MAKANA MUNICIPALITY

Total Quality Management System ISO 9000: 2000

DR PRAVINE NAIDOO
B.Proc.(UDW) MBA (Netherlands) DBA (KwaZulu-Natal) Attorney of the High Court of South Africa

Municipal Manager
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Municipality Profile
(www.makana.gov.za)

Location of Municipality : Eastern Cape Province

120 km from Port Elizabeth on the west 180 km from East London on the east Home of National Arts Festival Seat of Rhodes University

Amalgamation of Administrations: December 1999

Grahamstown Alicedale Salem Riebeeck East Seven Fountains Fort Brown

Total Quality Management System Initiation and Decision to Implement

QMS was initiated by the Municipal Manager in 2002; Decision to implement QMS was taken on 1 July 2002 by the Council.

REASONS FOR IMPLEMENTING ISO 9000

To ensure that the Municipality executes its service delivery mandate on sound leadership and management principles; To provide assurance to all our stakeholders, ie. Residents, business, government, suppliers and investors that the Municipality is committed to quality service delivery and international benchmarks.
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Total Quality Management System

First step: Management developed Quality Policy which adopted ISO 9001:2000 quality Standard as its framework for implementation; Second Step: Management Appointed Quality Management Representative to facilitate the implementation in 2002;
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Total Quality Management System

Appointed Consultant to assess Municipalitys readiness for certification; Action plan was developed and implemented;

Total Quality Management System

Appointment of Certification Body

SABS was appointed and application

was done;

Development of Scope of Certification.

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Total Quality Management System

Scope of Certification Certification to ISO 9001:2000 QMS applies to the provision of Community and Social Services as related to Corporate and Financial Services

The QMS Cover the following provision of

COMMUNITY AND SOCIAL SERVICES
Library Services : Four delivery outlets; Environmental Health & Cleansing Services; Primary Health Services : Seven delivery outlets;
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The QMS cover the following:

COMMUNITY AND SOCIAL SERVICES

Traffic and Licensing Services ; Fire and Rescue Services.

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The QMS cover the following:

Corporate Services
Human Resources; Administration; Provision of Information Technology Resources.
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The QMS cover the following:

Financial Management Services including Stores which runs our Purchasing processes (Supply Chain Management) Application for Certification Assessment Result = 52 findings December 2005 All cleared in February 2006

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Corporate Administration Benefits

Assisting Municipality to uphold Bato-Pele (Putting people first) principle; Sensitizing Municipal staff to the importance of meeting clients /citizens requirements; Increased efficiency of service provision.

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Corporate Administration Benefits

Establishment of Quality Objectives

Are formulated with the aim of preventing customer dissatisfaction .Example : Response time of Fire and Rescue Service is measured by time of call received, dispatch time and arrival on site.

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Corporate Opportunities Benefits Infrastructure and work environment

Opportunities for infrastructure development and maintenance are identified during quality internal audit. Opportunities for work environment factors that may affect quality within different services are controlled (Environmental Plan is in place).
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Corporate Benefits: Control of Service delivery

Procedures and work instructions to control and measure characteristics of the service are defined. Management reviews are conducted to review the quality system and to evaluate its effectiveness. Benefit: Major decisions regarding improvement of the organisational QMS processes are taken at these meetings which are at the highest level of the organisation.
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Process Highlights: Human Resources

Before: QMS

Municipality did not have records on the training of its personnel. Municipality now has a data base on training undertaken by its personnel.

After: QMS

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Process highlights: Financial Services Before: QMS

Credit Control section did not have an effective communication with clients/citizens because of the lack of relations with its internal customers eg. meter readers.

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Process highlights: Financial Services After: QMS QMS has enabled credit control personnel to develop an effective pattern of communication and interaction with clients/citizens .
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Process highlights: Library Services

Before: QMS
This department did not have a procedure on monitoring customer property.

After: QMS This department has procedure on exercising care, safeguarding , notifying of customer property that are lost and damaged.Customer property records are now maintained.
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Process highlights: Environmental Health

Before: QMS Procedure for conducting Health Environmental Inspections were not documented . Personnel were expected to understand legislation to do their work. New Inspectors did not have experience to interpret the legislation. A lot of time was wasted training new staff to understand the legislation requirements .
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Process highlights: Environmental Health

After: QMS
Procedures and work instructions are defined and documented in line with legislation and by-laws applicable to Environmental Health Services.

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Process highlights: Primary Health

Before: QMS Primary Health did not monitor and measure devices needed to provide evidence of conformity of service. After: QMS Primary Health has a procedure on calibration of its measuring devices which specify interval for calibration . Eg., Baby Scale.
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Process highlights: Traffic and Licensing

Before: QMS
95% of the work conducted by this department is legislated and regulated. Responsibilities and authority were not documented.

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Process highlights: Traffic and Licensing

After: QMS
Responsibilities and authority are defined in work procedures and these procedures are documented in line with legislation and regulations requirements

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Process highlights: Fire and Rescue Services

Before: QMS

Disaster Management is one of the responsibilities of this department . This department has a disaster management plan which talks to management and councillors, not to service delivery staff.

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Process highlights: Fire and Rescue Services

After: QMS

Work instructions has been developed for staff to follow when responding to disasters.

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Challenges

Document control in service delivery processes realization. Managing non-conformity and corrective actions in service delivery processing. Measurements and analysis of performance of process conformity. Measuring and quality control of quality characteristics of service. Measuring and analysis of customer feedback.
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Total Quality Management System

Bottom line results: Municipality has seen improvement in efficiency and effectiveness in the delivery of services during the short period of implementation of ISO 9000 QMS. As we institutionalize a quality culture, more measurable benefits will be obtained. Benefits are intangible (not profit-orientated); More efficient and effective service delivery. THE QUEST FOR QUALITY & EXCELLENCE IS A JOURNEY AND NOT A DESTINATION !!!

THANK YOU.

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