ROJoson 2001 slides on MBFI workshop on quality assurance. A memorabilia and review of principles on QA and QMS.

1. Mabuhay!

2. Thank you AGAIN
for the
honor and privilege
trust and confidence
to be
your facilitator

3. Quality Assurance Program
for
Metrobank Foundation, Inc.
Reynaldo O. Joson, MD, MHA
2001

4. Seminar-Workshops Leading to
Institutionalization of QAP in MBFI
1st
S-W
2nd
S-W
3rd
S-W
4th
S-W
5th
S-W
OBJ 1-4 5-6 5-6 6-7 6-7
Sched May June July Sept Nov

5. LESSON PLAN ON QAP
NEED FOR THIS
SEMINAR-WORKSHOP

6. 1st S -Workshop - MBFI QAP
Review

7. 1st Session - MBFI-QAP
May 4, 2001; 2-6 pm
• Agree on the learning objectives,
learning activities and timetable on the
seminar-workshop on MBFI Quality
Assurance Program

8. Outline of the Training Program
Leading to Institutionalization of
QAP in MBFI
HABIT
CULTURE OF DOING THINGS
PERMANENCE
UNCONSCIOUS COMPETENCE
“KAGAWIANG TRABAHO”
7 LEARNING OBJECTIVES

9. Seminar-Workshops Leading to
Institutionalization of QAP in MBFI
1st
S-W
2nd
S-W
3rd
S-W
4th
S-W
5th
S-W
OBJ 1-4 5-6 5-6 6-7 6-7
Sched May June July Sept Nov

10. LEARNING
Positive observable change
(for the better or improvement)
in human behavior, disposition, attitude,
performance or capability
which persists over a period of time

11. 1st Session - MBFI-QAP
May 4, 2001; 2-6 pm
• Discuss the concept of quality, quality
assurance, and quality management
system (QMS).

12. LEARNING TEST
Positive observable change
(for the better or improvement)
in human behavior, disposition, attitude,
performance or capability
which persists over a period of time

13. Outline of Training Program
(Objectives)
• Concept of
–Quality
–Quality Assurance
–Quality Management System
»In general
»In relation to MBFI
1

14. Quality
- Definition -
Degree to which a set of inherent characteristics
fulfils requirements
The term “quality” can be used with adjectives such as poor, good or
excellent.
“Inherent”, opposed to “assigned”, means existing in something,
especially as a permanent characteristic.
ISO 9000:2000 (E)

15. Quality
- Definition -
Client or Customer
Satisfaction

16. Quality
- Definition -
Customer
or Client
Requirements
Customer
or Client
Satisfaction
Input OutputProcess
Product
Service
Degree to which a set of inherent characteristics fulfils
requirements (ISO 9000)

17. Quality Assurance
- Definition -
Part of quality management focused on providing
confidence that quality requirements will be
fulfilled
ISO 9000:2000 (E)

18. QualityAssurance
- Definition -
Customer
or Client
Requirement
Customer
or Client
Satisfaction
Input OutputProcess
Product
Service

19. Quality Management System
activities to satisfy
quality-related
expectations of clients
and stakeholders

20. Quality Management System
- Definition -
Management system to direct and control an
organization with regard to quality
ISO 9000:2000 (E)
System - Set of interrelated or interacting elements
Management system - system to establish policy and objectives and
to achieve those objectives
Management - coordinated activities to direct and control an
organization

21. Model of a process-based quality management system
Continual Improvement of Quality Management System
C
u
s
t
o
m
e
r
s
R
e
q
u
i
r
e
m
e
n
t
s
C
u
s
t
o
m
e
r
s
S
a
t
i
s
f
a
c
t
i
o
n
Management
responsibility
Resource
Management
Measurement,
analysis, and
improvement
Product
realization
Product
Input Output
Value-adding activities Info Flow

22. Concept of Quality, QA, QMS
De Kalidad!
No. 1
May
Quality Management System
Garantisadong
Quality ang Serbisyo!
Quality Assured!

23. 1st Session - MBFI-QAP
May 4, 2001; 2-6 pm
• Discuss why MBFI should have QMS.

24. 1st Session - MBFI-QAP
May 4, 2001; 2-6 pm
• Discuss why MBFI should have QMS.
– To be competitive with other corporate
foundations.
– Metrobank is known for quality service so
should the Metrobank Foundation.
– A QMS is needed for more effective and
efficient functioning in MBFI.
– To prepare MBFI for future accreditation.

25. 1st Session - MBFI-QAP
May 4, 2001; 2-6 pm
• Discuss the roles of management and
personnel in QMS.

26. Outline of Training Program
(Objectives)
•Role of
–Administration
–Personnel
» in QAP
2

27. Why go for
Quality Service
Quality Assurance Program
Quality Management System
in MBFI?
Should we/Should you?

28. Why go for Quality Assurance Program?
To Be Competitive!
To Survive!
Why go for ISO 9000 Certification?

29. Quality Management System
Requirements
1st Requirement:
Management Responsibility

30. Management Responsibility
Responsibility of management for
developing a quality system
Major responsibilities:
-establish a quality policy
-organize personnel
-verify quality
-review the quality system

31. Management Responsibility
Responsibility of management for
developing a quality system
Define and document
policy for quality, quality goals, and
commitment to quality
Ensure that policy is
understood, implemented, and
sustained at all levels and at all times

32. Responsibility and Authority
The management is required to define the
responsibility, authority, and
interrelationship of all personnel affecting
the quality of product and service to
customers.

33. Responsibility and Authority
All personnel should be aware of the
scope, responsibility, and authority
of their functions and
their impact on the
quality of their products or services.
Plan-Do-Check-Act Cycle and Habit
Make them aware of the potential
causes for client dissatisfaction

34. Responsibility and Authority
All personnel should be aware of and
feel responsible for,
achieving the quality objectives and
for fulfilling the requirements for the
quality of products or services.
Plan-Do-Check-Act Cycle and Habit
Make them aware of the potential
causes for client dissatisfaction

35. Responsibility and Authority
Management should designate individual/s
to monitor and report the quality
achieved.
Quality Manager - Quality Assurance
Committee - Management
Representative

36. Richard Lirio, MHA
Quality Management Representative
MBFI

37. Responsibility and Authority
Those designated should have access to the
highest levels of management in the
organization.
Quality Manager - Quality Assurance
Committee - Management
Representative

38. Responsibility and Authority
- initiating action to prevent occurrence of
non-conformity
- identifying and recording deficiencies
- initiating, recommending, or providing
solutions through designated channels
- verifying implementation of solutions
- controlling the process until the deficiency
has been corrected

39. 1st Session - MBFI-QAP
May 4, 2001; 2-6 pm
• Review the MBFI vision-mission
statement.

40. Vision
A professionally-run, responsive, proactive,
and creative organization through which
the Metrobank Group of Companies
is able to express its commitment to lead
the private sector in fostering holistic
human development in both the national
and international arena, thereby effecting
an empowered society whose members
are able to realize their human potential.

41. Mission
Propagate a culture of excellence with a
human face by actively implementing,
assisting and/or supporting programs which
strengthen and advance the
strategic sectors of society as well as
respond to the needs of the disadvantaged.

42. 1st Session - MBFI-QAP
May 4, 2001; 2-6 pm
• Discuss the goal and objectives of MBFI.
• Define who are the stakeholders of
MBFI.
• Brainstorm some of the potential causes
of dissatisfactions of stakeholders in
preparation for the formulation of
quality objectives.
• Formulate a draft on MBFI quality
policy.

43. 1st Seminar-Workshop Leading to
Institutionalization of QAP in MBFI
Objectives 1 to 4:
•Concept of Quality, QA, QMS
•Role of Administration and Personnel
•Quality Planning - started
•Quality Policy - drafted

44. 2nd Seminar-Workshop Leading to
Institutionalization of QAP in MBFI
Objectives 3 to 7:
• Quality Planning - continue
• Quality Policy - finalize
• Review of Present Management System and
Procedures - start
• Problem-Solving - may start
• Institutionalization - Quality Manual - start

45. Outline of Training Program
(Objectives)
•Quality Planning
3

46. Outline of Training Program
(Objectives)
• Quality Planning
–Overall
–Divisional
3.1
3.2

47. Overall Quality Planning
•Vision-Mission of MBFI (review – national
need and global trend; is there a need to
revise – delete or add?)
•Goals and Objectives
•Clients’ Expectations (Board of Directors,
internal and external clients)
•Potential Causes of Dissatisfactions (Board
of Directors, internal and external clients)
3.1
Suggestions for Revisions Need
Approval by Management

48. Divisional Quality Planning
•Goals and Objectives (review – compatible
with mother vision-mission; is there a
need to revise - delete or add?)
•Clients’ Expectations (Board of Directors,
internal and external clients)
•Potential Causes of Dissatisfactions (Board
of Directors, internal and external clients)
3.2
Suggestions for Revisions Need
Approval by Management

49. Outline of Training Program
(Objectives)
•Formulation of
Quality Policy
–Overall
–Divisional
4
Approval
by
Management

50. Outline of Training Program
(Objectives)
•Review of present
management system
and work procedures
5

51. Outline of Training Program
(Objectives)
• Review of present management system and
work procedures
– Identification of areas to improve
• in terms of effectiveness, efficiency, and
sustainability
• use also vision-mission, goals and
objectives, clients; expectations, and
potential causes of dissatisfaction and
quality policy as guides
5

52. Outline of Training Program
(Objectives)
• Review of present management system and
work procedures
– Identification of areas to improve
• Are we effectively achieving our goals and
objectives?
• Is there a more efficient way to achieve our
goals and objectives?
5

53. Outline of Training Program
(Objectives)
• Review of present management system and
work procedures
– Identification of areas to improve
• Do we have proper documentation so as to
sustain the work procedures, so that
whoever comes after us can continue our
work?
• Do we have proper control measures so as
to achieve quality in our work?
5

54. Outline of Training Program
(Objectives)
• Review of present management system and
work procedures
– Identification of areas to improve
• Do we have an effective, efficient, and
sustainable way of evaluating our work?
• What are the problems that we are
encountering that are contributing to
clients’ dissatisfaction?
5
OUTPUT

55. Outline of Training Program
(Objectives)
•Problem-Solving
(Quality Assurance)
6

56. Outline of Training Program
(Objectives)
• Problem-solving (Quality Assurance)
– Problem identification and selection
(prioritization)
– Analysis of the problem and its
possible/probable causes
– Formulation of solutions
– Implementation
– Evaluation
6

57. Outline of Training Program
(Objectives)
• Problem-solving (Quality Assurance)
– Analysis of the problem and its
possible/probable causes
• System formulation and flow chart
• Key tasks, standards, indicators, and
target
• Balloon and fish-bone diagram and of
possible/probable causes
• Identification of root causes of problem
6

58. Outline of Training Program
(Objectives)
• Problem-solving (Quality Assurance)
– Problem identification and selection
(prioritization)
– Analysis of the problem and its
possible/probable causes
– Formulation of solutions
– Implementation
– Evaluation
6
Approval by Management

59. Outline of Training Program
(Objectives)
•Institutionalization
(MBFI QAP)
7

60. Outline of Training Program
(Objectives)
• Institutionalization (MBFI QAP)
– Training of and practice by staff – knowledge,
skills, and attitudes (habits)
– Permanent management commitment
– Documented work procedures (standard
operating procedures, control and evaluation)
– Regular management review and
implementation of improvement measures
7

61. Outline of Training Program
(Objectives)
• Institutionalization (MBFI QAP)
–QUALITY MANUAL
7