final tqm book

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GUIDE ON TOTAL QUALITY

MANAGEMENT IN THE PUBLIC SERVICE

I. INTRODUCTION

1. The concept of Total Quality Management (TQM) was introduced in the 1920’swhen the statistical approach was first used in quality control in the factories in America.This concept was later introduced to the corporate managers in Japan in the 1950’s, at atime when the country was gearing itself towards, industrial development. This conceptreceived a further impetus in the 1980’s with the increasing awareness worldwide on theimportance of quality.

2. These changes have directly affected the views and attitudes of managers in thepublic and private sectors on quality management. They have realized that the traditionalphilosophies and approaches in quality management could no longer guarantee the

production of outputs that conform to the requirements of their customers. As a result ofthis, attention was shifted towards TQM which could assist them in achieving excellence.The application of TQM not only benefits the customers in that they receive qualityproducts but also benefits the organization in terms of cost savings and enhancedoperational efficiency. This is the key to the success of an organization.

II. TQM CONCEPT

3. TQM is a continuous process that involves the whole organization and is customer-

driven. This process is aimed at creating a culture of excellence in any organization.Hence, TQM can be seen as a process of culture transformation through which theexisting elements of the culture are modified, replaced or strengthened with betterelements. These elements encompass values and attitudes, systems and procedures,operational practices organization structure and so forth.

4. TQM aims, ultimately, to enable organizations to achieve total quality in all itsoperational aspects. Hence quality does not only mean the production of quality productsand services but also encompasses all operations and activities pertaining to anorganization. At this stage, quality will be reflected in many ways in an organization such

as effectiveness of management, ability of the employees, efficiency of the operationalsystems and so forth. The concept of total quality is explained in Figure I.

5. There are many important features of TQM as shown in Figure 2. These featuresare the objective of TQM; the focus of TQM; strategy of TQM for quality improvement; andthe authority responsible for implementing it (implementer)

6. The objective of TQM is to provide customer satisfaction. This is attained byproducing outputs that conform to the requirements of the customer and meeting

customer expectations. Every output that is produced must be defect-free or error-freebecause defects or errors result in customers being dissatisfied. Hence, the organizationshould also ensure that the right outputs are produced as required by the customers.



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FIGURE 1 : THE CONCEPT OF TOTAL QUALITY

TOTAL QUALITY is :

Not just the product quality Not just the quality of the service

Dedication of Drivers

Managementefficiency

A conductive

office

environment

Efficiency ofthe telephonesystem

A systematicfiling system

But everything that occurs

in the organization

For exam le :



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FIGURE 2: FEATURS OF TQM

(a) Satisfaction of customer

(b) Zero defect/error-free

(c) Producing the output right the firsttime

(a) Processes and systems

(b) Organisation culture

(c) Customers

(d) Suppliers

(a) Continuous improvement

(b) Total involvement of the

organisation

(d) Strategic actions

(e) Orientation towards long termobjective

(f) Control of quality costs

(g) Preventive action

(h) Emphasis on quality assurance

(i) Systematic problem solving

(a) Top management (leaders)

(b) Total participation of workers

(c) Work teams

OBJECTIVE

FOCUS

STRATEGY

IMPLEMENTOR

TQM



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7. TQM focuses on the development of quality systems and work processes. This isbecause only quality work systems and processes can ensure the production of qualityoutputs. In this respect, TQM emphasizes on customers and suppliers. Feedback andviews of the customers are used for the purpose of designing systems and workprocesses to ensure that the final output conforms to requirements. Suppliers are treatedas business partners who are collectively responsible for producing quality outputs.Suppliers play a vital role in supplying quality inputs to the organization.

8. The process of continuous improvement is an integral element of TQM wherestrategic planning actions are taken towards the attainment of the long term objective ofthe organization. This process involves the total involvement of the organization where theorganisation’s resources are harnessed towards quality improvement efforts.

9. The process of continuous improvement in TQM involves 7 integrated steps.These are as in Figure 3. The steps are as follows:

(a) Determination of improvement objectives that will be implemented.

(b) Determination of methods of attaining these objectives

(c) Engagement in education and training

(d) Implementation of the planned improvement.

(e) Evaluation of the effects of implementation.

(f) Standardisation of the work processes which have been improved to beimplemented in other divisions in the organization.

(g) Continuous implementation of corrective action, if necessary.

10. TQM constantly focuses on control of the cost of quality. This cost is incurred as aresult of wastage of resources, production of low quality products, errors in work or non-value added activities. Cost of quality can be reduced by prevention. This can be doneby improving the work processes so that there is no opportunity for errors or defects tooccur. Besides this, quality problems that occur are solved immediately by using asystematic problem solving approach. Another important strategy of TQM is qualityassurance. The objective of quality assurance is to ensure that every output produced byan organization is of quality and satisfies the customer.

11. According to the TQM approach, every individual in the organization is collectivelyresponsible for ensuring the success of the quality improvement effort. The sustenance ofany quality improvement effort depends on the total participation of the employees in anorganization. The involvement is guided to ensure that efforts and energy contributed bythe employees is focused according to the requirement of the organization. In thisrespect, the role of top management is vital. They are responsible for spearheading andproviding effective leadership. Apart from their efforts, contribution of work teams is alsogreatly encouraged under TQM. These work teams are effective in contributing creativeand innovative ideas and in implementing improvements successfully.



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FIGURE 3: MODEL OF CONTINUOUS QUALITY IMPROVEMENT

Take

Corrective

Action

Determine

improvement

objectives

Determine

Methods

Engage in

education

and training

for the staff

Implement

improveme

nt effort

Evaluate

effects of

improvement

Standardise

process



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III. PRINCIPLES OF TQM

12. Government departments can successfully practice TQM if they have a conductivework environment. A conductive work environment will enable the successfulimplementation of TQM and ensure that it becomes a way of life for the organization. To

create such an environment. Government departments must emphasis on 7 managementprinciples as depicted in Figure 4. These principles are:

(a) Support of top management;

(b) Implementation of long-term strategic plan on quality;

(c) Customer focus;

(d) Providing training and recognition;

(e) Fostering teamwork;

(f) Establishing performance measurement; and

(g) Emphasizing quality assurance.

13. These principles are universal in nature and therefore are applicable in anyGovernment department. The departments can take various actions to implement themaccording to the suitability of their organisational operations.



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FIGURE 4 : PRINCIPLES OF TQM

PRINCIPLES

OF TQM

TOP

MANAGEMENT

SUPPORT

STRATEGIC

QUALITY

PLANNING

CUSTOMER

FOCUS

PROVIDING

TRAINING

AND

RECOGNITION

ENHANCING

TEAMWORK

PERFORMANCE

MEASUREMENT

QUALITY

ASSURANCE



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PRINCIPLE I : TOP MANAGEMENT SUPPORT

14. Under the TQM process, the quality improvement efforts will result in changes inthe ways a department operates. These changes will affect areas such as thedepartmental policy, its philosophy, systems and procedures, structures, etc. These

changes will only be effective if the TQM process received the support of the topmanagement. In fact, top management itself should activate the TQM process by virtue ofthe fact that it holds the power for making strategic and important decisions. The directinvolvement of the top management enables quick decision-making and thus ensures thesmooth operation of the TQM process.

15. Top management support should be clearly visible in that it is ready to takeconcrete actions. Some of these actions include:

(a) Formulating a quality policy

(b) Setting up a quality management structure;

(c) Getting the total involvement of employees;

(d) Disseminating information on quality;

(e) Managing the change process; and

(f) Organising a Quality Day.

(a) Formulating A Quality Policy

16. The quality policy of a department is a statement on the direction and the qualitygoals to be attained by the department. It also touches on the philosophy, priorities,and values as stressed by the department. It functions as a guide as well as areference for all level of employees to plan and implement quality improvement effortsin their respective work. As such the quality policy of a department must be clearlydefined and be easily understood so as not to cause any confusion among theworkers. For the awareness of every employee, the quality policy has to becommunicated as widely as possible throughout the whole organization. Theformulation of a quality policy must be accompanied by an appropriate implementationplan. The implementation plan has to be monitored closely in order to gauge its

progress. A sample quality policy is shown in Table I.

(b) Setting Up A Quality Management Structure

17. The implementation of TQM invariably involves vital management processes suchas planning, monitoring, coordinating, decision-making, etc. In order to ensure the smoothfunctioning of these processes, the department has to set up a quality managementstructure with clearly defined roles and responsibilities.

18. For the Public Service, it is recommended that the quality management structuretakes the form shown in Figure 5. The management structure consists of:



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(a) A Steering Committee on productivity and Quality;

(b) A Quality Coordinator assisted by a Productivity and Quality TaskForce; and

(c) Work Teams.

Table I: Quality Policy of a Department

This Department focuses on customer satisfaction:

both external as well as internal customers

for all its products and services

all the time

This requires:

total involvement of all employees

total management support

customers and suppliers working together

objectives, standards and systems which conform to the goals of

excellence

It is attained by:

Meeting all requirements

Prevention

Doing it right the first timeMeasuring quality performance

Total quality is to be the hallmark of the nature of this Department. It will be implemented,monitored, nurtured and maintained by having an ongoing quality improvement program.

19. The Steering Committee on Productivity and Quality is chaired by the Head ofthe Department. Its committee members are the various heads of division, unitsand branches under the Department. The functions of the Steering Committeeare as follows:

(a) To plan quality improvement efforts for the whole department;

(b) To determine the policy and strategies to achieve the qualityobjectives; and

(c) To coordinate and monitor the quality improvement effortsbeing implemented.

20. The Quality Coordinator is usually an experienced and senior officer. Apart frombeing responsible for coordinating all the quality improvement efforts, the QualityCoordinator has also to liaise with other external agencies. In addition, the QualityCoordinator is also the Alternate Chairman of the Steering Committee on Productivity andQuality.



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FIGURE 5 : THE PRODUCTIVITY AND QUALITYMANAGEMENT STRUCTURE

A Steering

Committee on

Productivity andQuality

A Quality Coordinator

and a Productivity and

Quality Task Force

Work Teams (at both

Management and staff

levels)



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21. The Quality Coordinator is assisted by a Productivity and Quality Task Force whosefunctions are:

(a) To monitor the progress of the implementation of qualityimprovement efforts;

(b) To assist in the problem solving process; and

(c) To provide guidance and training to other employees.

22. A Work team is a specially selected group of employees entrustedwith responsibility to solve a particular problem on quality. One theproblem resolved the Work Team is disbanded. The members of a WorkTeam are usually group of employees who possess special knowledge andexpertise relevant to the problem under scrutiny.

(c) Getting Total Involvement From Employees

23. TQM can only progress when it involves every employee in theorganization. With each employee practicing the quality principles andvalues in work activities, the production of quality output is assured. Ingetting the total involvement from its employees, the management can usetwo strategies. These strategies are:

(a) Instilling confidence among employees about quality: and

(b) Defining clear roles for employees involved in the quality

improvement efforts

(a) Instilling Confidence Among The Employees In Quality

24. When employees are confident about quality, they are ever willing togive their cooperation and will also voluntarily participate in TQM activities.They may also be motivated to change their attitudes and mind-set toconform to the quality goals of their department.

25. The instill confidence among its employees about quality, themanagement itself must be seen to show confidence in TQM. In addition,the management also has to prove its readiness, dedication andcommitment in implementing TQM in the department. Among themeasures that can be taken by the management are:

(i) Institutionalising the concept of TQM as its dailymanagement practices such as practicing the principle ofprevention; having zero defect as its performance standard;and emphasizing on the costs of quality;

(ii) No compromising with pre-determined quality, standards;

(iii) Giving emphasis to quality in official speeches, managementmeeting etc.



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(iv) Taking concrete actions to overcome the barriers to qualityimprovements; and

(v) Setting up of control mechanisms at the input level, workprocess level and the final output level.

(b) Defining Clear Roles For Employees Involved In Quality

Improvement Efforts

26. The TQM philosophy which makes quality improvement theresponsibility of every employee will only be realised when employees fullyunderstand their respective roles in the quality improvement efforts. Theyshould also be made are of the limits to their responsibilities so that thereis no confusion over the issue of accountability As such, the managementmust clearly spell out the role of each level of employees so as to be inconformance with the quality goals of the department. For instance, therole of the supervisor of a work group is as follows:

(i) To guide his/her subordinates on the correct work methods

and procedures;

(ii) To inform subordinates on the sources of defects in theoutput and the necessary corrective actions;

(iii) To ensure the smooth functioning of the quality systems; and

(iv) To initiate actions to improve systems and procedures,equipment as well as the working environment under his/hercontrol.

27. The role that can be played by the subordinates is as follows:(i) To abide by all mutually agreed and written procedures;

(ii) To use all materials wisely and to operate their equipmentcorrectly:

(iii) To report to the management any source of problems onQuality;

(iv) To propose ways and means to reduce the chances ofoccurrence of problems on quality; and

(v) To assist in guiding new employees particularly by being

good role models themselves.

(d) Disseminating Information On Quality

28. In implementing TQM, it is imperative that there is sharing ofinformation and knowledge among the employees. This information ismost useful as they act as a source of reference and guide either in theplanning of quality improvement efforts or in solving a particular problem.Therefore, it is vital that the management ensures that all kinds ofinformation on quality is disseminated as widely as possible and effectively

communicated through the department. This can be done through thepublication of magazines, reports, news letters, video tapes, etc.



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29. The types of information that need to be disseminated include:

(i) Achievements of quality improvement efforts by the variousdivisions or units under the department;

(ii) Activities of the Work Teams as well as the Quality ControlCircles;

(iii) Explanation on the basic concepts of TQM and the strategy

adopted for its implementation by the Department; and

(iv) Quality policies of the Department and the impeding changesinvolved.

(e) Managing The Change Process

30. Implementation of TQM will result in changes in the existing workmethods, systems and procedures, and even the organizational culture.These changes are inevitable and they may cause conflicts, tensions aswell as confusion among the employees. Such a situation may be due to

various factors such as the vehement opposition of a group of employeeswho are not convinced of the potential benefits arising from the changes. Itmay also be due to the existing systems which are enabled to handle thechanges. Viewed in this light, the top management needs to manage thechange process well.

31. In managing change, the management should concentrate on thefollowing five key aspects:

(i) Mutual agreement between management and

employees;(ii) Mutual trust among employees;

(iii) Skill enhancement of personnel;

(iv) Cautiousness in implementation; and

(v) Flexibility in management style.

32. Before introducing any change into the organization, themanagement has to first obtain the agreement of those employees affectedby the change. There must be mutual agreement on the change concept,its principles as well as it objectives. Apart from seeking and consideringtheir views, the management also has to acknowledge to contributions ofits employees. By doing this any change to be introduced latter will havethe full support and commitment of the employees as they will feel that thechange process belongs to them. Also, a sense of ownership is createdamong the employees and this will spur them to work even harder toensure its success.

33. Management should also instill a feeling of mutual interest among

its employees regardless of rank and position. Such a feeling will not onlystrengthen the existing bond of cooperation among the employees but alsoassist in resolving any potential conflict that may arise in the work place.



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34. In ensuring the success of a change process, those employeesinvolved have to be provided with necessary training. This is to enablethem to acquire new knowledge as well as to enhance their skill levels.Hence, it is the duty of the management to ensure that this basicrequirement is met all the time.

35. Changes resulting from TQM need time to be implemented,especially when they affect aspects such as values, attitudes and systemswhich are complex in nature. In such cases, it is wise for the managementto be cautious and patient in initiating any change into the organization.Any sudden change that is hastily introduced may end in failure as a resultof strong opposition from the employees.

36. A flexible management style is also an important factor in managingchange successfully. As the change process will lead to severalmodifications to the existing system so as to conform to the changes in the

environment, the management has to be flexible in order to ensure minimaldisruption.

(f) Organising Quality Day

37. Management can display its commitment to quality by organising aQuality Day each year. For instance, the Public Service Quality Day isofficially fixed on 31st October each year. One of the objectives of having aQuality Day is to provide an opportunity for the management to furtherstrengthen the quality values in the organization. Through activities carriedout on Quality Day, the level of the awareness of the employees on qualitycan also be increased.

38. In celebrating Quality Day, the management can organize variousactivities relating to quality and quality improvement efforts undertaken bythe department. These activities include oath – taking ceremonies; trainingsessions such as talks and seminars on quality; exhibition on quality;recognition ceremonies; and presentations by Quality Control Circles.



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PRINCIPLE 2 : STRATEGIC QUALITY PLANNIG

39. Effective strategic planning is imperative for producing qualityoutput. The process of strategic planning itself enables a department toidentify its customers, prioritise the customers’ requirements andconsequently determine the types of output.

40. A strategic quality planning process involves 5 important steps asshown in Figure 6. These steps are:

a. External environmental analysis

b. Internal environmental analysis

c. Formulation of organizational vision

d. Formulation of quality objectives

e. Identification of improvement activities

(a) External Environment, Analysis

41. External environment analysis enables a department to identifyopportunities that can be exploited to achieve quality goals. Besides this, italso enables a department to monitor clearly potential threats andchallenges which can impede the realization of departmental goals.Information from such analysis enables a department to take earlycorrective action in overcoming or preventing threats to the achievement of

departmental objectives.

42. In the external environmental analysis, a department should payattention to important environmental changes, which have directimplications on the department. These include changes that effect:

a. Tastes and preferences of customers.

b. Government policies, regulations and laws.

c. Technology.

d. Socio-economic situation.e. Availability of resources (e.g. manpower and materials).

f. Establishment and/or development of other related agencies.

(b) Internal Environmental Analysis

43. This analysis is aimed at measuring the ability of a department to respond to theexternal environment. For example, customers’ preferences, which are becoming more

and more demanding, or obstacle which impede the smooth operation of the department.It also identifies the strengths of a department which can be capitalized on to achievequality goals, as well as weaknesses which need immediate attention.



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FIGURE 6 : SRATEGIC QUALITY PLANNING PROCESS OF A GOAVERNMENTDEPARTMENT

EXTERNAL ENVIRONMENTAL

ANALYSIS

To identify opportunities and

threats to the organisation

INTERNAL ENVIRONMENTAL

ANALYSIS

To identify strengths and weaknesses

of the organisation

TO FORMULATE

ORGANISATIONAL

VISION

QUALITYOBJECTIVES

QUALITYOBJECTIVES

QUALITYOBJECTIVES

QUALITYOBJECTIVES

I M P R O V E M E N

T

A C T I V I T I E S

I M P R O V E M E N

T

A C T I V I T I E S

I M P R O V E M E N

T

A C T I V I T I E S

I M P R O V E M E N

T

A C T I V I T I E S

I M P R O V E M E N

T

A C T I V I T I E S

I M P R O V E M E N

T

A C T I V I T I E S

I M P R O V E M E N

T

A C T I V I T I E S

I M P R O V E M E N

T

A C T I V I T I E S



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44. This analysis should be comprehensive in nature while focusing on mainorganizational aspects such as:

a. Objectives, programmes and activities of the department.

b. Products and services

c. Organisational structured. Value system, philosophy and organizational culture.

e. Provision of resources like manpower, finance, technology and equipment.

f. Information, administrative and other support systems.

(c) Formulation Of A Vision

45. After analyzing the environment, the management of each department should

respectively formulate a vision. An organisation’s vision is an official statement of thedesired future state that the organization wants to attain. The vision reflects the corporateaspirations and overall strategic directions that will ensure the success of an organization.

46. The vision provides direction and a focus of reference which is shared by everymember of the organization in integrating all quality activities at all levels of operations.This will then lead to the establishment of common aim or constancy of purpose in thedepartment’s quality activities which in turn results in greater effectiveness in itsimplementation. The vision statement for Malaysia in the year 2020 is a good example ofa vision statement. The Vision 2020 statement is as follows:

“By the year 2020, Malaysia can be a united nation, with a confident Malaysiansociety, infused by strong moral and ethical values, living in a society that isdemocratic, liberal and tolerant, caring, economically just and equitable,progressive and prosperous, and in full possession of an economy that iscompetitive, dynamic, robust and resilient.”

47. A vision must be formulated carefully to ensure that it is realised as planned. Agood vision should possess the following features:

a. Clarity

b. Easily understood.

c. Act as a motivation and source of inspiration to staff members.

d. Challenging

(d) Formulation of Quality Objectives

48. Following the formulation of the vision, quality objectives have to be determined.These objectives expound the quality standards expected of a department in assuring the



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attainment of the quality vision. The objectives will act as the basis for the identification ofquality improvement activities.

49. A good quality objective statement should encompass four elements, that is,quality; quantity time and cost. The objective should be:

a. Specific

b. Measurable

c. Achievable

d. Realistic

e. Time-bound

50. For example, the quality objective of a department’s counter service can be: “Toreduce waiting time at the counter from 45 minutes to 15 minutes in a period of six monthswithout incurring extra cost”.

(e) Identification Of Improvement Activities

51. Quality objectives are achieved through the implementation of improvementactivities. As such, departments need to identify appropriate improvement activities whichare in a line with their work operations. These activities may be in the form of a network ofactions for; reviewing of the quality system; improvement of work procedures; upgrading ofoperational standards, etc.

52. Improvement activities need detailed planning in order to facilitate theirimplementation. An Implementation Schedule is necessary to enable the management tomonitor the progress of these activities from time to time. When planning improvementactivities, several important factors regarding each activity, as shown in Table 2 need tobe explained by the management to its staff members. These include:

a. Aim of improvement activities.

b. Place of implementation of activity.

c. Implementation scheduled. Staff members involved

e. Methodology to be used.



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TABLE 2: INFORMATION OF IMPROVEMENT ACTIVITIES TO STAFF MEMBERS

1. AIM : (a) What are the improvement activities

to be conducted ?(b) Reasons for choosing an activity.

2. PLACE : (a) Where is the place of activity orwhat work process will be involvedin this activity?

(b) Reasons why an activity needs tobe conduced in that particularplace.

3. IMPLEMENTATION SCHEDULE : (a) When is an activity going to beimplemented?

(b) Actions to be taken according tosequence.

4. STAFF MEMBERS : (a) Who are involved?

(b) Areas of responsibility of thoseinvolved.

5. METHODOLOGY : (a) Methodology chosen for anactivity.

(b) Reasons why a particularmethodology is chosen.



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PRINCIPLE 3 : CUSTOMER FOCUS

53. Quality is determined by the customer. A quality output is one that can satisfy thetarget group namely the customers. Hence, under TQM, departments are required tofocus on their customers in all work aspects.

54. A department needs to know what the requirements of the customers are before itproduces a quality output. The requirements serve as a basis in determining thecharacteristics of an output to be produced as well as the processes involved. Thevarious steps involved is shown in figure 7 which include:

(a) Identifying the customers

(b) Identifying customers’ requirement.

(c) Translating the requirements into standards of quality output.

(d) Establishing the processes involved in producing the output.

(e) Implementing the processes.

55. In implementing the various steps, a quality performance system should beestablished for each step. This is to determine that each step be carried out effectively.Corrective action can be taken immediately if there are defects in any of the output.

(a) Identifying The Customers

56. .This step will enable a department to focus its effort and resources towardsproviding services to the customers identified. Government departments generally have alarge number of customers. It is difficult for them to provide services to please everyone.

The problem becomes more complex when there are insufficient resources or when thereare other operational obstacles. Therefore, a department can have a list of customers andcategorise them according to priorities and the list can be referred to when providingservices to customers.

(b) Identifying Customers’ Requirements

57. Customers’ requirements very and differ depending on the types of output, time,place and a number of other factors. It is therefore important for the departments toidentify customers’ requirements exactly. This can be done through questionnaires,dialogue sessions, interviews and getting suggestions from customers.

58. However, as a general guideline, departments can refer to the universal qualitycharacteristics. Some of the examples are shown in table 3.

(c) Translating Customers’ Requirements Into Quality Output Standards

59. Customers’ requirements that have been identified need to be translated intoquality output standards. The standards must be clear and if possible measurable.This is to ensure that the staff of the department is able to understand the standards.

For example, if the customers require speedy service at the counter , this requirementmust be translated into a standard which may be 5 minutes, 10 minutes, and so forth.



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FIGURE 7 : STEPS INVOLVED IN PRODUCING

A QUALITY OUTPUT

IDENTIFY CUSTOMERS

IDENTIFY CUSTOMERS

REQUIREMENTS

TRANSLATE CUSTOMERSREQUIREMENTS INTO QUALITY

STANDARDS

ESTABLISH PROCESSES INVOLVED

IN PRODUCING THE OUTPUT

IMPLEMENT THE PROCESSES

Q

U

A

L

I

T

Y

P

E

R

F

O

R

M

A

N

CE

M

E

A

S

U

R

E

M

EN



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TABLE 3: EXAMPLES OF CHARACTERISTICS OF QUALITY OUTPUT OR SERVICEWIDELY APPRECIATED BY CUSTOMERS

a. Reliability

b. Durabilityc. Safe

d. Functionality

e. Timeliness

f. Accuracy of facts

g. Responsiveness

h. Courteousness

i. Considerateness

j. Informative

k. Availability

l. Simple to understandm. Efficiency

n. Readiness to assist

o. Integrity

p. Cleanliness

q. Reasonable cost

r. Innovativeness

s. Flexibility

t. Practicality

(d) Establishing The Processes Involved In Producing An Output

60. The work processes involved in producing an output must be formulated in line withthe standards set in producing a quality output. This will ensure process capability forproviding quality outputs.

61. Besides this, quality standards for each work process must be determined. Thisserves as a guide to the workers as to the standards of the output required. With this,errors made by the workers can be eliminated.

(e) Implementing The Processes

62. This step involves the implementation of the work processes in order to produce therequired output. The department should also carry out quality inspection to ensure that thequality standards set are met. Inspection should be carried out at three stages of theprocess, that is, input, transformation and final output stage.



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PRINCIPLE 4 : TRAINING AND RECOGNITION

(A) TRAINING

63. Training in the field of quality is a basic prerequisite towards achieving success inTQM. This is because the implementation of TQM requires the support and participationof skilled and knowledgeable workers. Knowledgeable workers make less human errors,

hence ensuring defect-free output. In the course of training, a department can enlightenits staff regarding concepts of quality management, quality policies and departmentalstrategies. An understanding of these concepts will inevitably increase workercommitment and reduce opposition to changes arising from the implementation of TQM.

64. Since departments operate in an ever-changing environment, training must be anon-going process to ensure that the staff are well equipped to meet the challengesbrought about by the changes.

65. Training must be done in a systematic manner and in line with the department’squality policy. The various steps which may be followed when implementing training areshown in Figure 8. These steps are as follows:

(a) Formulate a Master Plan on Training in line with the department’s qualitypolicy.

(b) Identify an officer responsible for training

(c) Outline the training objective.

(d) Establish an organizational structure to manage training.(e) Outline training needs.

(f) Organise training programmes and prepare training materials.

(g) Implement and monitor the progress of training programmes.

(h) Evaluate the success of training programmes.

(i) Review the effectiveness of training.

(a) Formulate A Master Plan On Training

66. The Master Plan on training is formulated based on the department’s quality policy.This plan must be in accordance with the principles and objectives of the quality policy.All staff members must be well informed of this plan.

(b) Identify An Officer Responsible For Training

67. All departmental heads, managers and supervisors must ensure that their staffreceives sufficient training on quality. In addition to that, staff members who are trainedmust be encouraged to disseminate their knowledge, in line with the cascading principle of

training. In this way, knowledge on quality will be transmitted widely throughout thedepartment.



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FIGURE 8: IMPLEMENTATION OF TRAINING ON

QUALITY IN THE DEPARTMENT

Department’s

Quality Policy

Master Plan

On Training

Evaluate Effectiveness

of Training

Identify Officer

Responsible for Training

Evaluate Success

of Programme

Outline Training

Objective

Implement Programme

And Monitor Progress

Establish Organisational Structure

for Training

Prepare Programme

And Training Material

Determine Training

Needs



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(c) Outline The Training Objective

68. The training objective is based on the quality standard of output or service to berendered. It should address the following issues:

(i) How customer requirements can be explained effectively to all staffmembers.

(ii) Work areas that need attention.

(iii) Procedures and regulations which need to be amended.

(iv) changes to be made in the future.

(d) Establish Organisational Structure To Manage Training

69. If possible, department should establish an organisational structure to managetraining course on quality for their staff. For instance, a training section or unit can becreated for this purpose. These training courses should emphasise on specialized

knowledge or skills and should be conducted by experts in their respect fields.

(e) Training Needs

70. Departments should outline clearly training needs for the various types of workcarried out. Issues that need to be considered include:

(i) Identification of training needs.

(ii) Standard of expertise required

(iii) Period of training.

(iv) The necessity to expedite training

(v) Number of people to be trained

(vi) Person responsible for training

(vii) Resources needed.

(f) Determined Programmes And Training Materials

71. Programmes and training materials should be in accordance with the objectivesand needs of the department. These programmes should touch on the following 4

aspects:

- The objective of training (this objective should be clearly specified).- Module contents.- Training methods.- Training instructor responsible for the programme.

(g) Implement And Monitor The Progress Of Training

72. Departments should implement training programmes as agreed in the Master Plan.These programmes should be constantly monitored so that any problem ofimplementation can be attended to immediately.



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(h) Evaluate The Success Of Training Programme

73. Officers who are responsible for training (e.g. Heads of Departments, Managersand Supervisors) should evaluate the results of the training programmes. Feedbacks fromthe exercise will act as a basis to improve future training programmes.

(i) Review The Effectiveness Of Training

74. From time to time, the top management of every department should review ingeneral the effectiveness of their individual Training Master Plan. This is to ensure thatthey are still applicable to the current needs and situation.

(B) RECOGNITION

75 .Recognition acts as an important function towards achieving success in TQM.This is a show of appreciation towards workers who have attained excellence in their

work. Two positive effects can be attributed towards recognition. Firstly, workers whoreceive recognition will feel happy that their achievements and contributions areappreciated by their department. This will encourage them to strive further to improvetheir performance in the future. Recognition will also invoke a sense of pride in their jobsand this acts as a strong motivation factor. Secondly, through the act of givingrecognition, what constitutes desired behavior can be made clear to the workers. This willfacilitate workers in adjusting their behavior to meet the expectations of the department.

76. The management of a department should establish and appropriate recognitionsystem in accordance with its needs. The objectives of this system are:

(a) To appreciate excellent performance from a worker or a group of workers so thatthey will be even more committed towards quality improvement.

(b) To reaffirm desired behavioral patterns in the department.

(c) As a departmental declaration of commitment towards quality improvement.

77. A department needs to establish clear criteria towards giving recognition. Thesecriteria should be made known to all staff members to avoid any form ofmisunderstanding. Recognition can be given in various forms:

(a) Letters of appreciation.(b) Gifts (Cash/Souvenir)(c) Opportunity to attend a course.(d) Special privilege to use the department’s recreational facilities.(e) Presentation of a medal or an award.(f) Additional leave(g) Special ceremony to honour the recipient(h) Free membership in the Civil Service Club or Departmental Club.(i) Selection of “Best Worker Of The Month”.(j) Publicity in the department’s magazine or newsletter.



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PRINCIPLE 5 : TEAMWORK

78. Teamwork among employees of a department is a unifying force in ensuring thesuccess of the department’s quality improvement efforts. Teamwork is present whenthere is total cooperation, total commitment and total involvement by the employees.

79. The task to improve quality should not be dished out on an individual basis. This isbecause problems concerning work processes are complex as they cut across divisionsand systems. As such, it is beyond the capability of any one individual. The only way totackle such problems is through the use of some form of teamwork. The use of the teamapproach to problem solving enables the department to fully harness both its strengthsresources. The advantages of team approach to problem solving are:

(a) It enables the pooling of a group of people with the appropriate knowledge,skills and expertise to tackle problems effectively;

(b) It enhances the level of job satisfaction and morale of employees as they aregiven the opportunity to solve problems together;

(c) Problems which cross departmental and functional boundaries can be dealtwith more easily and effectively;

(d) The recommendations from team members are more likely to beimplemented than individual suggestions.

80. Teamwork enhances three key aspects of the quality improvement process. Theseaspects as illustrated in Figure 9 are:

(a) Facilitates free exchange of information and ideas;

(b) Builds up trust among the employees; and

(c) Improve communication within the department.

81. By involving in team activities, employees have the opportunity to share andexchange knowledge, experiences, information and ideas with one another. Such aprocess enables an individual to come out with new, creative and innovative ideas on howto improve the quality of work.

82. In an environment where there is active encouragement of group activities,employees quickly develop trust among themselves. With trust, individual feel free andconfident to carry out their respective job responsibilities. At the same time, they are ableto make decisions quickly and wisely; as well as to develop their talents and potentials tomake continuous quality improvements

83. The establishment of trust among the employees greatly facilitates thecommunication process within the department. The divisions as well as units can nowcommunicate freely with one another leading to a sharing of data and information as wellas other resources. Consequently, there will be vast improvement in the performance ofthe department due to the development of cooperation and interdependence among itsdivisions and units.



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FIGURE 9: TEAMWORK AS A CONTRIBUTING FACTOR

IN QUALITY IMPROVEMENT

Teamwork

Facilities free

exchange of

information and

ideas among

employees

Establishes trust

among employees

Improvescommunicationswithin the department.

Continual

QualityImprovement



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84. To create a conducive climate for employees to work as a team, management cantake various actions. Some of these actions are:

(a) Quality awareness campaigns;

(b) Organising training sessions;

(c) Establishing structures for teamwork;(d) Empowering the teams; and

(e) Giving due recognition

(a) Quality Awareness Campaigns

85. The objectives of the awareness campaign are to draw the attention of theemployees and to make them realise the importance of teamwork in an organization. Theawareness campaign can be in the form of holding a series of talks, briefings, videoshows, and publishing of brochures and pamphlets. All in all, the campaign shouldappropriately emphasise several key aspects such as:

(a) Concept of teamwork;

(b) Gains to individual work performance;

(c) Gains to organization;

(d) Role of an individual in making teamwork a success; and

(e) Forms of organisational support.

(b) Organising Training Sessions

86. Training sessions have to be conducted to equip employees with the basic skillsand knowledge to work as a team. Through training, they can contribute positively asteam members. In the course of the training sessions, management can give emphasison the following skills:

(a) Leadership skills;

(b) Setting of objectives and activities;

(c) Communication skills; and

(d) Problems solving techniques.

(c) Establishing Structures for Teamwork

87. In order to encourage teamwork among its employees, the Department has to setup various structures such as Work Team, Task Force, Quality Control Circles, etc. By

being members of these structures, employees can put forward their ideas and proposalsfor quality improvement directly to the management. They are motivated to do so becausethese structures act as vehicles to channel their ideas or proposals in a more systematic



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and effective manner. On the other hand, the management can also communicate thedepartment’s quality policy to employees through these structures.

(d) Empowering The Work Teams

88. For excellent results, the management must empower their Work Teams. As theyare allowed to work freely, empowered teams tend to be faster and more creative inproblem solving. Employee empowerment can take many forms and among them are:

(a) Effective delegation;

(b) Provision of adequate working facilities and resources;

(c) Having more confidence in employees doing bigger and more importanttasks; and

(d) Allowing Work Teams to be involved directly in the process of formulating

the quality goals of the department.

(f) Giving Due Recognition

89. Successful Work Teams should be given due recognition by management. Byrecognizing their achievements, management show their appreciation towards thecontribution as well as the team spirit of the employees. On the other hand, theemployees are also more motivated and more committed towards teamwork.



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PRINCIPLE 6 : PERFORMANCE MEASUREMENT

90. The quality improvement process in Government departments must be supportedby a good performance measurement system. The system provides feedback to themanagement on the progress and achievements of its improvement efforts. Such

information is functional in planning future actions. To ensure the success of TQM,Government departments have to establish performance measurement systems for eachtype of outputs and services produced.

91. A performance measurement system provides important data and information tomanagement on the current performance of a work process which is being implemented.This information can be utilized in several ways, among which are:

(a) Evaluating present performance of a particular work process.

(b) Measuring process conformance, that is, the extent to which the presentwork process meets the preset quality standards’ and objectives.

(c) Identifying segments of a work process which have quality problems.

(d) Planning for improvement activities to further upgrade the quality of work.

92. In establishing an effective performance measurement system for its outputs,Government departments have to accomplish a line of actions as illustrated in Figure 10.These actions are:

(a) Determining control subjects. These are the quality features of an

output the department wants to control,

(b) Specifying quality standards and objectives,

(c) Establishing mechanisms for measurement,

(d) Setting performance information network.

(a) Determining Control Subjects

93. For each type of outputs produced, departments should select quality features thatneed to be controlled. These features must be in conformance with the needs andexpectations of the customers. And it is these features that the whole exercise ofmeasurement will focus on.

Examples of control subject: Durability

Timeliness



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(b) Specifying Quality Standards or Objectives

94. The department must set quality standards or objectives for each output. This mustbe in accordance with the quality features that have been identified. In specifying suchstandards and objectives, departments must ensure that they really reflect the level ofquality excellence which will contribute to customer satisfaction. Examples of quality

standards and objectives are as follows:

Control Subject Quality Standard/Objective

Durability (e.g. Equipment The equipment must have a useful life spanof not less than 10 years

Timeliness (eg. Counter service The counter service must begin its

operation at 8.00 a.m. every working day



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FIGURFE 10 : SEQUENCE OF ACTIONS IN SETTING UP PERFORMANCE MEASUREMENT FOR QUALITY

DETERMINE CONTROL SUBJECTSi.e. quality features the department wants to control

SPECIFY QUALITY STANDARDS AND

OBJECTIVES

ESTABLISH MECHANISM FOR

DATA COLLECTIONS

ESTABLISH PERFORMANCE

INFORMATION NETWORK

IMPLEMENTQTION OF

QUALITY PERFORMANCE

MEASUREMENT



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(b) Establishing A Mechanism For Measurement

95. Basically, there are two components in the performance measurement system.One is the unit of measure, and the other is the sensor. For a unit of measure, it has to bein line with the nature of the quality feature being measured. Examples of units of

measure are shown as below:

Control Subject Unit of Measure

Durability (eg. equipment )

Timeliness (eg. counter Service)

Number of years the equipment canfunction effectively.

The exact time the counter service beginsits operation every day.

96. A sensor is actually a tool or a method used and data collection. It may be in theform of a machine, a computerized system or even the personnel who are directly involvedin the work process. In fact, questionnaires and interviews with the customers can also beconsidered as sensors for measuring customer satisfaction.

(d) Establishing A Performance Information Network

97. It is important that the data and information collected by the sensors are directlycommunicated to the decision makers. Such timely data and information facilitate the

decision making process in quality management. Therefore, a department must establishan information network within the organization so as to effectively disseminate informationon quality performance.

98. For certain types of work processes, departments may need to measure the qualityperformance of their staff. Such measurement will indicate the extent to which the staffhas managed to accomplish predetermined work targets. This feedback is vital both to thestaff and the management. The staff may use this information to further improve theirlevels of performance. The management, on the other hand, relies on such information asa means of control and to identify problems faced by the staff so that remedial action can

be taken expeditiously.

99. The implementation of a performance measurement for the staff requires 4 steps,they are:

(a) Setting Performance targets,(b) Measuring actual performance,(c) Analysing performance variance,(d) Activating corrective actions.

100. In setting performance targets for the staff, it is important to note that the targets

must be clear, specific and measurable. This is to ensure that the staff under strength thetargets set for them. Further more, it also permits measurement to be done in an objectivemanner. In addition, every target set must also be realistic and within the capability of thestaff to achieve them.



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101. The measurement of the actual performance is a process involving data collectionon work accomplishments of the staff over a period being evaluated. The measurementcan be done continuously throughout the year or according to a specific interval such asevery 3 months, 6 months and so on. The frequency of measurement, however, dependson the management policy.

102. Variance analysis is a process whereby actual performances are compared with theperformance targets set earlier. In cases, where the variance indicates poor performance,a comprehensive diagnosis must be conducted. The aim is to identify the causes of thevariance so that they can be corrected.

103. Based on variance analysis, the departments can plan and implement correctiveactions. The result of the analysis must also be made known to the staff so that they areaware of their performance. In this way, they can collectively solve the problems.



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PRINCIPLE 7: QUALITY ASSURANCE

104 .It is the responsibility of the Government departments to ensure that theircustomers are satisfied with their products and services. The customer should also beconfident that they will receive quality products and services at all time from the

departments. This objective can be attained by the departments adhering to the seventhprinciple of TQM that is Quality Assurance.

105. Quality assurance is broadly the prevention of quality problems arising in theproduction process of an output through planned and systematic actions. Thus, it will beassured that the output produced will be defect-free or error-free. Hence, this will ensurethat customers are satisfied with the output as it confirms to their requirements which willin turn increase their confidence in the departments.

106. To attain the objective of quality assurance, departments can undertake thefollowing 3 actions:

(a) Implement quality inspection;

(b) Carry out output planning; and

(c) Training of workers.

(a) Quality Inspection

107. The objective of quality inspection is to identify quality problems or deviation fromstandards that have been set in the production of an output. The problem that have beenidentified will be analysed to find out it root causes so that improvement actions can betaken. Hence, any quality problem can be resolved before the output reaches thecustomer.

108. Quality inspection involves incoming inspection, process inspection and finalinspection. The aim of incoming inspection is to ensure that quality inputs are used in the

production of outputs. This inspection is vital because the use of un-quality inputs canbring about problems in the work process which will effect the quality of the final output.These inputs involve material that are procured from suppliers or other agencies; systemsand procedures and information and data.

109. Process inspection is carried out to ensure that the various stages of the processesinvolved in the production of an output run smoothly as has been planned and conform tothe quality standards that have been set. This is because when the work processconforms to the standards set, the quality of the final output will be in conformance to thequality characteristics required by the department. In terms of implementation, the

inspection will be more effective if it is carried out by the workers operating the process.This will facilitate them to take immediate remedial action when divergence of standards



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occurs. These immediate remedial actions will prevent defective outputs from entering intothe next work process and create bigger quality problems for the department.

110. Final inspection is the inspection on the final output before it is delivered to thecustomer. In this type of inspection, the department must ensure that the out producedconforms to the characteristics as required by the customer. The inspection at this level is

critical because any mistake will result in the delivery of unquality outputs to thecustomers. If this occurs it will not only result in the customer being dissatisfied but thedepartment will also have to incur additional costs such as handling complaints andgrievances of the customers.

(b) Output Planning

111. Output planning is an effective way of assuring quality outputs. Hence, each stagein the work process has to be planned in detail to ensure that opportunities for defects are

prevented. This is preventive planning which will assist the department from incurringquality costs. This planning is very critical at the following 2 stages of the process:

(a) Stage of product design; and

(b) Stage of process design

112. The objective of planning at the stage of the product design is to ensure that theoutput produced conforms to the requirements of the customers. Hence, the departmentmust be aware of the requirements of the customers and determine the characteristics of

the output required.

113. Planning at the designing process stage is aimed at ensuring that the processesinvolved are capable of producing a quality product. It is at this level, that the processesinvolved and the quality standards that have to be adhered to at each process isdetermined. Apart from the various stages of the process, systems and procedures andstandards have to be documented in the manual of work procedure, flow chart and soforth for the reference of the employees.

(c) Training Of Employees

114. To enable an organization to produce quality outputs, an organization must haveworkers who have the necessary skills and expertise. Hence, training is an importantfactor in quality assurance. The workers must be trained they fully understand theirresponsibilities in ensuring that outputs produce by them conform to the qualitycharacteristics that are required. Hence, they should carry out a self-assessment on thework processes they are involved in to ensure that standards set for each process areachieved. Apart from this, training should also be given to ensure that the workersunderstand the philosophy and objective of quality implementation in the organization. As

a result of this awareness, the commitment of the workers towards the quality systemestablished in the organization will be further strengthened. This will in turn ensure thatquality work will be generated.



IV. CONCLUSIONS

115. The implementation of TQM is a prerequisite in the pursuit of excellence. TQMenables an organization to produce quality products and services. Apart from this,departments will also enhance their efficiency and effectiveness in achieving their

respective operational objectives.

116. The implementation of TQM is not an easy task and involves systematic planningand implementation. Top management commitment is also a basic requirement. In thisrespect, top management should lead all the changes implemented under TQM and at thesame time encourage workers to participate in the process. Such an environment willenable TQM to be successfully implemented in all Government departments.

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