plan and

implement schemes for the welfare of the citizens.

Quality initiative will help organizations in improving efficiency and effectiveness of all the activities

by minimizing the deviations in all core functions and in improving quality of services. Small

improvements by practicing quality throughout the year will make a big change.

12

We have to merge quality with the management system of the organization for getting desired

results. We can plan and conduct various quality related activities in the organization with the help of

International quality models and practices. These models will help us in preparing roadmap for

conducting these initiatives.

To merge quality with the management system of the organization we have to understand quality

philosophy, evolution of quality, quality gurus, international quality models, principals, quality

promotion organization, quality awards and success story in the field of quality. After understanding

basic concepts of quality which require 2-3 days training, each and every member can actively

participate in quality initiative program.

Quality initiative program includes many quality related activities which can be conducted in the

organization throughout the year. Some of these activities are indicative and create awareness and

positive ambience in the organization.

Documentation of all the processes helps organization in understanding the sequence of activities

and creates opportunity for improvement in all processes. Process approach creates a path for

achieving desired goals and improves efficiency and effectiveness of all the activities.

Under quality initiative program various technologies like GIS applications, IT practices,

Management tools, survey, data analysis through various statistical tools and techniques etc can be

used for improving the process performance.

Challenges in establishing QMS in Government Offices

We have to understand the problems which we are facing in establishing QMS in the organization to create

more clarity about the subject.

To depute persons from the internal staff of the organization, especially to look after quality related

issues on regular basis, is not possible on two counts firstly it will be hard to find such employees

having sufficient exposures in this sector and even if one hires such employees it would be quite an

expensive affair.

Lack of information for implementing QMS in any particular organization is major issue. There is no

single source of information who can provide guidance for selection of suitable quality model for any

particular organization according there working.

13

There is no recognition system framework is available for quality conscious organizations to motivate

and recognize the quality practices in government office

For different government departments and individuals training need analysis has not been done till

date to analyze quality training requirements.

To motivate departments for conducting quality initiative programs there is no circular or directives

issued for promotion of quality in the state.

There is no specific budget allotment for conducting quality initiative programs

Departments who want to conduct quality initiative programs in their organization are not able to

take decision because of non availability of funds or budget head for quality.

Basic quality framework is required for promotion of quality which includes Quality Charter, Quality

Portal for all government departments

Any government organization functions under the boundaries of the system. Many organizations

wants to go for quality but because of limitation in resources, funds, decision power they are not

able to take decision but if it will be part of the system many organizations can show best results in

their field.

Available quality models/ standards (For conducting quality initiative programs)

We can conduct series of quality initiative programs in the organization by using well established quality

models, principles and practices. For establishing QMS we can use these according our requirements. In

present scenario we have two options for conducting quality initiative programs in the organization which

are as under.

Options 1

Based on specific standard and its requirements (ISO series of standard) or specific accreditation

guidelines

14

We can conduct activities on the basis of particular standard like ISO 9001:2008 for establishment of

QMS. This standard tells us about the requirements for establishing QMS and we can develop our system

on the basis of these requirements. Our focus will be on fulfilling the requirements of the standard and

get the certificate which will be valid for three years. These standards are generic in nature and we have

to define our working according to standards requirement.

Options 2

Based on specific requirements by using all quality models (Self sustainable model)

Establishment of Quality Support System in the organization for conducting quality initiative program

throughout the year. We can use various quality models for reference according to specific requirements

of the organization.

Basic principles for practicing quality in government organizations

Quality initiatives have to be undertaken voluntarily with passion and not by enforcing or

compulsion. Thus Quality improvement and Results are predominant rather than obtaining

certification only.

Any quality initiative is to be taken with the full support and commitment of top management. All

the activities related to this should be driven by them and continually reviewed and monitored.

Complete involvement and participation of the internal officials and staff is very important for the

success of the initiatives and as such they need to be properly encouraged and motivated for this.

The organizational activities and process should be designed to deliver result /outcome as per the

needs and expectations of their stakeholders.

The quality is a journey and not destination and efforts must always continue for obtaining better

and better results and achieve excellence.

We believe that small improvements can make a big change in the organization.

Common sense is a big tool for conducting quality initiative programs. Few hours small awareness

training program is sufficient to involve all the employees in this mission.

15

Chapter IV

Quality Initiative in Government Offices based on 5 S methodology

The secret to the Japanese work culture

Introduction

To experience the work culture of an organisation, walk around its premises and observe the

housekeeping practices – the way the floors are swept, the work tables organized, the record and

stationery stored, the way the toilets are kept and the way the equipments (computers, printers)

are maintained.

These observations speak more than any financial statement. They tell you about the flow of

activities, employees’ morale, service quality and the health of the organization. An organization

with good housekeeping practices can be experienced as a quality organization which is able to

control costs, build efficiency, foster greater safety and enhance customer/stakeholders’

satisfaction.

Basics of 5S

Good housekeeping is the first step towards excellence and improved performance. The simplest

and most widely practiced methodology for good housekeeping is the Japanese concept of 5S. 5S

removes waste and clutter from the work environment, systematizes and standardizes the

processes and leads to an organized and clean environment.

By implementing 5S, environments become organized and deviations from the norm stand out and

get corrected easily. The methods are simple, can be learnt in a day and can be put into practice

right away. The application of 5S is nothing but applied common sense, is universal and applicable

to every work place, whether it be your kitchen, your office, workshops, public places like roads,

bus stands, railway stations and even cities and villages.

16

What is 5S? First S: Seiri – Sort

Separating the needed from the not-needed

Second S : Seiton – Sytematize

A place for everything and everything in its place

Third S : Seiso – Sanitize

Systematic Cleaning for regular inspection

Fourth S : Seiketsu – Standardize

Developing standard methods of housekeeping

Fifth S : Shitsuke – Sustain

Holding the gains by making the above 4 S into a habit and work culture

17

The First S - SEIRI (1S) Sort

Separating the Needed from the Not-Needed

How to do it Decide what you need.

Identify not-needed items. Sort out unnecessary items in the work place.

Eliminate not-needed items and perform an initial cleaning. Things not required or

belonging to that area to be removed from there.

Move not-needed items to holding area/record room.

Remove items which are broken, unusable or only occasionally used.

If repairing is required, separate them and get them repaired.

If item is all right but not in your use return to the stores/record room.

If it has to be discarded, decide whether it has some scrap value. Then sell them at

the right time.

Items which need to be discarded must be discarded in such a way that this will not

harm society or the environment.

Apply Red Tag Technique

Give all members Red Labels

Ask them to go through every item in the work place

Apply Red Label on not needed items

Remove Red Tag items to holding area/record room

For wavering items

Place the suspected items in Red Tag area for one week

Allow all members to revaluate the needed items

At the end of week needed items should be returned back

18

The Second S - SEITON (2S) Sytematize

Once you have eliminated all the unneeded items, turn to the left over items

A place for everything and everything in its place, clean and ready to use

Arrange workplace for safety and efficiency

Functional and systematic storage of items will help in our day to-day functioning

How to do it

Identify and label key equipment, documents, dead stock, supplies etc.

Determine location for each item, mark the place, use tapes and labels.

Document layout, equipment, supplies.

Put the things in a proper way at the designated locations.

Ensure everything is available as it is needed and at the “point of use”.

During storage, keep in mind the height, weight, size, shape, safety etc.

Everything should have a place and everything should be in its place.

The Third S – SEISO (3S) Systematic Cleaning

Cleaning for Inspection

How to do it

Determine desired level of cleanliness.

Identify points to be cleaned and prepare a check list for attaining the desired level

of cleanliness.

Perform regular cleaning and inspection as per check list.

Determine visual indicators/controls e.g. check list at a suitable place in the toilet.

19

Cleaning is also to be seen as a form of inspection. When we are cleaning, we are

inspecting simultaneously. If something is unnecessary and not needed, we are

removing those things (under 1S).

If during cleaning we find that an item is not kept in its designated place, we put

them in its place (doing 2S).

Hence whenever we are doing ‘3S’, we are also doing ‘1-S’ and ‘2-S’.

Clean your work place completely so that there is no dust or dirt on the floor, walls,

windows, desk, table, machinery etc. Cleaning should be done first at the macro

level and then at the micro level.

The Fourth S - SEIKETSU (4S) Standardize Developing Common Methods for Consistency

Identify and diagnose the problems and find the solutions and standardize them

How to do it

When we are doing 1-S, 2-S and 3-S, we may face a number of questions as to why

things went wrong.

In ‘1-S’ we may find that we have accumulated a whole lot of unnecessary things

which need to be discarded or put away. You need to ask the question as to why this

has happened.

In ‘2-S’ if things are lying around in a haphazard and disorderly way, we have to

think why this has happened.

In 3-S the area is dirty and we clean it. Here again we have to think hard and find

out why so much dirt has accumulated. Is the system of cleaning inappropriate? Can

we arrest the source by which the area has become dirty.

By doing this kind of root cause analysis we may find the solutions and standardize

them to ensure that the problem does not recur.

20

The Fifth S – SHITSUKE(5S) Sustaining

Holding the gains and improving by making the above four S a habit and culture of the organisation

How to do it

Perform routine and random checks.

Analyze results of routine checks.

Measure progress and plan for continuous improvement.

Nurture discipline: The system that has been developed by us under ‘4-S’ to be followed in such a way so that these practices become a habit and way of life and thus the defining work culture of the organization.

Visual Controls Room numbering on each room, lobby identification like Wing A, Wing B.

Display information of sitting arrangement of officers, location of all departments etc at

the reception.

Fix up signage’s for parking, drinking water, auditorium, library, etc.

Proper labeling and signage for all the storage areas where things are kept.

Litmus test for 5S

One should be able to locate the item within 2-3 minutes if 5 S is properly implemented.

This also applies to digital record retrieval.

Outcome of 5 s Process

Improves quality of work, efficiency, productivity and safety.

Leads to better management of work place.

Leads to quick retrieval of items required, reduces loss of time in searching.

Reduces wastage of material/man hours etc.

Results in a neat, clean and more spacious workplace.

Leads to smooth working without any physical obstructions.

21

Getting Started

Planning – launches your 5S activity

Evaluating – tells you what you need to do

Preparing – gets you ready for implementation

Planning

Assemble a 5S team.

Define the work area.

Assign work group members to their 5S areas.

Install a 5S communication board.

Determine 5S targets, activities, and schedule.

Review/finalize plans with work group.

Evaluating Your Initial Situation

Take work area photos.

Evaluate current 5S Level.

Preparing for Implementation

Obtain existing standards for color-coding and signage.

Decide on 5S color-coding and signage standards.

Prepare for Sorting.

Prepare for Sytematizing.

Prepare for Systematic Cleaning.

Prepare for Standardizing.

Prepare for Sustaining.

22

Summary: Implementing Five 5 s

Select work area implementation group.

Determine implementation targets, activities, and schedules.

Document current situation.

Document improvements.

Determine new improvement goals and action steps.

Issues and Concerns

Communicating with group .

Making time available.

Maintaining the gains.

Giving recognition.

Integrating 5S with other improvement activities.

Critical Activities

Awareness.

Formation of Steering committee.

Identification of coordinator, sub-coordinator and team members.

5S team members training.

Exposure program to all employees on 5S.

Phase wise implementation of 5S.

Self audit.

Periodical internal audit by specific check list.

Motivational steps for sustainable functioning of 5S

23

Awareness

Visual displays need to be developed through slogans, posters etc.

Steering Committee

Steering committee be formed with Head of the organization as Chairman and Heads

of Department/Wings as members of the committee

Steering committee to meet on a regular basis as decided by the members to review the activities carried out

Self Audit

Audit can be done as per the checklist developed

Audit be carried out by the employees working in the organization in rotation

Steering committee to decide the date and time of audit

Audit

Steering committee identifies a team of employees to carry out cross functional

management audit.

Auditor(s) will verify the implementation and would suggest corrective measures in areas

where implementation is not satisfactory.

Area incharge shall correct the deficiencies identified, verify the effectiveness of the

corrective action taken and inform steering committee .

24

Reporting and Evaluation

This can be done along the following lines:

Activities Checklist

Planning Formation of Steering Committee

Regularity of Steering Committee Meeting

Awareness Programme for employees

Display of Posters/Slogans

Distribution of handouts

Provision of Literature and Books

Arrangement of visits to reputed 5S companies

Areas where 5S could be applied

Main Gate/ Other gates

Cycle/Scooter /Car Stands

Roads

Lawns and gardens

Office rooms

Library and record rooms

Conference and lecture halls

Committee rooms

Community Halls

Canteen

Common Toilets

Common Drinking Water Places

Overhead Tanks

Roof

Stair Cases

Below Stair Cases

Telephone Wiring

Electric Wiring and Junction Boxes

Notice Boards

Unnecessary items/ lying unidentified especially files, papers and equipments in offices

Other critical activities

Visual Management

Frequency of 5S Audit

Status reports

Photographs (Before and After)

5S is about a mindset and commitment to develop a clean and organized

environment for greater efficiency and excellence.

25

Chapter V

Basic Quality Terms

Before conducting quality initiative programs in the organization, we have to understand some

basic terms of quality and its importance. These are essential components of quality framework

and frequently used during the process.

1. Standard Operating Procedure SOP’s

SOP defines steps involved in any activity with responsibility matrix. Through SOP’s one can

understand the process flow properly to minimize deviations.

2. Guidelines

Provide necessary guidance to perform any activity

3. Formats

Can be developed and used for different purposes to easily understand the process

4. Work Instructions

Specific instructions to perform particular activity

5. Internal audit

For monitoring and evaluation of the process

6. Feedback and its analysis

Customer feedback and its analysis for improvement

7. Data Analysis

Data collection for different processes and its analysis for improvement

Subjects addressed under quality initiative

Quality Management

Safety Management

Environment Management

Risk Management

Human Resource Management

Information Technology

26

Understanding the process approach

Managing organizations systematically requires establishing, maintaining, and constantly improving process

and systems.

The process approach is one of the eight quality management principles upon which the entire ISO 9000

series of standards is based. This principle says a desired result is achieved more efficiently when activities

and related resources are managed as a process.

The word "process" is defined in ISO 9000:2000 clause 3.4.1 as "a set of interrelated or interacting activities

that transforms inputs into outputs."

Processes in an organization are generally planned and carried out under controlled conditions to add value.

The process approach is therefore one of the strongest approach for integrating management system

standards. Directly linking process performance measures with customer needs is one of the most powerful

aspects of process management.

Methodology

Many methodologies are available for managing and improving processes, a simple process management

and improvement methodology organized in a series of steps is described in the following:

Step one: Establish the responsibilities for managing the process

The process manager needs to understand the entire process and have the authority to effect

changes in any part of it.

Step two: Define the process

We need to carefully define the process, identifies process steps and flows so everyone working

within the process has a shared understanding of how it operates.

Step three: Identify customer requirements

Carefully gather, analyze and document customer needs. Communicate frequently with customers

to understand needs from their viewpoint.

Step four: Establish measures of process performance

Translate customer needs and requirements into measures of process performance. Include

customer satisfaction, in-process measures.

Step five: Compare process performance with customer requirements

Identify critical process improvement opportunities through gaps in process performance.

Step six: Identify process improvement opportunities

Analyze process performance measures for improvement opportunities.

Step seven: Improve process performance. Select the process improvement opportunity to pursue.

27

Understanding Customer Understanding the customer as a concept sounds difficult. Customer is a person who ultimately determines

the level of quality for which he is looking for. No matter what an organization does to foster quality

improvement; the customer determines whether the efforts were worthwhile.

For any organization in today’s comparative environment, developing true customer focus is not an option

but a necessity for survival. No organization can afford to forget that customer always have the choice to

source their requirement elsewhere.

Customer rights

Any organization must accept and honor of customer rights. These are the basic rights; every customer

expects positive response against these rights.

Right to have complete and correct information

Right to be heard

Right to make complaint

Right to give suggestions

Right to compare

Right to think about health and safety issue in your premises

Right to select or reject product as per his choice

Customers delight The entire purpose of emphasizing and focusing on the customer is to ensure that all our activities, functions

with the objective to meet and exceed customer needs and expectations”. Customer complaints are

opportunities to convert dissatisfied customers into satisfied and even delighted customers. This conversion

is possible only if the complaint is attended at the higher priority and with full sincerity. Further the process

of resolving and handling the complaint at all levels should be transparent and time bound.

Organization should identify current and future needs and expectations of its citizens / clients. Review and

update the needs and expectations of citizens/ clients, as necessary.

28

Rules for understanding customer requirements

Determine customer requirements and give them what they want

Design and implement system to ensure jobs are done right first time every time

Educate customer and endeavor to understand the problems they are facing

Give highest priority to customer complaint and take remedial action

Continually improve processes, systems based on feedback from all sources

29

Chapter VI

Nation level organizations in the field of quality

Quality Council of India, (QCI)

Quality Council of India is the one and only National level organization in the field of quality

established by Government of India in 1997. QCI is a National Quality promotion body provides

National Accreditation Structure to the country.

QCI has been very closely working with Performance monitoring and evaluation division of Cabinet

Secretariat for effective implementation of formal Quality Systems as per their Result Frame-work

Document (RFD) methodologies in various Central Government Ministries and Departments.

Quality Circle Forum of India, (QCFI)

Quality Circle Forum of India was registered as a non-profit organization and recognized as the

institution representing The Quality Circle Movement In India and has represented the country in

several international forums. QCFI represents India in the 13 nations International Committee that

has been set up for organizing International conventions on Quality Concept Circle, annually. To

date, QCFI has organized three International conventions in India. In addition, chapter convention

and National convention are held every year where members present case studies and technical

papers are discussed by leading Quality Concept Practitioners.

National Accreditation mechanism

The National Accreditation mechanism is established and implemented by Quality Council of India

through the Accreditation Boards as follows:

National Accreditation Board for Certification Bodies (NABCB )

National Accreditation Board for Certification Bodies (NABCB )accredits certification bodies covering

product certification , management system certification, and inspection bodies. This board is a member of

Pacific Accreditation Cooperation (PAC )and International Accreditation Forum (IAF )

30

National Accreditation Board for laboratories (NABL)

National Accreditation Board for laboratories (NABL) provides accreditation for laboratories. This board

although a part of QCI structure, is presently operating under the Department of Science and Technology

(DST). NABL is represented in Asia Pacific laboratories Accreditation Cooperation (APLAC) and International

laboratories Accreditation Conference (ILAC).

National Accreditation Board for Education and Training( NABET)

National Accreditation Board for Education and Training (NABET) provides accreditation services in the area

of education and training like accreditation of educational institutes (Schools, ITI), accreditation of individuals

consultants and consulting organizations, registration of auditors and accreditation of various training

courses related to quality and management. The board has also initiated accreditation scheme for

certification bodies for personal. NABET is a member of International association of Personal Certification (

IPC )

National Accreditation Board for hospitals and healthcare units (NABH)

National Accreditation Board for hospitals and healthcare units (NABH) has developed scheme for

accreditation of hospitals and healthcare units including primary health centers. , districts health centers,

AYUSH hospitals /health units and wellness centers.

Quality initiative at state level

Government of Madhya Pradesh took initiative for establishing Quality Management System initially

in three organizations.

Chief Ministers Office, Madhya Pradesh

RCVP Naronha Academy of Administration

Atal Bihari Institute of Good Governance & policy Analysis

Quality Council of India has given consultancy to all above organizations for getting ISO 9001:2008

Certification.

31

Few examples of establishing QMS in Madhya Pradesh

Bhopal Express train, SHANE E BHOPAL Express (First ISO certified train of India)

Indira Sagar Power Station, Khandwa

District Trade& Industry Centre, Bhopal

M.P. Warehousing & Logistic Corporation, Bhopal

Jila Panchayat, Dhar

MPFC, Indore

Quality training organizations in M.P.

1. MPCON ltd,Bhopal Jesus Building,3rd Floor,Near ISBT,Bhopal

2. Centre for Research& Industrial Staff Performance (CRISP) Shamla hills, Bhopal

3. Institute of Quality Management& Research (IQMR) B-51, Palace Orchard, Kolar Road, Bhopal

32

List of few ISO Standards

Many standards are available in different fields, apart from QMS. Any standard can be implemented

according to specific requirement of the organizations.

List of some popular standards

S.No. Standard Name

1. ISO 9001 Quality Management System

2. ISO 14001 Environment Management System

3. ISO 18001 Occupational Health & Safety Management System

4. ISO 50001 Energy Management System

5. ISO 22001 Food Safety Management System

6. ISO 26000 Social Accountability Management System

7. ISO 31000 Risk Management System

8. ISO 39000 Road Transport Safety Management System

9. ISO 27001 Information Security Management System

Quality Models

S.No. Model Purpose

1. 5 S For workplace management

2. KAIZEN For Continual Improvement

3. 6 Sigma For Process improvement

4. TQM For achieving excellence

33

List of Training Programs

Sr. No. Subject

1. Basic concepts of Quality

2. Use of ‘KAIZEN’ (Japanies Model) for continual improvement

3. 5 S, (Japanies model) for cleanliness

4. Quality Management System

5. Environment Management System

6. Safety Management System

7. Risk Management System

8. Role of Quality in government working

9. Quality Initiative in government organizations

10. Organizational Effectiveness through Quality & Leadership

11. Managerial Leadership

12. Quality Audit techniques

13. Internal Audit techniques

Certified Lead Auditor Course

14. ISO 9001

15. ISO 14001

16. ISO 27000

Certified Internal Auditor Course

17. Internal Auditor

34

Chapter VII

Quality in government departments means

We can visualize the expected outcome of the process which are desired by all the stakeholders concern. We

try to understand the outcome which helps us in planning of quality initiative programs. We are trying to

correlate outcome with specific quality initiative to understand the importance of that program.

S.no. Expected Outcome Activity

1. Utmost level of transparency in all functions SOP’s

2. Smooth flow of information at internal and external level Organization Chart

3. Sense of responsibility Well defined responsibility matrix)

4. Timely compliance of given task Work Instructions

5. Fastest grievance redressal SOP

6. Uniform understanding to all members about organizations functioning Adequacy Report

7. Proper documentation of all functions SOP, Work Instructions, Guidelines, Formats

8. Proper record management system Codification, Retention Period

9. Well Established system for data analysis Data Analysis Formats

10. Use of IT in planning and service delivery, IT system maturity plan

11. Commitment for timely compliance of services Display and reviewed of Citizen Charter

12. All the activities should be planed and documented list of activities for reference of all the members

13. Established monitoring mechanism Review of compliance status through internal audit

14. Established customer feedback system Preparing process for feedback and its analysis

15. Minimum deviation in implementation of activities Data Analysis

35

How to conduct Quality initiative Programs

We are giving here the steps for activities which can be carried out under this initiative.

S. No. Steps Activity

Action

How to conduct Quality initiative Programs (Guidelines)

1. Step-I Organize a meeting of senior officials for conducting quality initiative programs in the organization and issue a circular for the same

Issue Circular

2. Step-II Formation of core committee which include all departmental Heads and issue of letter for the same

Issue Letter

3. Step-III Nominate two members from each department to ensure timely compliance of activities and issue of letter for the same

Issue Letter

4. Step-IV Appointment of Quality coordinator to manage all the quality related activities and issue letter

Issue Letter

5. Step-V Preparation of quality charter

Prepare and distribute to all

6. Step-VI Activity calendar for the current financial year

Prepare and distribute to all

Basic Preparation

7. Step-I Vision

Display at CEO’s cabin and Reception

8. Step-II Mission


9. Step-III Quality Policy


10. Step-IV Quality Objective


Initial Environment Improvement Process

11. Step-I Visit of organization premises by senior officials Visit of all important places

12. Step-II Visual inspection of all the departments to assess the gap in terms of quality

Visit of all departments

13. Step-III Interaction with all department heads and employees for feed back

Quality review meeting

14. Step-IV Ensure display of information at various places for customers

Display of information at reception

15. Step-V Notice board for information dissemination to employees

At different locations in the organization

16. Step-VI Availability of Firefighting equipment and its record

At different locations in the organization

17. Step-VII Ensure availability of suggestion box, customer feedback system etc

At Reception

18. Step-VIII Display of signage for RTI related activities,

At Reception

36

19. Step-IX Notice board for important information related to visitors

At Reception

20. Step-X Reception for providing general information to visitors With authorized person who can satisfy visitors query

21. Step-XI Waiting lounge for visitors With some magazines and news papers

22. Step-XII Availability of drinking water for visitors Clean and safe water for every visitor

23. Step-XII Need assessment for IT requirements Prepare report

24. Step-XII Need assessment for various maintenance requirements Prepare report

25. Step-XIII Training need assessment Training card for each member

Documentation

26. Step-I Organizational Manual Discuss in core committee meeting and take decision

27. Step-II Adequacy Report Discuss in core committee meeting and take decision

28. Step-III Standard Operating Procedure Discuss in core committee meeting and take decision

29. Step-IV Work Instruction Discuss in core committee meeting and take decision

30. Step-V Guidelines Discuss in core committee meeting and take decision

31. Step-VI Organization Chart Discuss in core committee meeting and take decision

32. Step-VII Responsibility Authority of the personnel Discuss in core committee meeting and take decision

Record Management

1. Step-I Files (Each section) Codification

2. Step-II Disposal of records Retention period

3. Step-III Classification of files subject wise Color codification

Collection of information for documentation

33. Step-I List of employees (Regular, contractual, deputation)

Prepare list in format

34. Step-II List of Departments


35. Step-III List of departmental heads


36. Step-IV List of Records Prepare list in format

37

37. Step-V List of Files


38. Step-VI List of activities


39. Step-VII List of Formats


40. Step-VIII List of Circulars


41. Step-IX List of Schemes


42. Step-XI List of stakeholders


Quality Audit (in every three months)

43. Step-I Suggestions for improvement


44. Step-II Approval Take approval in format

45. Step-III Implementation Take photographs

Quality Review Meeting (in every six months)

46. Step-I Documentation of all suggestions Maintain record

47. Step-II Impact assessment Maintain records

48. Step-III Appreciation Maintain record

Progress Report

49. Step-I Progress Report on all small improvements in current financial year

Maintain record

Completion of one project cycle

Quality Audit (in every three months)

50. Step-I Suggestions for improvement


51. Step-II Approval Take approval in format

52. Step-III Implementation Take photographs

Quality Review Meeting (in every six months)

53. Step-I Documentation of all suggestions Maintain record

54. Step-II Impact assessment Maintain records

38

55. Step-III Appreciation Maintain record

Progress Report

56. Step-I Progress Report on all small improvements for current financial year

Maintain record

Completion of second project cycle

Documents

Establishment of Quality Management System