topic 01 - concept of q (new)

8/12/2019 Topic 01 - Concept of Q (New)

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McGraw-Hill/Irwin 2008 The McGraw-Hill Companies, Inc. All rights reserved.

1.0 Concept of Quality


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LEARNING OBJECTIVES:

After studying this chapter, you should be able to:

1. explain the concept of Quality and Total Quality ;

2. understand the concept of Quality in the Islamic

perspective ;

3. differentiate between the modern and traditional views

on Quality ;4. identify the key elements of Total Quality (TQ) ; and

5. understand thehistorical development of TQ in the

public sector.

1.0 Concept of Quality


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Slide 1-4

1.1 Definition of Quality

3. Quality is determined by the product users,

clients or customers, not by society in general. It

is not the same as 'expensive' or 'high quality'.

Low priced products can be considered ashaving high quality if the product users

determine them as such.

(http://en.wikipedia.org/wiki/Quali ty_assurance)


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Slide 1-5


4. Similarities among the definitions are :

a. Quality involves meeting or exceeding customer

expectations.

b. Quality applies to products, services, people,

processes, and environments.

c. Quality is an-ever changing state (ie. What is

considered quality today may not be good enough to

be considered quality tomorrow)


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5. From the elements above Quality can be set forth

as :

Adynamic state associated with products,

services, people and environments that meets /

exceeds customersexpectations.

(Goetsch & Davis, 2006)


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Quality involves meeting or exceeding customer

expectations.

Quality applies to products, services, people,

processes, and environments.

Quality is an-ever changing state (ie. What is

considered quality today may not be good

enough to be considered quality tomorrow).

Quality is determined by product/service users.

Doing the right thing from the first time.

Quality always strives for improvement

(continuous improvement).

1.2 Summary of the Definitions ofQuality


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Any planned and systematic activity directed

towards providing consumers with products (goods

and services) of appropriate quality, along with

confidence that products meet consumersrequirements.

(Evans & Lindsay, 2008)

1.2 Definition of Quality Assurance


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The systematic monitoring and evaluation of thevarious aspects of a project, service or facility to

maximize the probability that minimum standards of

quality are being attained by the production process.

2 principles included in QA are:

a. "Fit for purpose" - the product should be sui table

for the intended pu rpose.

b. "Right first time" - mistakes should be eliminated.

(http://en.wikipedia.org/wiki/Quali ty_assurance)

1.2 Definition of Quality Assurance


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Quality Control consists of THREE (3)processes /steps in ensuring the quality of theproducts is maintained :

assess /evaluate actual quali ty perform ance.

compare actual performance with performance

goals.

take immediate steps to resolve dif ferences

between planned performance and actual

performance.

(Goetsc h & Davis, 2006)

1.3 Definition of Quality Control


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The difference between QA and QC is :

QA attempts to improve and stabilize production,and associated processes, to avoid, or at least

minimize, issues that led to the defects in the firstplace.

QC emphasizes testing of products to uncoverdefects, and reporting to management who make

the decision to allow or deny the release,


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TQ is an approach to doing business that attempts tomaximize the competitiveness of an organizationthrough the continual improvement of the quality ofits products, sevices, people, proceses, andenvironments.

(Goetsc h & Davis, 2010)

The unyielding and continually improving effort byeveryone in an organisation to understand, meet and

exceed the expectations of customers.(P & G; quo ted by Evans and Lind say, 2008)

1.4 Definition of Total Quality


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TQ consists of continuous improvement activitiesinvolving everyone in the organization managers

and workers in a totally integrated effort towardimproving performance at every level.

Dept o f Defense (DOD), US

1.4 Definition of Total QualityContinue


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The TOTAL in TQ indicates a concern for Quality in

the broadest sense what has come to be known as

the BigQ.

Big Q refers to quality of products, services,

people, processes and environments.

Correspondingly, Little Q refers to a narrower

concern that focuses on the quality of one of these

elements or individual quality criteria within an

individual element satisfaction.

1.4 Definition of Total QualityContinue


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1.5 Islamic Perspective of Quality


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1.5 Islamic Perspective of Quality

In inculcating the right habit, a character development is

necessary because character is the state of the soul which

initiates all physical actions. A good character will produce

virtuous actions while a bad character will produce vices.

Thus programme for the improvement of the work ethics,corporate culture, and the like, which obviously has direct

relationships with values, attitudes of the employees etc are

important. What is most important is the proper development

of the soul which has direct concern with feelings, passion,

attitude, likes and dislikes, dedication, commitment, love, hate,

anger patience, etc..

(Syed Othm an, Syed Omar, Nik Mustapha and Aid it, 1998).


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1.5 Islamic Perspective of QualityContinue

Quality starts with a good character. Islamic approach to build a good character isbasically TWO-FOLD :

1. Obligatory Duties

2. Supererogatory Acts

(Syed Othm an, Syed Om ar, Nik Mus tapha and Aid it , 1998)

The duties to perform the 5 pillars of Islam (Syahadah, 5 Daily Solat,

Fasting during ramadhan, Religious Tax/Zakat and Performing Hajj)

The duties need to be religiously and sincerely performed.

Since these duties are incumbent on every individual muslim, it implies

that Islam has provided the sufficient basics for every Muslim to be of a

noble character.

Additional acts beyong obligatory requirements which are stronglyencouraged to further purify the soul from all vices and beautify it with virtues.

Devotional acts which can be performed in accordance with the practices

of The Holy Prophet (PBUH).


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The Islamic teachings also provide several practices which can specifically beapplied to the improvement of quality and productivity.

1. Every action (good deed) should be accompanied by clear intention

(objective).

2. Islam demands its adherents to do more than what is minimally required. A

Quranic verse enjoins thus : VerilyGod demands that you establ ish just ice

and be eff ic ient and prof ic ient.

3. Islam demands that all its adherents should take His Messenger Muhammad

(PBUH) as his role model.

4. A Muslim is encouraged to undertake all tasks skillfully and diligently.

5. A Muslim is enjoined to strive towards excellence all the time.


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The Islamic teachings also provide several practices which can specifically beapplied to the improvement of quality and productivity.

6. A Muslim is enjoined to frequently (daily at least) evaluate or do self

assessment (muhasabah) his good and bad deeds (if any).

The Commander of the Faithful, 'Umar bin al-Khattab says: "Criticize and appraise

yourselves before you are criticized and appraised on the Day of Judgment, and

weigh out your deeds, before they are weighed out for you.

7. God-consciousness (Taqwa) is the core of taqwa because it is acknowledging,

feeling, and realizing Godspresence at all times, and knowing that He is looking

after you and knows what you are doing and even what your soul whispers to you.

8. Being humble. Most people does not realise the power of 'humbleness'. Don't they

know being humble, you will have more friends? Don't they know that being humble

will make you want to improve yourself more? What is exactly the power of

arrogance?


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The Islamic teachings also provide several practices which can specifically be

applied to the improvement of quality and productivity.

9. The change for the better must start from within.

..Indeed, Al lah wi l l n ot ch ange the con di t ion of a people un t i l they chang e

what is in themselves(Surah Al-Rad13:11)

10. Ignoring things that are not concern us (according to Islam). Sometimes we ashuman tend to get worried in every small matter eventhough it does not concern

us. This will hinder ones from performing excellence.

A sign of ones excellence in his Islam, is ignoring what does not concern him.

(Hadith Narrated by Ahmad, Malik & At-Tirmithi)

11. Constantly seek for forgiveness (Taubah) - If a normal person commits a sin, byhis words, by deeds or even by feelings he will naturally feel deep inside him that

he did something wrong. This realisation makes him feel the need to repent and

seek forgiveness for his mistake and to repair the damage done or compensate for

the error.


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In Islamic perspective, quality is a total concept inwhich :

1. It covers on the relationship among human and between

human and Allah SWT. ie. quality of ibadah relates to the

improvement in human relations and the universe.

2. It begins with proficiency and efficiency (quality of insan) ---

slavery and caliph value --- harmoniously integrated ---

concept of mujahadah.

3. It combines sincerity (ikhlas) and excellence , knowledgeable

and conscientiousness/high commitment (itqan) --- positive

quality in Islam.


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In Islamic perspective, quality is a total concept inwhich :

4. It is important to the Islammarket factor

- 1997--- 1.13 million muslims around the world and it keeps ongrowing at 2.9% annually.

- 2009 - There are about 1.57 billion Muslims in the world, according to

the report, "Mapping the Global Muslim Population," by the Pew Forum

on Religion & Public Life. That represents about 23 percent of the total

global population of 6.8 billion.

- 2010 - Proceedings of the 8th Hawaii International Conference on Artsand Humanities, Honolulu, Hawaii, January 2010 by Houssain Kettani

- Muslims constitute 24% of the world population, or 1.65 billion

people. This is expected to increase by over one percentage point

each decade, reaching one out of four by 2020 and one out of three

by 2075.


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1.5 Islamic Perspestive of QualityContinue

5. It is an inherent ethics of Islam- Best practice of conduct since 14 centuries ago.

- Principles of government & management, and the

conduct of business relationships; Al-Quran and

As-Sunah.

- Flourished throughout history, e.g. the Muslimnation under the Prophet (PBUH) companions

(Abu Bakar, Umar), the Persian empire, etc.

6. It is an Islamic management culture.- Al-Quran and As-Sunnah as guidelines on good

conduct of human affairs in Islam; progressiveness,

fairness and ethicality.

C ti


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1.5 Islamic Perspestive of QualityContinue

7. It is shortcomings of other management standards

- Modern QIS (Quality Inspection Services) focuses

only on material and physical aspects.

- Organizations are treated as separate entity andnot even close to the society.

- NO emphasis on morality, attitude, values and

beliefs.

- E.g. ISO 9000:2008 is silenton ethical practice.

C ti


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Islamic Quality Management Standard :

The standard is based on the Islamic-Based Quality

Organisational Management System 313 (IQOMS 313).

1. Generic management standard for business organisations ---

to seek excellence in their corporate culture and maximum

profitability.

2. The corporate culture of excellence is communicated to all

stakeholders --- internally and externally.

3. Inculcate positive work attitudes, govern the organisational

activities at all level, and enhance the work process.

C ti


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Halal Food Assurance System (HAFAS) :

1. A set of standards of halal food production for

organisations.

2. Focuses on the system of an organisation to ensure

that the organisation produces halal food.

3. Setting / establish halal benchmarks for its system to

ensure that the whole chain of its productionprocesses meets of halal criteria -final product will be

halal.

C ti


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Slide 1-27


Continue.Halal Food Assurance System (HAFAS) :

4. Any Halal meat are foods that are allowed under Islamic

dietary guidelines or permitted for consumption. Halal

foods are the nature way of life as good, wholesome,

pure, safe, clean, nourishing and healthy to consume.

5. Halal food can be eaten by non Muslims.

6. Muslims onlyeat halal food.

7. You can also refer to :

http://ehalal.org/has.html
http://ehalal.org/has.htmlhttp://ehalal.org/has.htmlhttp://ehalal.org/has.htmlhttp://ehalal.org/has.htmlhttp://ehalal.org/has.htmlhttp://ehalal.org/has.htmlhttp://ehalal.org/has.htmlhttp://ehalal.org/has.html


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Continue


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Slide 1-29

1.6 Quality in the Generic vs

Islamic Perspective

NO. GENERIC ISLAMIC

1. Focuses on

material and

physical aspect

facilities,appearance of the

output (goods)

Focuses on quality of insan/process -

slavery and caliph value- harmoniously

integrated concept of mujahadah and

concept of muhasabah, purified/cleansouleg. Prosessing /slaughtering beef

in halal way.

2. Organization and

Society being

treated as separateentity and not even

close. They are

treated as provider

and customer

respectively.

Organization and Society being

treated the same as servant of Allah.

This is based on the concept ofrelationship among humans

(Habluminnannas) and between human

and Allah (Hablumminallah). Quality of

ibadah relates to the improvement of

human relations in the universe.

Continue

Continue


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1.6 Quality in the Generic vs

Islamic Perspective

NO. GENERIC ISLAMIC3. Not a Total Concept

Not emphasize on Internal

affairs - morality, attitude,

values and beliefs eg.

ISO 9000 is silent onethical practice.

Total Concept - Emphasizes on

internal affairs Intention, soul,

morality, attitude, values and

beliefs, fairness. This good

conduct is guided by andemphasized in The Holy Al-Quran

and As-Sunnah.

4. Reference Model/

Philosopher - Q gurusand scholars from The

East and West ; Demings,

Juran, Crosby, Ishikawa,

Parasuraman, Berry,

Zeithaml etc

Reference Model/Philosopher -

The Prophet Muhammad (PBUH)and His Companions ; Caliph Abu

Bakar As-Siddiq (RA), Caliph

Umar Al Khattab (RA), Caliph

Othman Affan (RA), Caliph Ali Abi

Talib (RA) etc

Continue

1 6 TQ i T diti l Vi


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1.6 TQ views vs Traditional Views

of Quality

1. Productivity (quantity) vs. Quality

2. How quality is defined

3. How quality is measured

4. How quality is achieved5. Attitude toward defects

6. Quality as a function

7. Responsibility for quality

8. Supplier relationships


Continue


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Slide 1-32


of Quality

1. Productivity (quantity) vs. Quality

TRAD VIEWS TQ VIEWS

Productivity and quality are

always in conflict. Organizationscannot have both. They either

have more production (quantity)

with low quality or high quality

with low production (quantity).

Lasting productivity gains are

made only as a result of qualityimprovements. This means if

organizations are able to improve

the quality of their product, they

will be able to produce more

because consumers will

continuously buy their product.

Continue

1 6 TQ i T diti l ViContinue


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Slide 1-33


of Quality

2. How quality is defined

TRAD VIEWS TQ VIEWS

Quality is defined solely as

meeting customerspecifications and mostly

defined by the management.

For example, A company

produces a car with basicfeatures.

Quality as defined as satisfying

customers by meeting andexceeding their expectations

and defined by the customers.

For example a company

produces a car with additionalfeatures of bells and whistles

Continue



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Slide 1-34


of Quality

3. How quality is measured

TRAD VIEWS TQ VIEWS

Quality is measured just by

establishing an acceptablelevel of nonconformance and

measuring against that

benchmark.

Quality is measured using

scientific approach byestablishing high-performance

benchmarks, monitoring the

performance and continually

improving performance for

customer satisfaction.

Continue



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of Quality

4. How quality is achieved

TRAD VIEWS TQ VIEWS

Quality is inspected into the

product.Quality is enough whenthe product has achieved the

required quality.

Eg. Customer s expectation was

not the mainfocus.

Quality is determined by the

product and process designthrough inspectionmade using

some appropriate and effective

control techniques.

Eg. customer feedback with high

satisfaction, less defect

Continue


Continue


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Slide 1-36


of Quality

5. Attitude toward defects

TRAD VIEWS TQ VIEWS

Defect is an expected part of

producing a product. Measuringdefects per hundred is an

acceptable standard. It means

defects are still acceptable and

are expected at least one in

every one hundred of products.

Defects are to be prevented

using effective control systemsand are measured in defects per

million (six sigma). Defects are

unacceptable and should be

prevented.The number of

defects expected is minimal and

the most allowed is just one

defect in every one million of

products. (DPMO or defect per

million opportunities)

Continue



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Slide 1-37


of Quality

6. Quality as a function

TRAD VIEWS TQ VIEWS

Quality is a separate function.

As explained before in US historyof quality, there was a separate

quality department responsible to

in-charge of quality in the

organization. Quality was merely

the responsibility of inspectors.

Quality is fully integrated

throughout the organization.Quality focuses on integrated

system approach where any

problem about quality is the

responsibility of everybody in the

organization.

Continue

1 6 TQ ie s s Traditional Vie sContinue


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Slide 1-38


of Quality

7. Responsibility for qualityTRAD VIEWS TQ VIEWS

Employees are responsible and

blamed for poor quality.

Quality officer or department is

responsible for quality

movement of the organization.

Evidence:During the craftsmanship, only the

craftsman was held responsible for

the product faulty.

Managers (besides others) are

also held responsible for any

fault or anything about quality.

Everybody is responsible for

quality movement of the

organization.

Evidence:At least 85% of quality problems

are managements fault(Goetsch, 2010)

Continue

1 6 TQ views vs Traditional ViewsContinue


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Slide 1-39


of Quality

8. Supplier relationships

TRAD VIEWS TQ VIEWS

Supplier relationships are short

term and cost oriented.Theorganization selected a supplier

merely because of its low price of

product.

Supplier relationships are long

term and quality oriented. Theorganization selects supplier not

only on the basis of price, but

also quality. Once selected the

organization and the supplier will

work together to ensure a good

long-term relationship.

Continue


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Slide 1-40

1. Strategically based- have comprehensive strategic plan.

- aim to provide sustainable competitive advantage.

2. Customer focus

- internally --- quality of people, processes and environmentsassociated with products and services.

- externally --- quality of products and services delivered.

3. Obsession with quality

- become obsessed with meeting / exceeding customersexpectations.

1.7 Key Elements of Total Quality

Continue


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Slide 1-41

4. Scientific approach- using hard data to establish benchmarks, monitoringperformance and making improvements.

5. Long-term commitment

- necessary to ensure the total quality is successfully

developed in an organization.

6. Teamwork

- uniting all departments within an organization on qualityimprovement and turn the internal competition intoexternal competitiveness.

7. Continual Process Improvement

- a fundamental goal in a total quality setting.

- necessary for continually improved systems.

1.7 Key Elements of Total QualityContinue

Continue


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Slide 1-42

8. Education and training

- represents the best way of continuous improvement for the

people.

- know how to work smart.

9. Freedom through control

- as a result of well-planned and well-carried-out controls.

- empowering employees to solve problems within their scope

of control.

1.7 Key Elements of Total QualityContinue

Continue


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10. Unity of purpose

- all employees work toward the common goal.

11. Employment involvement and empowerment

- involvement --- possible to attain good decisions andpromote ownership of decisions.

- empowerment --- giving an opportunity to voice out and makedecision.

1.7 Key Elements of Total Quality


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1 8 Historical DevelopmentContinue


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Slide 1-45

Public sector focuses on delivering services.

Service is defined as any primary or complementary activity

that does not directly produce a physical product that is, the

non-goods part of the transaction between buyer (customer)

and seller (provider).

(Evans & Lindsay, 2008).

The Malaysian governments effort taken to improve the

quality of the whole public service system are; sponsoringtraining, seminars and workshops on quality and also

publishing guidelines, circulars and manuals on quality

management.

1.8 Historical Development

of TQ in the Public Sector

1 8 Historical Development

Continue


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Slide 1-46

1992 - The Malaysian Government through the DevelopmentAdministration Circular No.1 of 1992 ; Guide On TotalQuality Management In The Public Service, implementedTotal Quality Management (TQM) in the public sector, with5 basic concepts:

a. Meeting customersrequirement.

b. Maintain through prevention.

c. Standard of performance is zero-defect.

d. Cost of quality is non-conformance of standards.

e. Whole work is a process.



1 8 Historical Development

Continue


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Slide 1-47

MAMPU (Malaysian Administrative Modernisation and

Management Planning Unit), a government body implementing

the functions of administrative modernisation and human

resources planning, has put in efforts to introduce several reforms

through programmes, series of circular, guidelines and directive

letters to achieve the national objective of institutionalizing a

quality culture which facilitates the implementation of TQM in

Malaysia.

www.mampu.gov.my



http://www.mampu.gov.my/http://www.mampu.gov.my/


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PROFILE of MAMPU (www.mampu.gov.my)

MAMPU was established based on a study on Development

Administrative in Malaysia conducted by Prof. John D. Montgomery

and Milton J.Esman. The report acknowledged the need to upgradeprofessionalism of all civil servants through educational and training

programmes. This leads to the formation of the Development

Administrative Unit (DAU) in 1966. DAU was tasked with the

responsibility of spearheading reforms in the Government

administration.



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PROFILE of MAMPU (www.mampu.gov.my)

Development Administration Unit (DAU) was later expanded and

renamed Implementation Coordination Development Administrative

Unit (ICDAU), responsible for coordinating development projects as

well as planning and development of human resources. To cope with

the rapid and dynamic development of the Civil Service, ICDAU was

restructured in 1977.

In 1986, the role of human resource planning was handed over to

other agencies so that MAMPU can focus on PublicSector administrative modernization and management consultation.

Since then MAMPU was known as the Malaysian Administrative

Modernisation and Management Planning Unit (MAMPU).



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Vision of MAMPU

Leader In Driving Public Service Modernisation Towards Distinction By 2015

Mision of MAMPU

Spearheading public sector transformation to improve the well-being of the

people and to strengthen national competitiveness through innovative and

strategic enhancement of organisational management and ICT.

Moto

Together We Transform



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Roles of MAMPU

As the central agency for the modernization of Public Service administration

and transformation of the delivery system, MAMPU carries out four (4) main

roles:

1. Catalyst and Change Agent in the Administration and Management ofthe Public Service. To introduce and promote new initiatives in the

administration and management of the Public Service, as well as evaluate

and award government agencies for their performance in the public service

delivery system of the country, towards achieving an efficient, effective and

responsive civil service.

2. Planner and Leader in the Development of Communication and

Information Technology (ICT) in the Public Sector. To plan, device,

coordinate and assess the implementation of ICT development in the

Public Sector towards strengthening the service delivery of the

government.



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3. Consultant in the Areas of Organizational Management of

Communication and Information Technology (ICT) for the Public

Sector. To provide consultation services to ensure the structure, system,

work procedures and implementation of ICT development are in line with

efforts to improve the government's delivery system.

4. Facilitator in Modernization Programme and Transformation of the

Public Service Delivery System. To synergise knowledge, expertise and

resources (from public, private and NGOs) towards enhancing the

modernisation and transformation of the Public Sector.

http://www.mampu.gov.my/web/en/mampu-profile

Roles of MAMPU

1 8 Hi t i l D l tContinue
http://www.mampu.gov.my/web/en/mampu-profilehttp://www.mampu.gov.my/web/en/mampu-profilehttp://www.mampu.gov.my/web/en/mampu-profilehttp://www.mampu.gov.my/web/en/mampu-profile


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Quality initiatives by the MalaysianGovernment through programmes :

a. Public Sector Quality Awardsb. Key Performance Indicators (KPI)

c. Manual Work Procedure and Desk File

d. Kumpulan Inovatif dan Kreatife. MS ISO 9001:2008



1.8 Historical DevelopmentContinue
http://10.20.112.147/mampu/pdf/pkpa022005.pdfhttp://10.20.112.147/mampu/pdf/pkpa022005.pdf


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Quality Initiatives / guidelines by the Malaysian Governmentthrough the Development Administration Circulars :

1. No.2 of 1991The Management of Meetings andGovernment Committees.

2. No.4 of 1991 - Strategies for Quality Improvement in ThePublic Service.

3. No.5 of 1991 - Guidelines On The Scheduling System(SIAP).

4. No.6 of 1991 - Guidelines on Productivity Improvement in thePublic Service.

5. No.8 of 1991 - Guidelines on the Manual of Work Proceduresand Desk File.





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6. No.9 of 1991 -Guidelines on The Implementation Of TheMalaysia Incorporated Policy.

7. No.11 of 1991 -Guide on Procedure For Usage OfWork Action Form.

8. No.1 of 1992 -Guide on Total Quality Management In ThePublic Service.

9. No.2 of 1992 -Guidelines on Planning And Preparation OfDevelopment Projects.

10. No.3 of 1992 -Manual on Micro Accounting System (SPM).



Continue



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11. No.1 of 1993 - Guidelines on Morning Prayers.

12. No.1 of 1995 - Use of Information In Application Forms

And Specific Criteria In Decision Making.

13. No.1 of 1997 - Guidelines For The Establishment OfThe National Infrastructure For Land Information System(Nalis).

14. No. 1 of 1999 - Guidelines on Implementation OfBenchmarking In The Civil Service.

15. No.1 of 2001 - Guidelines on Implementation Of LawEnforcement Monitoring System At The District

Administrative Level.



Continue



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16. No.2 of 2002 - Guideline on Award For Excellent Serviceof Civil Service Staff Members.

17. No.1 of 2002 - Guidelines on The Review Of The WorkProcedures And Processes In Government Agencies.

18. No.1 of 2003 Guideline on Procedural Use of Internetand Electronic Mail at Government Agencies.

19. No.2 of 2005Guidelines on Establishing KPI AndImplementing Performance Assessment At Government

Agency.

20. No.1 of 2006 - Public Service Innovation Award.



Continue



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21. No.1 of 2007 Implementation of Standard AccountingSystem For Government Agencies(SAGA).

22. No.3 of 2008Penambahbaik Sistem PenyampaianPerkhidmatan Kerajaan Menerusi Perkhidmatan PesananRingkas (SMS).

23. No.2 of 2008Menambahbaik Penyampaian PerkhidmatanMenerusi Kios di Agensi-agensi Kerajaan.

24. No.1 of 2008Guidelines on Customer RelationshipManagement.



Continue



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25. 2009Kumpulan Kreatif dan Inovatif(KIK) replacing

Kumpulan Meningkat Mutu Kerja (KMK) issued in 1991.

26. 2009MS ISO 9001:2008 in the Public Sector

replacing the guidelines of MS ISO 9001:2000 issued in

1996.

27. No.1 of 2009Proses Pengurusan Aduan Awam replacing

Managing Public Complaints issued in no.4 of 1992..



Continue



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Quality initiatives through the DevelopmentAdministration Circular Letter :

No. 1 of 2002 - Enhancing The Effectiveness Of ManagementOf Public Complaints.

Quality initiatives through the General Circular Letters :

1. No. 11 of 1981 - Punch Card System in GovernmentOffices.

2. No. 14 of 1982 - Pelaksanaan Pelan PejabatTerbuka.

3. No. 8 of 1983 -Pemakaian Tanda Nama.





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After the shift from traditional to Total Qualityapproach in the public sector, numerous booksand papers written on service quality byscholarssuch as :

a. A. Parasuraman

b. Christian Gronroos

c. Valerie A. Zeithaml

d. Leornard L. Berry





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Slide 1-62

A Parasuraman and his co authors (1990)said ;

As for service quality, TQM demands a commitmentfrom the service provider, not only to offer literally

lip-service but the follow-up actionthat constitutes acontinuous process for monitoring customersperceptions of service quality, identifying thecauses of service quality shortfalls; and takingappropriate action to improve the quality of service.

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Slide 1-63

In America, Total Quality in the public sector areimplemented at two levels of administration :

1. Federal

Involved several programmes such as quality circle programme

established by Federal Q Institute, etc.. Recognize through awards such as Presidents Quality Awards

:

http://www.opm.gov/pqa/

2. State and Local Initiate own quality programmes and processes,eg.

MasachussetsQuality Improvement Circle.

State Quality Award Programmes.

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http://www.opm.gov/pqa/http://www.opm.gov/pqa/


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Slide 1-64

The Presidential Award for Management ExcellenceThe Presidents

Quality Award (PQA):

It is the highest award given to Executive Branch agencies for management

excellence. The award was established in 1988 to recognize excellence in

quality and productivity, applying to the public sector similar criteria used forthe Malcolm Baldridge National Quality Improvement Awards (details in

topic 7)

In 2002, the PQA was redesigned to recognize Federal agencies that best

achieve the objectives of the Presidents Management Agenda (PMA).

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Slide 1-65

There are three award categories:

1. Overall Management - For agency performance in integrating their

management systems under the five Governmentwide Management

Initiatives.

2. Agencywide Performance in the Governmentwide Management

Initiative- For agency performance in one of the five Governmentwide

Management Initiatives.

3. Innovative and Exemplary Practices- For a specific practice, falling

under one of the five Governmentwide Management Initiatives, that isinnovative and exemplary.

From its inception, the Office of Personnel Management has been honored

to administer the Presidential Award for Management Excellence.

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Wahai sekalian manusia! Beribadatlah

kepada Tuhan kamu yang telah

menciptakan kamu dan orang yangterdahulu daripada kamu, supaya kamu

(menjadi orang yang) bertaqwa.

(Surah Al Baqarah 2: 21)

topic 01 - concept of q (new)

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