Gearing up towards quality management system

Joseph R. Carreon
QMR
Master Teacher I
Sa Imus Importante Ka, Ikaw ang Bida Hindi Obligasyon Kundi Dedikasyon
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Objectives
1) To deepen participants' understanding on the
principles and elements of QMS.
2) To highlight important concepts under the quality
management system standards.
3) To provide pointers on the responsibilities of QMS
team, process mapping, and risk assessment.
4) To capacitate project owners and program
coordinators in crafting quality assurance flow
chart of PPAs.

Gearing-Up Towards QMS
Embrace Complexity of Goals and Pathways.
Stakeholder and Collaboration Focus.
Drives and Embraces Learning and Improvement Across the Workplace.
Source: (https://www.smartsheet.com/content/operational-excellence)

Gearing-Up Towards QMS
Source: http://breathing-life.accessworldseminars.com/2016/08/dont-keep-spinning-place-time-move-forward/

QMS PRINCIPLES
Heras-Saizarbitoria & Boiral (2013), management
system standards have been adopted by an
increasing number of organizations across the world
based on the same type of management principles
and institutional arrangements.
One of the many challenges for an organization is to
satisfy its employees in order to cope with the ever
changing and evolving management system in order
to increase efficiency, effectiveness, productivity and
commitment (Raziq & Maulabakhsh, 2015).
The fact that the more satisfied the employees in the
management system, the more commitment and
dedication they can give to their profession
(Centeno, 2013).
Source: ISO 9001: 2015

ELEMENTS AND REQUIREMENTS OF A QMS
“Quality is not Expensive, It’s Priceless
Improve your, KPIs and Satisfaction by
testing your organization quality
management system”.
(KualitySoft, 2021)
1. The Organization’s Policy and Quality Objectives
2. Quality Manual
3. Procedures, Instructions, and Records
4. Data Management
5. Internal Process
6. Customer Satisfaction from PPAs
7. Improvement Opportunities
8. Quality Analysis
“Quality assurance is an important
process that helps an organization
maintain quality of their Projects,
Programs, and Activities”.
(ISO, 9001:2015)
“A comprehensive and fundamental rule and confidence for leading and
operating an organization, aimed at continually improving performance
over the long term by focusing on customers while addressing the needs
of both internal and external stakeholders while ensuring their support”
(International Organization for Standardization)

Elements of QMS within KEY Metrics
The framework is anchored from Inductivo (2021) the Why, Goals, and Measures towards Quality, Accessible,
Relevant, and Liberating Basic Education Inclusive for All.
WHY? GOALS MEASURE
Access
Inclusion
Quality
Relevance
Governance
Efficiency
Pumasok
Matuto
Makatapos
Participation
Student-Centered
Achievement
Outcome-Based
Completion
Performance
Each element of a quality management system standards will help to attain the mission, vision, goals, and objectives of
DepEd and of achieving the clientele and organization unique needs. As more people working together to produce results
and continuous productivity, best practices were needed to ensure quality results and being merge with the ideas of
improvement, sustainability and transparency, as these themes became increasingly important to client satisfaction.
(ISO, 2015)
QUALITY MANAGEMENT
SYSTEM STANDARDS

QUALITY MANAGEMENT SYSTEM STANDARDS
1. Quality Leadership and Awareness Training Program
2. Quality Committee
3. Quality Improvement Workshops Program
4. Quality Assurance and Control of Resources Development
QUALITY

1. Management Review
2. Audit and Compliance Program
3. Clientele and Staff Feedback Program
4. Internal Audit Program
5. Functions of Management
MANAGEMENT

1. Integrated Software System
2. Intranet Quality Site Communications and E-Learning
3. Operating Procedures Development
SYSTEM

1. International Standards Certification
2. Quality Assurance and Control of Resources Development
3. Conformance to Quality
4. Making sure that important elements of a process are
performed consistently in the best possible way
5. Changes are made only when data shows that a new
alternative is better
6. Making sure documentation is up to date and used
encourages ongoing use of standardized methods
STANDARDS

Streamlining of QMS in School
Do we have quality managers? Do we have internal audit manager?
Can we assure quality assurance of our
PPAs prior to standards?
School KPI (AIP/SIP/BE-LCP)
Can we fix quality issues?
Mission and Vision DepEd Strategic Directions,
Pivot Cube
6S sa Pamumuno – Division Strategic Plan
Can we afford a dedicated QMS team to
manage QA/QC of school PPAs
A philosophy of the workplace where problem-solving, teamwork, and leadership results in the ongoing
improvement in an organization. The process involves focusing on the clienteles’ needs, keeping employees
positive and empowered, and continually improving the current PPSs in the workplace (Six Sigma, 2021).

What is Flowchart?
A diagram that uses graphic symbols to depict the nature and flow of the steps in a process. Are
specific about what happens in a process. They often capture decision points, rework loops,
complexity, and other possible barriers (AUSAid, 2017).
Source: Australian Aid BEST Program, 2017

Deployment Flowcharts
Show the detailed steps in a process and which people or groups are involved in each step. They are
particularly useful in processes that involve the flow of information between people or functions as
they help highlight handoff areas (AUSAid, 2017).

Process Deployment Chart
Logs and forward to ASDS
Example: Submission of Form

Example: Availment of Loyalty and Step Increment Benefits

Example: Processing of ERF Applications

Sample Quality Assurance Flow Chart
Source: DepEd Order No. 83, s. 2012

Source: DepEd Order No. 16, s. 2017

Source: DM. No. 294, s. 2020

Source: Six Sigma PH, Facebook

Different Kinds of Errors
Forgetfulness
Misunderstanding
Misidentification
Inexperience
Willful
Accidental
Judgment
No Standards
Unexpected Situations
Intentional
Mind Setting:
Errors are
unavoidable
and can be
eliminated

Process Mapping
 There is a process measure but it was not good enough to truly indicate good
performance and satisfaction of customers’ needs.
 There is a process measure but it does not connect to any of the customers’
needs.
 There is no measure to know the extent to which we have satisfied the
customer needs.
 Is there a process that continually assess, analyze, and act on the performance
improvement of key processes focusing on both customer needs and the desired
performance?
 Are the key process activities are defined at different levels of the organization?

Why Process Mapping?
 Walk the process is the key in identifying where the issue is located in the
process.
 Walk the process helps identify what data to collect to further understand the
issue.
 Creates a common understanding of the process.
 You cannot improve a process that you do not understand.
 Clarifies steps in the process.
 Helps identify improvement opportunities in the process complexity, waste,
delays, inefficiencies and bottlenecks.
 Helps uncover problems in the process because a high-level view of a process
helps to define project boundaries from start to end point and describe where to
collect data.

Potential Problem (Risk) Management
1. Identify potential problems that may arise during the implementation of the
process and your solutions.
2. Take steps to avoid or deal with these likely problems in order to have a
higher chance of implementation success.
Step 1: Risk Identification Step 2 : Response Strategy
Description of Risk Event Potential Impact if Risk
Event Occurs
Preventive Action Corrective Action
Describe how the design or
process functions (or items)
can fail. The question being
asked here is “How could it
fail” not “If it will fail”. Provide
reasons why the failure
mode or risk can or will
occur.
Describe the consequences
of each failure mode or risk.
It is extremely important to
capture the experiences of
the customer. Thus, we
must put ourselves in the
shoes of the customer and
know these effects through
their perspective.
Provide actions to eliminate
the trigger of the risk. The
strategy should lower the
impact of the risk by
reducing the likelihood of
occurrence, reducing the
consequence, or both.
Provide actions to be done if
the risk happened during
Implementation.

QMS MANAGEMENT STRUCTURE
Source: School Memorandum No. 11 s. 2021

A. Top Management
1. Lead the establishment, implementation, and monitoring of the QMS at their level.
2. Establish, communicate, and embody the Quality Policy Statement.
3. Ensure effectiveness of the QMS using risk-based thinking and risk management.
4. Ensure that quality objectives set are aligned with DepEd's strategic direction, through the RPMS.
5. Communicate the importance of fulfilling the needs and expectations of all clients and
stakeholders.
6. Determine and provide necessary resources needed to implement and sustain QMS
implementation
7. Lead and conduct the Management Review (MR) at least every quarter.
8. Ensure that constitutional mandates, statutory, and regulatory requirements are met.
9. Designate the Quality Management Representative (QMR).
Source: DM. No. 134, s. 2021

B. Quality Management Representative (QMR)
1. Communicate the importance of having a QMS within DepEd.
2. Oversee the implementation and take accountability for the effectiveness of the QMS.
3. Ensure the conformance of the QMS to the requirements of ISO 9000.
4. Ensure the integrity and effectiveness of the QMS.
5. Ensure that the QPS and DepEd QMS targets and objectives are aligned with the context and strategic
directions of the Top Management.
6. Reports audit results, identified targets, opportunities for improvement, and other QMS-related matters to the
Top Management.
7. Ensure integration of the QMS requirements into DepEd's business processes.
8. Promote continuous improvement of the QMS and processes of the agency.
9. Engage, direct, and support QMS Teams and its members to contribute to the effectiveness of the QMS.
10. Oversee the operations of the QMS secretariat including each QMS Team and report to the Top
Management.
11. Act as liaison of the Department with external parties on matters relating to QMS
Source: DM. No. 134, s. 2021

C. QMS Secretariat
The members of the QMS Secretariat shall coordinate with and report to the QMR. The QMS
Secretariat shall have the following responsibilities:
1. Coordinate effective deployment and efficient use of human, financial, and other physical
resources for the QMS.
2. Provide technical and administrative support to successfully implement the QMS.
3. Coordinate QMS-related activities in their respective offices.
4. Collaborate with and assist the QMS Teams on their efforts for continuous improvement of the
QMS.
5. Facilitate the delivery of specific outputs in line with the QMS.
6. Assist the QMR in communicating with external parties on QMS-related matters.
7. Provide feedback and updates on QMS-related matters to the QMR
Source: DM. No. 134, s. 2021

D. QMS Teams
The composition of the QMS Teams is critical to ensure the operationalization of the QMS. Teams are expected
to regularly communicate and collaborate within their respective offices/schools and across each governance
level, as needed, to ensure seamless and effective implementation of the QMS. Below are the five (5) QMS
Teams and their respective responsibilities:
a. Risk Management Team (RMT)
1. Implement and refer to the latest version of the Risk Planning Guidelines and Handling Client Complaints
Procedure in the PAWIM.
2. Ensure reporting, analysis, monitoring and evaluation of Client Satisfaction results.
3. Provide technical assistance in the accomplishment of the Risk and Opportunity Registry per office.
4. Provide feedback and update to the QMR on the status of risk assessment and action plans.
5. Perform monitoring and oversight function in ensuring the established action plans in the Risk and
Opportunity Registries are effective and implemented as scheduled.
6. Ensure documentation and clear implementation of quality objectives through the review of targets and
indicators in the OPCRF.
Source: DM. No. 134, s. 2021

b. Knowledge Management Team (KM T)
1. Implement and refer to the latest version of the Document Management Procedure, Document
Matrix, and Organizational Knowledge Matrix in the PAW1M.
2. Ensure that the requirements for updating, maintaining, and retaining documented information
are established and implemented.
3. Organize the operation and administrative records to ensure availability, completeness,
consistent generation, protection, easy retrieval, and proper disposal of documents.
4. Oversee activities related to managing organizational knowledge and setting document
management standards.
5. Provide feedback to the QMR on the status of the control documents and records.
Source: DM. No. 134, s. 2021

c. Internal Quality Audit Team (IQAT)
1. Implement and refer to the latest version of the Internal Quality Audit Procedure in the
PAW1M.
2. Undergo training on ISO 1901 1 (Guidelines for Auditing Management System).
3. Determine conformance of the QMS with planned arrangements and the requirements of ISO
9001.
4. Determine whether the QMS is effectively implemented and maintained through the conduct of an
internal quality audit.
5. Keep track of the implementation of the corrective and preventive actions to address the
opportunities for improvement, potential non-conformities, and non-conformities raised during the
Internal Quality Audits.
6. Provide the findings of the IQA through the audit summary report and status of Request for Action
(RFA) to the QMR as an input to the Management Review.
Source: DM. No. 134, s. 2021

d. Training and Advocacy Team (TAT)
1. Orient employees and disseminate information on QMS-related matters, such as ISO 9001
standards, Organizational Knowledge, QMS Manual, PAWIM, and Quality Policy.
2. Capacitate employees on the development of their Operations Manuals and Planning
Documents.
3. Develop effective training and advocacy materials to enable the successful implementation and
sustainability of the QMS.
4. Plan and coordinate effective deployment and efficient use of QMS training and materials.
5. Develop and disseminate IEC materials to strengthen awareness on QMS and build a culture of
continuous improvement.
6. Provide feedback and updates to the QMR on the status of QMS related training and
awareness.
Source: DM. No. 134, s. 2021

e. Quality Workplace Team (QWT)
1. Ensure consistent implementation of Quality Workplace Standards.
2. Collaborate with concerned office/personnel to ensure a conducive and safe work/school
environment to improve productivity.
3. Monitor and evaluate cleanliness, orderliness, and safety at the school or workplace in
conformance to the Quality Workplace Standards to be issued separately.
4. Provide feedback and updates to the QMR on the status of workplace management.
Source: DM. No. 134, s. 2021

BENEFITS OF QMS
Process
Improve
ment
Better
Process
Control
Easy
Employees
Initiation
Increased
Client
Satisfacti
on
Improved
Outcome/
Performa
nce
Improved
Servicea
bility
Simplified
Processes
Strategy
Deploym
rent
Support
Mechani
sm
Strengthen
Competitiv
eness
Increased
Legal
Certainty
Increased
Productivity
Secured
Institutio
n Know-
How
Reduced
Costs
SBM
SIP /
BE-LCP
7S
SGC
SMEA
SRC

QMS FRAMEWORK
Carreon, 2021, (QMR)
INPUT
Requirements
Process
Mapping
Risk
Management
QMS

QMS FRAMEWORK
Carreon, 2021, (QMR)
INPUT
Review
Goals
Baseline
Process Mapping
Risk Management
QMS
Training and
Support
Policy
Creation
Monitoring
Feedback
Opportunity
for
Improvement
Gap
Assessment
Verification
Internal Audit
Design and
Change
Management
Work
Environment
Human and
Material
Resources
Collective
Commitment
Sustainability
Constant
Collaboration

Quotes to Ponder

Project Owner and Program Coordinator’s Task
Instructions:
1. Craft, develop or create a process deployment quality assurance flowchart you
want to improve based on the current state or baseline observation or data of the
school project, program or activity you handle. Do this in A4 size band paper with
1 inch margin in all sides, 10 font, with headings and the name of the flowchart.
2. You will present your output for verification and validation before the start of the
school year 2021-2022.
3. Starting school year 2021-2022, your output will be tested prior to its
effectiveness and reliability of its features as it conforms to expected standards.

Thank You!

References
Australian Aid Program, (2017). Department of Education. Basic Education Sector Transformation (BETS)
Centeno, W. (2013). Factors affecting public school teachers’ commitment to their profession. Unpublished Masters’ Thesis, De La Salle
University-Dasmariñas. Dasmariñas City, Cavite
DepEd Order No. 16, s. 2017. Research Management Guidelines. Process Flow Chart for Basic Education Research Fund
DepEd Order No. 83, s. 2012. Implementing Guidelines on the Revised School-Based Management (SBM) Framework, Assessment
Process and Tool (APAT)
Division Memorandum. No. 134, s. 2021. School Division Office of Imus City (SDOIC) Quality Management System (QMS) Structure
Division Memorandum No. 294, s. 2020. Call for Research Papers for Publication to the 2020 I Dream Research Journal
Heras-Saizarbitoria, I. & Boiral, O. (2013). ISO 9001 and ISO 14001: Towards a Research Agenda on Management System Standards. I
nternational Journal Management Review. Wiley Online Library. Retrieved from
https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1468-2370.2012.00334.x
http://breathing-life.accessworldseminars.com/2016/08/dont-keep-spinning-place-time-move-forward/
https://www.smartsheet.com/content/operational-excellence
Inductive, B. (2021) The Why, Goals and Measure of Education. Division of Imus City. Powerpoint Presentation.
International Standard Organization. (2015). ISO 9001:2015. https://asq.org/quality-resources/quality-management-system.
KualitySoft. Information Technology Company. Facebook.com
International Organization for Standardization. (2015). Quality Management Principles. ISBN 978-92-67-10650-2
School Memorandum No. 11 s. 2021. Orientation on Institutionalization of Quality Management System in the Department of Education
Six Sigma PH. (2021). Education Website. Facebook.com

Gearing up towards quality management system

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