What is the Total Quality Management (TQM)?

TQM is a system that is a customer-focused that involves all employees in continual improvement and it uses strategy, data, and effective communications to integrate the quality discipline into the culture and activities of the organizations. What is the definition of Total Quality Management (TQM) based on the circular 1/92? TQM is a process-oriented quality management client, runs continuously and involves all aspects of the organization. This process is designed to improve the overall organizational culture towards producing brilliant culture. Thus, TQM can be seen as a process of cultural transformation characteristics that the existing culture will be modified, changed or enhanced with new better features. The features include attitudes and values, systems and procedures, operating practices, organizational structure. TQM will lead the organization to achieve total quality in all aspects of its operations. The quality is not only something that can be seen on the product or service, but also more comprehensive to cover any operations and transactions carried out by an organization. At this level, the quality will be on display through administrative efficiency, the ability of staff and smooth operating systems. TQM has several important features that are categorize in four aspects which are the goal of TQM, TQM focus, TQM strategy for improving the quality and the parties responsible for implementing it (the executor). The goal of TQM is to provide customer satisfaction by means of producing outputs that meet customers' needs and meet their expectations. Each of the resulting output must also be determined to not have defect (defect free) or error (error free) as defects or errors could affect customer satisfaction. Therefore, organization should ensure from the start that the output produced is correct output as required by the customer. TQM focuses on the development of systems and processes of quality work. This is because only the quality system and processes can guarantee the production of quality outputs. TQM also pays attention to the customer. All feedback and suggestions from customers are used for the purpose of designing the system and work processes to be carried out. This group is important because of its role is to provide quality inputs to the organization. In terms of quality improvement strategies, TQM emphasizes on continuous improvement process. This process consists of strategic actions planned and long term goal oriented. The process involves a whole organization (total involvement) in which all the resources and strength of the organization will be fully mobilized. Continuous improvement process under TQM generally involves seven stages of an integrated action. The action stages are: Determine improvement goals to be carried out. Determine the method of implementation. Train personnel to be involved. Implement the planned improvements. Evaluate the results. Standardize work processes have been improved to be extended to other parts. Continue corrective actions are necessary. TQM always pays attention to the aspect of cost control quality. These costs arise as a result of the waste of resources, the production of low-quality output, error work or other activities that do not affect value added. To achieve this goal TQM emphasizes

prevention. Any quality problems will be solved immediately after it being detected by using a systematic method of problem solving. Another TQM strategy is quality assurance. The goal is to ensure that every output produced by the organization really quality and customer satisfaction. Every member in the organization is equally responsible for fully successful quality improvement efforts. This participation is exercised in a controlled (guided involvement) so that the time and energy contributed by employees are according to organizational priorities. Top management is responsible to lead the changes and provide effective leadership. Development Administration Circular 1/92 The function of circular This circular purpose is to provide information and guidance to the head of the Department about the concept of total quality management in the public service. A guide entitled "Total Quality Management (TQM) For Services Public" attached as an appendix to this circular. The principles to support the TQM: Principle 1 - Top Management Support Principle 2 - Strategic Planning and Quality Principle 3 - Customer Focus Principle 4 - Training and Certification Principle 5 - Teamwork Principle 6 - Performance Measurement Principle 7 - Quality Assurance Principle 1 Improved quality under TQM give result to comprehensive changes to the way the department operates that affect all aspects such as policies, philosophies, systems and procedures. This effort should be driven by the top management because the power to make important and strategic decisions is within the jurisdiction of that party. Top management support is necessary to prove the readiness actions that can be taken include: a. Establishing the quality policy. b. Establish a quality management structure. c. Attract the whole staffs to involve. d. Disseminate quality information. e. Manage the change process. f. Organize a Quality Day. Principle 2: Strategic Planning Quality Department's ability to produce quality output requires effective planning. Through this process, the department will be able to see precisely who their customers, the customer requirements, and next to determine the type of output to be produced.

 Strategic planning process for the departments involve five (5) actions: a. Analyze the external environment. b. Analyze the internal environment. c. Formulate a vision of the organization. d. Formulate quality objectives. e. Identify activities. Principle 3: Customer Focus Quality is something that is determined by the customer. Exodus quality is products that can satisfy customers they are targeting. Under TQM, departments are required to prioritize their customers in all aspects of the action. Stages actions are cover: a. Identify customers. b. Identify customer needs. c. Translate customer requirements into standard quality output. d. Create output production process. e. Implement the process. Performance measurement quality systems should be established at all levels to measure completeness of the measures carried it. If by this measurement undetected defects undertaken to output, then corrective action can be arranged immediately. Principle 4: Training and Recognition Training in the field of quality is a basic requirement for TQM to success as TQM requires the support and participation of skilled and knowledgeable staffs. Skilled staff can avoid the problems that due to manpower (human error) in the process of this work and ensure production output does not have defects. Understanding on quality management concepts, quality policies and the strategies formulated will strengthen the commitment of the staff of the department and reduce the likelihood of resistance to the changes brought by TQM. Training for staff should be carried out continuously as departments operate in a changing environment so that they can equip themselves to face the challenges. Stages of action can be followed by: a. Training Master Plan in line with the quality policy of the department. b. Determining the officer in charge of training. c. Outlines the training objectives. d. Form the organizational structure to carry out the training. e. Underline the need for training. f. Provide programs and training materials. g. Implementing and tracking the progress of the training program. h. Evaluate the performance of the program. i. Reviewing the effectiveness of training. Principle 5: Teamwork Team spirit is the element that unites all employees of the department in the success of quality improvement. Quality improvement efforts may not handed over to the staff individually due to the problems in the workplace that is a complex process, involving various parts and

systems. Under these circumstances each party in the department should act as a team so that the strengths and resources available within the department can fully exploited. The benefits to be derived by the department to act as a team are: a. Wide range of expertise, knowledge and skills can be used to solve a problem effectively. b. Help to improve staff morale and job satisfaction because they are given equal opportunity to solve the department quality problems. c. The problems dealt with quickly and effectively. d. Recommendations made by the staff as a team will be easier to implement compared with the recommendations made by the individual. When staff practices teamwork, they will directly strengthen the three important aspects to the process of quality improvement. These aspects include: a. Exchange of information and ideas more widely. b. Mutual spirit of trust among employees. c. Smooth communication within the organization. Principle 6: Performance Measurement The process of quality improvement in government departments will be able to run smoothly and continuing to support the performance measurement system of good quality. Improvement departments should know effectiveness of the quality of the output and feedback is collected through the measurement system. Measurement system will provide data and information that is important to management on the performance during the work process carried out. This information is can be used for the purpose of: a. Evaluate the current performance of work processes. b. Detect the difference between the current performance of the work process with the goal or specified quality standards (process conformance). c. Identify the stages of the work process that have quality problems. d. Plan necessary actions of improvements. To create an effective measurement system for product or services, departments should take steps such as: a. Determining the quality characteristics of the output to be controlled (control subject). b. Setting a goal or desired quality standards. c. Creating a data collection mechanism. d. Provide feedback channels. Principle 7: Quality Assurance It is the responsibility of the department to ensure customers are always satisfied with the products or services provided. This goal can achieved through the adoption of quality assurance department. Quality assurance emphasizes prevention of emergence problems quality in the production of an output through the actions of the planned and systematic. Therefore they should be ascertained that the output issued does not have defect (defect free) or error (error free) as this will lead to customer satisfaction.

 To achieve this quality assurance, department may take 3 actions: a. Perform quality inspection (Inspection Q) b. Practicing output planning c. Training staff Definition of ISO A nickname not an acronym for International Organisation for Standardisation. Affiliate that combined organization and worldwide which responsible for setting standards in their respective countries. To promote the creation of an international standard. Definition of ISO 9000 A written standard of living that explains the basic elements that should be included in the system to ensure the quality of services provided by an organization meet the needs of customers. Standard implementation of this system will ensure that products or services offered meet the specifications each time it is produced. The establishment of ISO 9000 standard is to ensure that the products and services produced by the countries are being recognized internationally (global acceptance). Definition of Quality under ISO 9000 Quality - Overall characteristics and attributes of a product or services that meet the requirements which had been specified and implied. This characteristics and attributes are determined according to customer requirements. In Public Service, the characteristics of a quality service that meet customer requirements include timeliness, accuracy, hospitality, comfort, efficiency, reliability, informative and accessible. Two Approaches to Achieve Quality: 1. Quality Control Technique used to identify products that do not meet specifications. Emphasizes the examination of the product after it is produced. Involves a high wastage as many resources have been channelled to produce a product that does not meet the specifications in part. 2. Quality Assurance Wastage can be avoided. Focused on the process to produce the product. Essential principle of quality assurance is to prevent problems from occurring rather than solve the problem after it occurs. Relationship of ISO 9000 with TQM ISO 9000 provides a solid foundation for the implementation of Total Quality Management (TQM).

 Quality system and quality assurance system which is being established through the implementation of ISO 9000 will increase the effectiveness and efficiency of the process management that being focused by TQM. Benefits of ISO 9000 Reduce corrective action taken after the occurrence of a problem. Enable the organization to identify the tasks that should be carried out and detailed the steps to be taken. Provides a structured method to document the management practices and ways of working. Enable organization to identify and rectify the problem thus prevent it from recurring. Enable staff to carry out their tasks correctly for the first time and all the time. Enable organization to prove to any person making an assessment on the organization about the quality of services provided and the system to produce these services is controlled. Enable management to make better decisions through critical information. What is ISO 9000: 2000? ISO 9000 was first published in 1987, revised in 1994, and updated in 2000; hence the name ISO 9000:2000, the latter number referring to the last revision. ISO 9000: 2000 standard were officially released 15 December 2000 to replace ISO 9000: 1994 standards. Main reasons for 2000 revision: To improve user-friendliness. To give more attention to the process approach, continual improvement and resource management. To improve integration of quality management systems with other management systems. The International Organization for Standardization had given three years period from the release date for all member nations to re-certify under the latest ISO 9000:2000 standard in order to maintain certification. 8 Principles of ISO 9000: 2000 Customer focus Leadership Involvement of people Process approach System approach to management Continual Improvement Factual approach to decision making Mutually beneficial supplier relationship

6 Steps to Implement MS 9000: 2000 in Public Sector Get the training Conduct a gap differential analysis Preparing the documents of MS ISO 9000:2000 Conduct internal audit Implement MS ISO 9000:2000 quality system Apply for certification

ISO 9000: 2000 Series 3 Standards under ISO 9000: 2000 Series: Standards and Guidelines ISO 9000: 2000 (Quality management systems- Fundamentals and vocabulary) Purpose Establishes a starting point for understanding the standards and defines the fundamental terms and definitions used in the ISO 9000 which you need to avoid misunderstandings in their use. This is the requirement standard you use to assess your ability to meet customer and applicable regulatory requirements and thereby address customer satisfaction. This guideline standard provides guidance for continual improvement of your quality management system to benefit all parties through sustained customer satisfaction.

ISO 9001: 2000 (Quality management systemsRequirements).

ISO 9004: 2000 (Quality management systemsGuidelines for performance improvements).

Development Administration Circulars 2/96 Entitled "Guidelines for Implementing ISO 9000 in the Public Sector" was issued by the Government on 11 July 1996 to guide agencies in implementation of MS ISO 9000. In 1996, the ISO 9000 standard that is legally applicable is MS ISO 9000 version 1994. This guideline has been prepared to provide information on the ISO 9000 and ways of implement it in the Civil Service. Reference has been made to the series of Malaysian Standard (MS) issued by the Standards and Industrial Research Institute of Malaysia (SIRIM). Further explanation about the elements found in the ISO 9000 series. Contain examples of how each element can be carried out in the Public Service.