Quality Manual

AGENCY-QM

0.1

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TABLE OF CONTENTS
Page No.

0.1

Table of Contents

0.2

Introduction

0.3

Agency Profile
0.3.1
0.3.2
0.3.3
0.3.4

1.

Quality Management System

1.1
1.2
1.3
1.4
1.5

2.

Quality Management System Model

Scope and Application
Documentation Structure
Quality Manual Amendment
Confidentiality and Distribution

Management Responsibility
2.1
2.2
2.3
2.4
2.5

3.

Background
Mission and Vision
Core Values
Organizational Structure

Management Commitment
Quality Management System Planning
Quality Management Structure
Responsibility and Authority
Management Review

Resource Management
3.1
3.2
3.3

Human Resource Management

Infrastructure Management
Work Environment

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4.

Business Process

5.

Measurement, Analysis, and Improvement

6.1
6.2

0.2

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Monitoring and Measurement

Data Analysis and Improvement

INTRODUCTION

This Quality Manual defines and clarifies policies, systems, and procedures
adopted to implement and continuously improve the Agencys quality
management system.
This Quality Manual, together with associated documents mentioned hereto,
aims to:
a.

Describe the basic elements of the QMS of the agency and serve as
reference in its implementation and continual improvement.

b.

Inform the internal and external stakeholders and enable them to

observe and implement the Quality System that is being maintained at
the agency.

c.

Serve as reference and guide for newly hired personnel and make them
familiar and appreciate the agencys Quality System.

0.3

AGENCY PROFILE

0.3.1 Background
Pursuant to the declared national policy per Presidential Decree
No. 175 dated April 14, 1973 and the implementing rules and
regulations thereof under Letter of Implementation No. 23 dated July
09, 1973 to encourage the establishment and growth of cooperatives
as an instrument to attain a more equitable distribution of income and
wealth.
Based on the above premises MO 394 and 438 were issued for
the following purposes :
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to gear the cooperative system towards the integration and

rationalization of the public transit and transport system, not
only as means to effect economy and efficiency in the
movement of passengers and goods but also as potent
measure to ameliorate the socio-economic conditions of public
utility vehicle drivers particularly jeepney drivers; and

to mitigate and forestall a serious and impending shortage of

energy arising to national welfare and economy.

The Office of Transportation Cooperatives (OTC), an attached

agency of the Department of Transportation and Communications
(DOTC), is tasked to administer and/or manage the promulgation and
implementation of rules and regulations governing the promotion,
organization, registration, supervision, and development of the
transportation cooperatives nationwide pursuant to E.O. 898 dated
May 28, 1983.

0.3.2 Mandate, Mission and Vision

Mandate
The Office of Transportation Cooperatives (OTC) was created
through Executive Order 898 signed on May 28, 1983 and amended by
Executive order No. 1030 on June 11, 1985 with broadened functions of
administering the transportation cooperatives program.
Mission
To facilitate the transformation of transport cooperatives to
become highly competitive transport and business organizations
through genuine cooperative operation.

Vision
By 2020, OTC as a premier government agency has developed
and integrated the Transport Cooperative Sector as a major stakeholder
in the economic development of the nation.

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0.3.3 Core Functions

In the fulfillment of those visions cited above, it is vital for the
OTC to strengthen its supervisory and development functions over the
transport cooperative organizations while still remaining its other
inherent functions. OTC now divides its core functions into two (2)
components, the primary and secondary functions itemized, as follows:

a)

MAJOR FINAL OUTPUT (MFO) I

TRANSPORT COOPERATIVE POLICY SERVICES - Policy
formulation for the promotion and development of Transportation
Cooperatives.
1. Formulate policies that will enable transport cooperatives
render efficient, environment friendly, and safe mobility of
people, goods, and services.
2. Supervises and monitors the transport cooperatives in the
implementation and compliance of policies, guidelines, rules
and regulations like the Issuance of Certificate of Good
Standing (CGS).

b)

MAJOR FINAL OUTPUT (MFO) II

TRANSPORT
COOPERATIVE
PROMOTION
AND
DEVELOPMENT SERVICES
Implementation of rules,
Regulations, Plans, and Programs for the Promotion and
Development of Transportation Cooperatives.
1. Provide technical assistance in establishing transport and
allied businesses which they themselves owned, controlled
and managed.

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2. Provide technical assistance for further transport cooperative

development such as, importation of public utility vehicles,
equipments/facilitites, fuels, etc.
3. Provide technical assistance in transacting business with other
concerned agencies.
4. Culture cultivation towards improvement of public transport
service.

0.3.4 Core Values

As a professional and service-committed organization,

We value integrity and honesty. We practice what we say,
formulate policies, programs and projects and properly use
resources attuned with the DOTC Mission and Vision.
We are competent. we constantly search for and apply new ideas,
technologies and practices to improve the delivery of services to our
stakeholders.
We do the right things at the right time with the right attitude and
behavior.
We provide our stakeholders and the general public access to
relevant information.

We value and treat our stakeholders with utmost respect and care.
We, at OTC as a member of the DOTC family, work as a multi-tasking
team to attain common goals and objectives.
We commit everything to God for the continuous advancement of
this Agency and the nation as a whole.

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0.3.4 Organizational Structure

The OTC is responsible to the administration of a nationwide

program on transportation cooperatives. Its primary function is to
promote, organize, accredit and develop transport cooperatives. With
this broad function, this Office has been accorded with 43 plantilla
positions, 42 of which are regular plantilla positions and one contractual
position.
The authorized/approved personnel complement were
distributed to different functional segments, which is being directly
managed by the Office of the Chairman with the support of three (3)
Divisions.

OTC Board

Chairman
Board
Secretary

Executive
Assistant
Executive Director

Operations
Division
The Operations
Dision (OD)

Planning & Evaluation

Division

Promotion,
Organization,
Accreditation, Development and
Supervision (under this core
function is the ISSUANCE OF
A CERTIFICATE OF GOOD
STANDING TO TCs)

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Chief CDS -

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initiates and oversees the daily operation and transaction of the

division and the Agency. Delegates duties and responsibilities
thru focal persons per major functions/transaction of the
division.

Supervising CDS - acts as the assistant and/or immediate supervisor

Senior CDS

Evaluation of documents submitted for the

renewal of CGS (for existing and newly
accredited TCs.

CDS I

0.3.4

Functional Descriptions
a.

OTC Board Chairman

Exercises authority and responsible for the overall operations of
the office.

b. Executive Director
Maintains a continuing channel of understanding between the
Chairman and himself on one hand, and the leadership of existing
TSCs on the other.
Assist the Chairman in the formulation of policies for
recommendations to the OTC Board towards effective operation
and realization of program objectives.
c.

Administrative and Finance Division

Responsible for the development and preparation of budget and
finance as well as, provision of support services relating to
personnel, information, records, delivery and receipt of
correspondence,
supplies
and
equipment,
collections,
disbursements, security and custodial work of the office..

d. Operations Division
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1.

Recommends plans, assist in the monitoring of programs and

activities in the promotion, organization, accreditation,
supervision, and development of TCs.

2.

Encourages transport cooperatives compliance with laws, office

orders, memoranda, rules and regulations affecting their
operations
Promotion, Organization, Accreditation, Development and
Supervision
1.

Assist
in
the
supervision
of
the
early
formation/organization of transport cooperatives;

2.

Provide technical assistance ti transport cooperatives in

transacting business with other concerned government
agencies;

3.

Assist and coordinates in the conduct of education

and/or training program for officers and members of the
organization.

Financial Management Assistance

1. Provide technical assistance in the installation of books of
accounts, and the standard accounting system for
transport cooperatives;
2. Assist and coordinates in the conduct of basic cooperative
bookkeeping and accounting seminar for the transport
cooperative officers and members.
e. Planning and Evaluation Division (PED)
The PED shall perform based on two (2) major functions, namely:
1.
2.
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Program Formulation/Assessment Function, and

Research and Special Project Function
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Quality Manual
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1.

Quality Management System

1.1

Quality Management System Model

Hence, a process-based quality management system model as
suggested by the ISO has been adopted.
The model shows two (2) interacting processes. First, the internal
processes covers the activities to communicate the importance of
meeting customer/client and citizen requirements and expectations,
define the management responsibility, provide adequate resources to
implement the QMS, implement project management system, and
monitor, analyze and continually improve the management systems to
meet and exceed customer expectations.

Continual Improvement of
OTC Quality Management System

C
U
S
T
O
M
E
R
S

Management
Responsibility

Resource
Management

Requirements

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Inputs

Measurement,
Analysis and
Improvement

Buss.
Process Scope

Customers

Services

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The second covers the external processes. It shows the processes for
determining customer requirements, designing and implementing
projects in line with customer requirements and expectations,
determining customer satisfaction, evaluation/issuance of CGS and
communicating with TSCs about the importance and use of OTC-CGS
in their transaction with different government agencies such as LTO,
LTFRB, GFIs and other government instrumentalities as provided under
R.A. 9520. Information derived from customers shall be used for the
continual improvement of both processes.

1.2

Scope and Application

This Manual applies and covers the business/service provided as in the
ISSUANCE OF A CERTIFICATE GOOD STANDING to transport
cooperatives which starts immediately upon the approval of TC
accreditation and every year thereafter.
It explains in details, the QMS from application (for new TSCs) or
submission of documentary requirement (for renewal) to the release of
the Certificate of Good Standing or CGS. Also, it ensures the availability
of information on the procedures in the entire ISSUANCE OF A
CERTIFICATE GOOD STANDING to transport cooperatives.- (business
process scope).

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Quality Manual
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BUSINESS PROCESS

MPs
-

SPs

Administrative
Order No. 200-001

OPs

OTC Board
Resolutions

Flowchart
-

Agency Internal
Policies
(Memorandum
Orders)
Flow of
communications

Receiving
Processing
CGS
preparation
Approval
Release

Technical Staff/
Administrative Staff
(for the receiving,
routing, processing,
CGS preparation)

Equipment

Memorandum
Circulars issued to
TCs (reminder on
CGS renewal)

CPs
Issuance of CGS
]MPs
OPs
SPs
CPs

Nature of Revision:

Management Process
Operational Process
Support Processes
Core processes

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The ISO 9001:2000 Standards have been adopted by the agency and
are being implemented to serve as the foundation of the quest to attain
quality as a way of life in the Agency.
Conformity to specific requirements pertaining to the control of
monitoring and measuring equipment, as stated in Clause --- is
excluded in the agencys QMS since the said activity is not applicable
to the OTCs ISSUANCE OF A CERTIFICATE GOOD STANDING to
transport cooperatives.

1.4

Clause No. 7.3 - Design and Development

Clause No. 7.4 - Purchasing
Clause No. 7.6 - Control of Monitoring and measuring
equipment

Documentation Structure
The agencys Quality Management System is designed to assure
consistency in meeting the clients/customers and citizens needs and
expectations through the actual performance of the documented
processes, procedures, work instructions and support policies,
systems and procedures.
The DAP Quality System is described in the following documents:

Quality

Manual
Standard Operational
Instructions Manual

Quality Records

Level 1: Quality Manual The highest level of Quality System

documentation. It contains the quality policy, organizational structure,
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resource management, and specific policies for business process and

quality control and improvement.
Level 2: Standard Operational Instructions (SOI) Manual Operational
guide on what the agency does and how it achieves stated policies. It
also provides guidance on how to communicate and perform various
activities. The SOI Manual also includes operational instructions that
describe the detailed series of steps in performing routine activities.
Level 3: Quality Records These include records providing evidence
of conformity to the established procedures and operational
instructions, as well as the agencys QMS.
1.5

Quality Manual Amendment

Introduction of new procedures or services may necessitate
amendments to existing Quality Manual and relevant procedures.
A re-issue of this Quality Manual shall be reflected only when there is:
a.
b.
c.

change in the scope of certification;

change in the management and/or organizational structure; and
change in the Business Process scope.

Requests or suggestions shall be made in writing to the QMR for his/her

consideration to ensure that such changes are reflected in the manual.
1.6

Confidentiality and Distribution

The Quality Manual and its related documents are treated as confidential
and shall not be brought outside the agencys premises without prior
authorization from the Quality Management Representative (QMR).
Controlled copies of the Manual are issued to Document Custodians
identified by the agencys Document Controller who is responsible for
safekeeping and promptly updating necessary revisions.
It is the responsibility of the Document Controller to distribute and keep
a list of authorized holder of the Quality Manual, which may be issued
either as controlled or uncontrolled copy. All uncontrolled documents
shall be marked with Uncontrolled and shall not be updated.
Uncontrolled copy of the Quality Manual may be distributed to customers
or stakeholders when considered commercially beneficial or when
demanded as a contract requirement. All external distribution shall be
subject to the approval of the QMR.

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2.

Management Responsibility

2.1

Management Commitment

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The Top Management recognizes the importance of understanding,

meeting, and enhancing customer requirements. As such, the following
Statement of Policy on Quality is established for the purpose:

QUALITY POLICY
OTC is committed to genuine customer service towards directing and
assisting the transport cooperative organizations become responsive
and globally-competitive socio-economic transport and business
enterprises through improved/enhanced policies and technical
development services aimed at achieving integrated, environmentallysustainable and safe public transport system.
-

To provide an atmosphere of customer-friendly environment and

comfortable waiting area for the walk-in clientele;

To provide clients with knowledgeable and well-oriented

technical/support staffs;

To review, enhance, and formulate support policies for the

improvement of services; and

To further improve or enhance our current services to our clients

through QMS principles/procedures;

REYMUNDO D.J. DE GUZMAN, JR.

Officer-in-Charge
Office of the Chairman

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2.2

Quality Management System Planning

The agencys strategic and operational plans are the results of the
annual agency planning process. This is the venue where the strategic
thrusts of the agency are defined, commitments are obtained, and
resource requirements are determined. Objectives and targets are set
at appropriate levels but specific quality objectives are defined during
the annual planning.
Prior to the conduct of corporate planning activities, the various
operating units conduct pre-planning activities to assess performance,
gather information on stakeholder requirements and expectations and
review and align future directions. The outputs of the planning process
include, among others, strategies for business and operational
improvement, pursuit of the agencys mandates, product or service
innovation and for enhancing customer/client and citizen-focused
services.

2.3

Quality Management Structure

Top Management
(Man Com)
Quality Management Representative

Deputy QMR-Programs

ISO CORE TEAM

Training &
Education
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Document and
Records Control

Internal
Quality Audit
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Quality
Workplace

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Responsibility and Authority

The specific roles and responsibilities of each box in the Academys
quality management structure are as follows:
1.

Top Management

2.

Quality Management Representative (QMR)

3.

Establishes, reviews, and maintains the quality policy of the

agency.
Ensures that quality objectives are established and relevant
functions and levels within the ---.
Ensures allocation of available resources to support the
implementation of the agencys QMS.
Defines the responsibilities and authorities of each function in the
organization.
Reviews the effectiveness of the agencys quality management
system and monitors the implementation of improvement action
plans.
Ensures that communication mechanisms are established and
effective.

Ensures the effective implementation and maintenance of the

established Quality Management System.
Reports to the top Management the performance of the quality
management systems and areas for further improvement.
Ensures the promotion of awareness of meeting customer
requirements within the relevant scope of the agencys QMS.
Liaises with external parties on matters relating to the agencys
QMS.

Deputy QMR

Ensures the effective planning, implementation, maintenance,

and continual improvement of the established QMS.
Assists the QMR in performing assigned duties and
responsibilities.
Assumes responsibility of the QMR in his/her absence.

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4.

Document and Records Control Team

5.

Establishes, documents, implements, and maintains a procedure

for the control of documents and records.
Maintains the master copies and masterlist of the Quality Manual
and SOP Manual, as well as the masterlist of externally
generated documents and references.
Ensures that current versions of relevant documents are
available at point of use.
Prevents unintended use of obsolete documents as well as the
unauthorized use of relevant documents and records.
Ensures the traceability of documents.
Coordinate enhancement of the procedure for control of records.
Closely coordinates with --- Heads on all matters concerning
Records Management, specifically on records generated from the
---- (business process scope).

Internal Quality Audit Team

6.

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Prepares audit plan, coordinates, and implements the agencys

Audit Program.
Identifies the necessary resources for managing the agencys
Audit Program.
Provides inputs during management review regarding audit
findings.
Monitors and maintains records of implementation of corrective
and preventive actions for non-conformances found during
audits.

Training and Education Team

Ensures that concerned employees are aware of their roles and

responsibilities relative to the attainment of the agencys goals
and objectives.
Reviews the results of competence evaluation conducted for
employees performing functions that affect product or service
quality.
Facilitates conduct of appropriate HR interventions to enhance
their capabilities.

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Monitors and evaluates the effectiveness of HR actions taken.

Ensures that the records of education, training, skill, and
experience are maintained accordingly.

Management Review
The review of the established quality management system is conducted
--- (twice a year, annually, quarterly, etc.) or whenever deemed
necessary by the ----- Top Management to ensure continuing suitability
and effectiveness of the system in satisfying the requirements of
customers/clients, citizens, and other stakeholders. The review may
cover, but not limited to, the following agenda items:

Matters arising from the previous management review meeting

Results of internal and external quality audits
Customer feedback and satisfaction results
Project performance and product/service conformity
Status of corrective and preventive actions
Changes that could affect the quality management system
Actions taken on recommendations for improvement

The agenda of the management review is prepared by the QMR and

distributed to all concerned before the scheduled review. Minutes of the
management review are recorded and maintained by the Secretariat in
the management meetings. Results of the review are provided to the
QMR and/or Division Heads for proper reporting and
assessment/recommendations to the top management during ExeCom
meetings.

3.

Resource Management

3.1

Human Resource Management

The OTC believes that its human resources are its greatest assets. To
ensure that the staff are equipped with the necessary knowledge and
skills required to efficiently perform their functions, the ---- (HRD) has
established and maintained procedures to ensure that personnel
performing their functions are competent on the basis of education,
training and/or experience. As such, the HRD maintains the records in
undertaking the following functions:

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Determining the capability building needs of personnel

performing work affecting product/service quality
Organizing seminars and training courses to meet the identified
needs
Evaluating the effectiveness of HRD interventions
Orienting the personnel on their roles and responsibilities as they
affect achievement of objectives
Facilitating the placement of qualified personnel to meet the
capacity requirements of operations

It is the commitment of the agency to provide its staff with the proper
training for the constant improvement of their knowledge, skills,
managerial acumen and attitude on activities related to the quality
system. This is in recognition that the behavior and performance of
every individual directly impacts on the quality of services provided. ---(TNA, Training Survey, etc) shall be conducted as demanded by
organizational changes.
The training of personnel includes both formal and informal modes:
coaching, on-the-job-training, cross-posting courses conducted by HRD
and other --- within the agency. It also includes orientation and
cascading sessions conducted by the ISO Core Team.
Recruitment is handled by HRD based on training, skills and education
and on the CS Qualification Standards Processing of employment is
based on the recommendation of the Personnel Selection Board (PSB)
after interviewing the applicant.
Appropriate records of academic qualifications and training are
maintained for all personnel by the HRD.

3.2

Infrastructure Management
It is the policy of the agency to determine, provide, and maintain the
infrastructure needed to produce products and deliver services required
by the customers/client and citizens. This infrastructure includes
(whenever applicable) workstations, training/conference facilities and
equipment, meeting rooms, customer receiving areas, library,
transportation service, computer and internet/intranet facilities, project
management and other software, storage facilities for supplies,
communications facilities, and areas for auxiliary services such as
photocopying, parking, canteen services, etc. The --- handles the
management and maintenance of these infrastructures.

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3.3

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Work Environment
It is the policy of the OTC to promote the well-being, satisfaction and
motivation of its officers and staff by providing them a work environment
that:

promotes teamwork through sharing of project learning, intercenter collaborations, technologies sharing, etc.; and
is conducive for working and learning by defining workstations,
and formulating and observing quality workplace standards.

The end objective of this is to establish a quality work-life for the agencys
staff in order to work more effectively and efficiently.
4.

The Agencys Business Process and Scope of QMS Certification

Requirements to Secure Certificate of Good Standing (CGS)

Receiving

TC is informed and
requested to submit
the lacking
requirements

Processing/
Evaluation

CGS
Preparation

Incomplete
requirements

Approval

Release

Incomplete
requirements

ent
ts

The OTCs Issuance of Certificate of Good Standing (CGS) tp Transport

Cooperatives (new and existing) covers the different stages of the business
scope. Each stage consists of sub-activities that maybe undertaken to meet
the requirements of the subsequent activities. The start and end of the stages
may overlap depending upon the nature of the process scope and the
requirements of clients/customers and citizens.

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Measurement, Analysis and Improvement

5.1 Monitoring and Measurement
As a mechanism to measure the performance of the established
Quality Management System, the agency monitors
implementation of the system through periodic conduct of
Internal Quality Audits (as defined under AGENCY-QP-05).
Likewise, to monitor the product/service outcomes in terms of
meeting the client requirements and expectations at different
stages of the project, periodic gathering of customer feedback
and perception are conducted through any of the following
approaches:
Likewise, random monitoring is done on an annual basis to keep
track of the transport cooperatives performance in terms of
accomplishments, financial growth, management stability
(timeliness, financial accrual, etc. ).

6.1

Data Analysis and Improvement

The agency uses applicable statistical techniques and tools to
establish, control and verify process capability and
characteristics. Data on customer satisfaction survey, conformity
to product and process requirements and supplier performance
are analyzed on a regular basis.
Graphs, diagrams, trend analysis, and variance analysis are the
most common tools used for data analysis depending on the
information needs of management during review meetings.
Continual improvement is a permanent objective of the agency.
As such, various inputs are considered for continual
improvement such as quality policy, objectives, audit findings,
analysis of performance data, corrective and preventive actions
and performance review meetings.

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