introduction mapping approaches to quality management in the public sector
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Introduction Mapping approaches to quality management in the public sector. Seminar on “Quality Manager in the Public Sector” Romania, 10-20 March 2008. Ana Andrade, Portugal [email protected]. The organisation of the seminar. Day 1: Quality MANAGEMENT Day 2: Quality ASSURANCE - PowerPoint PPT PresentationTRANSCRIPT
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IntroductionIntroductionMapping approaches toMapping approaches to
quality management in thequality management in the
public sectorpublic sector
Seminar on“Quality Manager in the Public Sector”
Romania, 10-20 March 2008
Ana Andrade, [email protected]
The organisation of the seminar
Day 1: Quality MANAGEMENT
Day 2: Quality ASSURANCE
Without quality management there is
no need to do quality assurance!
3
II AA OO OOnputs
ctivities utputs utcomes
Investo
r’In
vesto
r’s in
s in
P
eop
leP
eop
le
Bala
nced
B
ala
nced
S
core
car
Score
car dd
ISO
ISO
EFQ
M
EFQ
M
CA
FC
AF
Models
There is no single best quality assurance tool
GI
Test
of
GI
Test
of
Good
G
ood
G
overn
an
ce
Govern
an
ce
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The focus of ISO 9001:2000
Customer orientation (the service user is at the centre)
Process-oriented approach/process management
Continuous improvement of processes and the management systems
General features of the new ISO series
• ISO 9001: 2000: revised quality assurance system (replaces former ISO 9000, 9001, 9002 and 9003 standards of 1994) and provides framework to integrate more specialised ISO norms (environment, work and safety, etc.)
New features of the revised 2000 series
• less documentation• more attention to results, in particular measurement of customer
satisfaction• more focus on commitment of managers • more focus on staff participation • ISO 9004:2000 – recommendation of self-assessment (to go beyond
external certification and strive for continuous improvement)
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Preconditions and benefits of a certification
• What needs to be in place (basics of a performance management system)– Vision, strategy, action plan– Quality policy for staff (e.g. a code of conduct on quality)– Clear idea of the legal framework (laws, regulations, etc.) – Handbook of the agency with a description of processes, forms, checklists,
etc.
• Benefits of a certified management system– Processes are clearly structured, less interfaces– Clear definitions of responsibilities of staff (insure that other staff can perform
tasks)– Continuous improvement > external view (annual audits, comparisons,
etc.)
• Further developments– SQS 9004 and NPO-Label for Management Excellence– for best practice (within a TQM framework)
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How a certification works in practice
First briefings
Preparatory meetings with ISO staff
Preparatory meetings
Pre-audit
2x maintenance audit
Repeat audit(every 3 years)
Granting of certifaction
ReportCorrectionsVo
lunt
ray
but t
o re
omm
end
Registration
Certification audit
Granting of certification
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Common Assessment Framework
LeadershipLeadership
Human Resources
Management
Human Resources
Management
Strategy and
Planning
Strategy and
Planning
Partnerships and
Resources
Partnerships and
Resources
Process and Change
Management
Process and Change
Management
People ResultsPeople Results
Customer / Citizen-oriented Results
Customer / Citizen-oriented Results
Society ResultsSociety Results
KeyPerformance Results
KeyPerformance Results
ENABLERSENABLERS RESULTSRESULTS
INNOVATION AND LEARNINGINNOVATION AND LEARNING
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CAF - Objectives
– To introduce Quality Management
– To work as a self assessment structure
– To act as a bridge between different models
– To insert some indicators that allow the comparison of results
– To allow benchmarking between organizations in EU
– To be available , free of charge
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Self-Assessment Cycle
SELF-ASSESSMENT
IMPROVED RESULTSIMPLEMENTINGIMPROVEMENT
ACTIONS
STRENGTHS &AREAS FOR IMPROVEMENT
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Criterion 4: Partnerships and Resources
How the organisation plans and manages its partnerships and internal resources in order to
support its policy and strategy and the effective operation of its processes.
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Criterion 4: Partnerships and Resources
• SubCriterion – 4.1. Develops and implements key partnership relations– 4.2. Develops and implements partnerships with the
customers/citizens– 4.3. Manages knowledge– 4.4. Manages finances– 4.5. Manages technology– 4.6. Manages buildings and assets
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SCORE - Enablers Panel
0 No evidence or only anecdotal evidence of an approach.
1 An approach is planned P (plan).
2 An approach is planned and implemented D (do).
3 An approach is planned, implemented and reviewed C (check).
4An approach is planned, implemented and reviewed on the basis of benchmarking data and adjusted accordingly A (act).
5An approach is planned, implemented, reviewed on the basis of benchmarking data, adjusted and fully integrated into the organisation.
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Organize the Process of Assessment
1. Gain Commitment of
the senior
management
2. Appoint a CAFproject leader
3. Establish the assessment
group
4. Inform the team about what/how is
to be done
5. Communicate CAF self-assessment process
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Undertake consensus– In the process of arriving at consensus, a four-step method
may be used:1. Presenting the range of individual scores under each sub-
criterion, as well as the statistical mean of the individual assessments.
2. Identifying the significant points of consensus and difference.
3. Discussing the background to any significant cases of difference.
4. Attempting to reach consensus, possibly on the basis of a second assessment-round for selected criteria.
The assessment process
Undertake individual assessment
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Use The ResultsUse The Results
•Prioritise improvements
•Develop and implement an improvement plan
•Monitor progress and repeat the assessment
Share experience and bench learning