Topic 01 - Concept of Q (New)

McGraw-Hill/Irwin 2008 The McGraw-Hill Companies, Inc. All rights reserved.
1.0 Concept of Quality

LEARNING OBJECTIVES:

After studying this chapter, you should be able to:

1. explain the concept of Quality and Total Quality ;
2. understand the concept of Quality in the Islamic
perspective ;
3. differentiate between the modern and traditional views
on Quality ;
4. identify the key elements of Total Quality (TQ) ; and
5. understand the historical development of TQ in the
public sector.
1.0 Concept of Quality
Slide 1-3
1.1 Definition of Quality
Quality has been defined differently by different
people :

1. Performance to the standard expected by the
customer. (Fred Smith , CEO of Federal Express)

2. Doing the right thing right the first time, always
striving for improvement, and always satisfying
the customer. (US Dept. of Defense (DOD)).

(Goetsch & Davis, 2006)

Slide 1-4
3. Quality is determined by the product users,
clients or customers, not by society in general. It
is not the same as 'expensive' or 'high quality'.
Low priced products can be considered as
having high quality if the product users
determine them as such.

(http://en.wikipedia.org/wiki/Quality_assurance)

Slide 1-5
4. Similarities among the definitions are :

a. Quality involves meeting or exceeding customer
expectations.

b. Quality applies to products, services, people,
processes, and environments.

c. Quality is an-ever changing state (ie. What is
considered quality today may not be good enough to
be considered quality tomorrow)

Slide 1-6

5. From the elements above Quality can be set forth
as :

A dynamic state associated with products,
services, people and environments that meets /
exceeds customers expectations.

Slide 1-7
Quality involves meeting or exceeding customer
expectations.
Quality applies to products, services, people,
processes, and environments.
Quality is an-ever changing state (ie. What is
considered quality today may not be good
enough to be considered quality tomorrow).
Quality is determined by product/service users.
Doing the right thing from the first time.
Quality always strives for improvement
(continuous improvement).

1.2 Summary of the Definitions of
Quality
Slide 1-8
Any planned and systematic activity directed
towards providing consumers with products (goods
and services) of appropriate quality, along with
confidence that products meet consumers
requirements.
(Evans & Lindsay, 2008)
1.2 Definition of Quality Assurance
Slide 1-9
The systematic monitoring and evaluation of the
various aspects of a project, service or facility to
maximize the probability that minimum standards of
quality are being attained by the production process.

2 principles included in QA are:
a. "Fit for purpose" - the product should be suitable
for the intended purpose.

b. "Right first time" - mistakes should be eliminated.

(http://en.wikipedia.org/wiki/Quality_assurance)

1.2 Definition of Quality Assurance
Slide 1-10
Quality Control consists of THREE (3)
processes /steps in ensuring the quality of the
products is maintained :

assess /evaluate actual quality performance.
compare actual performance with performance
goals.
take immediate steps to resolve differences
between planned performance and actual
performance.

1.3 Definition of Quality Control
Slide 1-11
The difference between QA and QC is :

QA attempts to improve and stabilize production,
and associated processes, to avoid, or at least
minimize, issues that led to the defects in the first
place.

QC emphasizes testing of products to uncover
defects, and reporting to management who make
the decision to allow or deny the release,

Slide 1-12
TQ is an approach to doing business that attempts to
maximize the competitiveness of an organization
through the continual improvement of the quality of
its products, sevices, people, proceses, and
environments.

The unyielding and continually improving effort by
everyone in an organisation to understand, meet and
exceed the expectations of customers.
(P & G; quoted by Evans and Lindsay, 2008)
1.4 Definition of Total Quality
Slide 1-13

TQ consists of continuous improvement activities
involving everyone in the organization managers
and workers in a totally integrated effort toward
improving performance at every level.

Dept of Defense (DOD), US

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Slide 1-14
The TOTAL in TQ indicates a concern for Quality in
the broadest sense what has come to be known as
the Big Q.

Big Q refers to quality of products, services,
people, processes and environments.

Correspondingly, Little Q refers to a narrower
concern that focuses on the quality of one of these
elements or individual quality criteria within an
individual element satisfaction.

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Slide 1-15
1.5 Islamic Perspective of Quality
Slide 1-16
In inculcating the right habit, a character development is
necessary because character is the state of the soul which
initiates all physical actions. A good character will produce
virtuous actions while a bad character will produce vices.
Thus programme for the improvement of the work ethics,
corporate culture, and the like, which obviously has direct
relationships with values, attitudes of the employees etc are
important. What is most important is the proper development
of the soul which has direct concern with feelings, passion,
attitude, likes and dislikes, dedication, commitment, love, hate,
anger patience, etc..

(Syed Othman, Syed Omar, Nik Mustapha and Aidit, 1998).
Slide 1-17
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Quality starts with a good character. Islamic approach to build a good character is
basically TWO-FOLD :

1. Obligatory Duties

2. Supererogatory Acts

(Syed Othman, Syed Omar, Nik Mustapha and Aidit, 1998)
The duties to perform the 5 pillars of Islam (Syahadah, 5 Daily Solat,
Fasting during ramadhan, Religious Tax/Zakat and Performing Hajj)
The duties need to be religiously and sincerely performed.
Since these duties are incumbent on every individual muslim, it implies
that Islam has provided the sufficient basics for every Muslim to be of a
noble character.
Additional acts beyong obligatory requirements which are strongly
encouraged to further purify the soul from all vices and beautify it with virtues.
Devotional acts which can be performed in accordance with the practices
of The Holy Prophet (PBUH).
Slide 1-18
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The Islamic teachings also provide several practices which can specifically be
applied to the improvement of quality and productivity.

1. Every action (good deed) should be accompanied by clear intention
(objective).

2. Islam demands its adherents to do more than what is minimally required. A
Quranic verse enjoins thus : Verily God demands that you establish justice
and be efficient and proficient.

3. Islam demands that all its adherents should take His Messenger Muhammad
(PBUH) as his role model.

4. A Muslim is encouraged to undertake all tasks skillfully and diligently.

5. A Muslim is enjoined to strive towards excellence all the time.

Slide 1-19
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6. A Muslim is enjoined to frequently (daily at least) evaluate or do self
assessment (muhasabah) his good and bad deeds (if any).
The Commander of the Faithful, 'Umar bin al-Khattab says: "Criticize and appraise
yourselves before you are criticized and appraised on the Day of Judgment, and
weigh out your deeds, before they are weighed out for you.

7. God-consciousness (Taqwa) is the core of taqwa because it is acknowledging,
feeling, and realizing Gods presence at all times, and knowing that He is looking
after you and knows what you are doing and even what your soul whispers to you.

8. Being humble. Most people does not realise the power of 'humbleness'. Don't they
know being humble, you will have more friends? Don't they know that being humble
will make you want to improve yourself more? What is exactly the power of
arrogance?
Slide 1-20
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9. The change for the better must start from within.
..Indeed, Allah will not change the condition of a people until they change
what is in themselves (Surah Al-Rad 13:11)

10. Ignoring things that are not concern us (according to Islam). Sometimes we as
human tend to get worried in every small matter eventhough it does not concern
us. This will hinder ones from performing excellence.

A sign of ones excellence in his Islam, is ignoring what does not concern him.
(Hadith Narrated by Ahmad, Malik & At-Tirmithi)

11. Constantly seek for forgiveness (Taubah) - If a normal person commits a sin, by
his words, by deeds or even by feelings he will naturally feel deep inside him that
he did something wrong. This realisation makes him feel the need to repent and
seek forgiveness for his mistake and to repair the damage done or compensate for
the error.

Slide 1-21
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In Islamic perspective, quality is a total concept in
which :

1. It covers on the relationship among human and between
human and Allah SWT. ie. quality of ibadah relates to the
improvement in human relations and the universe.

2. It begins with proficiency and efficiency (quality of insan) ---
slavery and caliph value --- harmoniously integrated ---
concept of mujahadah.

3. It combines sincerity (ikhlas) and excellence , knowledgeable
and conscientiousness/high commitment (itqan) --- positive
quality in Islam.
Slide 1-22
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In Islamic perspective, quality is a total concept in
which :

4. It is important to the Islam market factor

- 1997 --- 1.13 million muslims around the world and it keeps on
growing at 2.9% annually.
- 2009 - There are about 1.57 billion Muslims in the world, according to
the report, "Mapping the Global Muslim Population," by the Pew Forum
on Religion & Public Life. That represents about 23 percent of the total
global population of 6.8 billion.
- 2010 - Proceedings of the 8th Hawaii International Conference on Arts
and Humanities, Honolulu, Hawaii, January 2010 by Houssain Kettani
- Muslims constitute 24% of the world population, or 1.65 billion
people. This is expected to increase by over one percentage point
each decade, reaching one out of four by 2020 and one out of three
by 2075.
Slide 1-23
1.5 Islamic Perspestive of Quality
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5. It is an inherent ethics of Islam
- Best practice of conduct since 14 centuries ago.
- Principles of government & management, and the
conduct of business relationships; Al-Quran and
As-Sunah.
- Flourished throughout history, e.g. the Muslim
nation under the Prophet (PBUH) companions
(Abu Bakar, Umar), the Persian empire, etc.

6. It is an Islamic management culture.
- Al-Quran and As-Sunnah as guidelines on good
conduct of human affairs in Islam; progressiveness,
fairness and ethicality.

Slide 1-24
1.5 Islamic Perspestive of Quality
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7. It is shortcomings of other management standards

- Modern QIS (Quality Inspection Services) focuses
only on material and physical aspects.
- Organizations are treated as separate entity and
not even close to the society.
- NO emphasis on morality, attitude, values and
beliefs.
- E.g. ISO 9000:2008 is silent on ethical practice.
Slide 1-25
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Islamic Quality Management Standard :

The standard is based on the Islamic-Based Quality
Organisational Management System 313 (IQOMS 313).

1. Generic management standard for business organisations ---
to seek excellence in their corporate culture and maximum
profitability.

2. The corporate culture of excellence is communicated to all
stakeholders --- internally and externally.

3. Inculcate positive work attitudes, govern the organisational
activities at all level, and enhance the work process.
Slide 1-26
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Halal Food Assurance System (HAFAS) :

1. A set of standards of halal food production for
organisations.

2. Focuses on the system of an organisation to ensure
that the organisation produces halal food.

3. Setting / establish halal benchmarks for its system to
ensure that the whole chain of its production
processes meets of halal criteria -final product will be
halal.

Slide 1-27
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Continue.Halal Food Assurance System (HAFAS) :

4. Any Halal meat are foods that are allowed under Islamic
dietary guidelines or permitted for consumption. Halal
foods are the nature way of life as good, wholesome,
pure, safe, clean, nourishing and healthy to consume.

5. Halal food can be eaten by non Muslims.

6. Muslims only eat halal food.

7. You can also refer to :
http://ehalal.org/has.html
Slide 1-28
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SIMILARITIES

1. Being positive on customer feedback.

2. Encourages teamworking.

3. Foster positive work attitude.

4. Set systematic/organized procedures and standards.

1.6 Quality in the Generic vs
Islamic Perspective
Slide 1-29
Islamic Perspective
NO. GENERIC ISLAMIC
1. Focuses on
material and
physical aspect
facilities,
appearance of the
output (goods)
Focuses on quality of insan/process -
slavery and caliph value- harmoniously
integrated concept of mujahadah and
concept of muhasabah, purified/clean
soul eg. Prosessing /slaughtering beef
in halal way.
2. Organization and
Society being
treated as separate
entity and not even
close. They are
treated as provider
and customer
respectively.
Organization and Society being
treated the same as servant of Allah.
This is based on the concept of
relationship among humans
(Habluminnannas) and between human
and Allah (Hablumminallah). Quality of
ibadah relates to the improvement of
human relations in the universe.
Continue
Slide 1-30
Islamic Perspective
NO. GENERIC ISLAMIC
3. Not a Total Concept
Not emphasize on Internal
affairs - morality, attitude,
values and beliefs eg.
ISO 9000 is silent on
ethical practice.
Total Concept - Emphasizes on
internal affairs Intention, soul,
morality, attitude, values and
beliefs, fairness. This good
conduct is guided by and
emphasized in The Holy Al-Quran
and As-Sunnah.

4. Reference Model/
Philosopher - Q gurus
and scholars from The
East and West ; Demings,
Juran, Crosby, Ishikawa,
Parasuraman, Berry,
Zeithaml etc
Reference Model/Philosopher -
The Prophet Muhammad (PBUH)
and His Companions ; Caliph Abu
Bakar As-Siddiq (RA), Caliph
Umar Al Khattab (RA), Caliph
Othman Affan (RA), Caliph Ali Abi
Talib (RA) etc
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Slide 1-31
1.6 TQ views vs Traditional Views
of Quality
1. Productivity (quantity) vs. Quality
2. How quality is defined
3. How quality is measured
4. How quality is achieved
5. Attitude toward defects
6. Quality as a function
7. Responsibility for quality
8. Supplier relationships
Slide 1-32
of Quality
1. Productivity (quantity) vs. Quality
TRAD VIEWS TQ VIEWS
Productivity and quality are
always in conflict. Organizations
cannot have both. They either
have more production (quantity)
with low quality or high quality
with low production (quantity).
Lasting productivity gains are
made only as a result of quality
improvements. This means if
organizations are able to improve
the quality of their product, they
will be able to produce more
because consumers will
continuously buy their product.

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Slide 1-33
of Quality
2. How quality is defined
TRAD VIEWS TQ VIEWS
Quality is defined solely as
meeting customer
specifications and mostly
defined by the management.

For example, A company
produces a car with basic
features.
Quality as defined as satisfying
customers by meeting and
exceeding their expectations
and defined by the customers.

For example a company
produces a car with additional
features of bells and whistles

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Slide 1-34
of Quality
3. How quality is measured
TRAD VIEWS TQ VIEWS
Quality is measured just by
establishing an acceptable
level of nonconformance and
measuring against that
benchmark.
Quality is measured using
scientific approach by
establishing high-performance
benchmarks, monitoring the
performance and continually
improving performance for
customer satisfaction.

Continue
Slide 1-35
of Quality
4. How quality is achieved
TRAD VIEWS TQ VIEWS
Quality is inspected into the
product. Quality is enough when
the product has achieved the
required quality.
Eg. Customer s expectation was
not the mainfocus.
Quality is determined by the
product and process design
through inspection made using
some appropriate and effective
control techniques.
Eg. customer feedback with high
satisfaction, less defect

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Slide 1-36
of Quality
5. Attitude toward defects
TRAD VIEWS TQ VIEWS
Defect is an expected part of
producing a product. Measuring
defects per hundred is an
acceptable standard. It means
defects are still acceptable and
are expected at least one in
every one hundred of products.
Defects are to be prevented
using effective control systems
and are measured in defects per
million (six sigma). Defects are
unacceptable and should be
prevented. The number of
defects expected is minimal and
the most allowed is just one
defect in every one million of
products. (DPMO or defect per
million opportunities)

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Slide 1-37
of Quality
6. Quality as a function
TRAD VIEWS TQ VIEWS
Quality is a separate function.
As explained before in US history
of quality, there was a separate
quality department responsible to
in-charge of quality in the
organization. Quality was merely
the responsibility of inspectors.
Quality is fully integrated
throughout the organization.
Quality focuses on integrated
system approach where any
problem about quality is the
responsibility of everybody in the
organization.

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Slide 1-38
of Quality
7. Responsibility for quality
TRAD VIEWS TQ VIEWS
Employees are responsible and
blamed for poor quality.

Quality officer or department is
responsible for quality
movement of the organization.

Evidence:
During the craftsmanship, only the
craftsman was held responsible for
the product faulty.

Managers (besides others) are
also held responsible for any
fault or anything about quality.

Everybody is responsible for
quality movement of the
organization.

Evidence:
At least 85% of quality problems
are managements fault
(Goetsch, 2010)
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Slide 1-39
of Quality
8. Supplier relationships
TRAD VIEWS TQ VIEWS
Supplier relationships are short
term and cost oriented. The
organization selected a supplier
merely because of its low price of
product.
Supplier relationships are long
term and quality oriented. The
organization selects supplier not
only on the basis of price, but
also quality. Once selected the
organization and the supplier will
work together to ensure a good
long-term relationship.

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Slide 1-40
1. Strategically based
- have comprehensive strategic plan.
- aim to provide sustainable competitive advantage.

2. Customer focus
- internally --- quality of people, processes and environments
associated with products and services.
- externally --- quality of products and services delivered.

3. Obsession with quality
- become obsessed with meeting / exceeding customers
expectations.

1.7 Key Elements of Total Quality
Slide 1-41
4. Scientific approach
- using hard data to establish benchmarks, monitoring
performance and making improvements.

5. Long-term commitment
- necessary to ensure the total quality is successfully
developed in an organization.

6. Teamwork
- uniting all departments within an organization on quality
improvement and turn the internal competition into
external competitiveness.

7. Continual Process Improvement
- a fundamental goal in a total quality setting.
- necessary for continually improved systems.

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Slide 1-42
8. Education and training
- represents the best way of continuous improvement for the
people.
- know how to work smart.

9. Freedom through control
- as a result of well-planned and well-carried-out controls.
- empowering employees to solve problems within their scope
of control.

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Slide 1-43

10. Unity of purpose
- all employees work toward the common goal.

11. Employment involvement and empowerment

- involvement --- possible to attain good decisions and
promote ownership of decisions.
- empowerment --- giving an opportunity to voice out and make
decision.
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Slide 1-44
1920s - The concept of TQ specifically TQM which is a
continuous process that involves the whole organization and
its customer-driven was introduced.

1950s - later introduced to the corporate managers in
Japan.

1980s - The increasing awareness world-wide on the
importance of quality. These changes have directly affected
the views and attitudes of managers in the both, public and
private sectors on quality management.

1980s - TQ is regarded as one of the important thrusts
during public sector reformation.

1.8 Historical Development
of TQ in the Public Sector
Slide 1-45
Public sector focuses on delivering services.

Service is defined as any primary or complementary activity
that does not directly produce a physical product that is, the
non-goods part of the transaction between buyer (customer)
and seller (provider).
(Evans & Lindsay, 2008).

The Malaysian governments effort taken to improve the
quality of the whole public service system are; sponsoring
training, seminars and workshops on quality and also
publishing guidelines, circulars and manuals on quality
management.

Continue
Slide 1-46
1992 - The Malaysian Government through the Development
Administration Circular No.1 of 1992 ; Guide On Total
Quality Management In The Public Service, implemented
Total Quality Management (TQM) in the public sector, with
5 basic concepts:

a. Meeting customers requirement.
b. Maintain through prevention.
c. Standard of performance is zero-defect.
d. Cost of quality is non-conformance of standards.
e. Whole work is a process.

Continue
Slide 1-47
MAMPU (Malaysian Administrative Modernisation and
Management Planning Unit), a government body implementing
the functions of administrative modernisation and human
resources planning, has put in efforts to introduce several reforms
through programmes, series of circular, guidelines and directive
letters to achieve the national objective of institutionalizing a
quality culture which facilitates the implementation of TQM in
Malaysia.

www.mampu.gov.my

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Slide 1-48
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PROFILE of MAMPU (www.mampu.gov.my)

MAMPU was established based on a study on Development
Administrative in Malaysia conducted by Prof. John D. Montgomery
and Milton J.Esman. The report acknowledged the need to upgrade
professionalism of all civil servants through educational and training
programmes. This leads to the formation of the Development
Administrative Unit (DAU) in 1966. DAU was tasked with the
responsibility of spearheading reforms in the Government
administration.

Slide 1-49
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PROFILE of MAMPU (www.mampu.gov.my)

Development Administration Unit (DAU) was later expanded and
renamed Implementation Coordination Development Administrative
Unit (ICDAU), responsible for coordinating development projects as
well as planning and development of human resources. To cope with
the rapid and dynamic development of the Civil Service, ICDAU was
restructured in 1977.

In 1986, the role of human resource planning was handed over to
other agencies so that MAMPU can focus on Public
Sector administrative modernization and management consultation.
Since then MAMPU was known as the Malaysian Administrative
Modernisation and Management Planning Unit (MAMPU).
Slide 1-50
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Vision of MAMPU

Leader In Driving Public Service Modernisation Towards Distinction By 2015

Mision of MAMPU

Spearheading public sector transformation to improve the well-being of the
people and to strengthen national competitiveness through innovative and
strategic enhancement of organisational management and ICT.

Moto

Together We Transform

Slide 1-51
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Roles of MAMPU

As the central agency for the modernization of Public Service administration
and transformation of the delivery system, MAMPU carries out four (4) main
roles:

1. Catalyst and Change Agent in the Administration and Management of
the Public Service. To introduce and promote new initiatives in the
administration and management of the Public Service, as well as evaluate
and award government agencies for their performance in the public service
delivery system of the country, towards achieving an efficient, effective and
responsive civil service.

2. Planner and Leader in the Development of Communication and
Information Technology (ICT) in the Public Sector. To plan, device,
coordinate and assess the implementation of ICT development in the
Public Sector towards strengthening the service delivery of the
government.
Slide 1-52
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3. Consultant in the Areas of Organizational Management of
Communication and Information Technology (ICT) for the Public
Sector. To provide consultation services to ensure the structure, system,
work procedures and implementation of ICT development are in line with
efforts to improve the government's delivery system.

4. Facilitator in Modernization Programme and Transformation of the
Public Service Delivery System. To synergise knowledge, expertise and
resources (from public, private and NGOs) towards enhancing the
modernisation and transformation of the Public Sector.

http://www.mampu.gov.my/web/en/mampu-profile

Roles of MAMPU
Slide 1-53
Quality initiatives by the Malaysian
Government through programmes :

a. Public Sector Quality Awards
b. Key Performance Indicators (KPI)
c. Manual Work Procedure and Desk File
d. Kumpulan Inovatif dan Kreatif
e. MS ISO 9001:2008
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Slide 1-54
Quality Initiatives / guidelines by the Malaysian Government
through the Development Administration Circulars :

1. No.2 of 1991 The Management of Meetings and
Government Committees.

2. No.4 of 1991 - Strategies for Quality Improvement in The
Public Service.

3. No.5 of 1991 - Guidelines On The Scheduling System (SIAP).

4. No.6 of 1991 - Guidelines on Productivity Improvement in the
Public Service.

5. No.8 of 1991 - Guidelines on the Manual of Work Procedures
and Desk File.

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Slide 1-55

6. No.9 of 1991 - Guidelines on The Implementation Of The
Malaysia Incorporated Policy.

7. No.11 of 1991 - Guide on Procedure For Usage Of
Work Action Form.

8. No.1 of 1992 - Guide on Total Quality Management In The
Public Service.

9. No.2 of 1992 - Guidelines on Planning And Preparation Of
Development Projects.

10. No.3 of 1992 - Manual on Micro Accounting System (SPM).

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Slide 1-56

11. No.1 of 1993 - Guidelines on Morning Prayers.

12. No.1 of 1995 - Use of Information In Application Forms
And Specific Criteria In Decision Making.

13. No.1 of 1997 - Guidelines For The Establishment Of
The National Infrastructure For Land Information System
(Nalis).

14. No. 1 of 1999 - Guidelines on Implementation Of
Benchmarking In The Civil Service.

15. No.1 of 2001 - Guidelines on Implementation Of Law
Enforcement Monitoring System At The District
Administrative Level.
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Slide 1-57

16. No.2 of 2002 - Guideline on Award For Excellent Service
of Civil Service Staff Members.

17. No.1 of 2002 - Guidelines on The Review Of The Work
Procedures And Processes In Government Agencies.

18. No.1 of 2003 Guideline on Procedural Use of Internet
and Electronic Mail at Government Agencies.

19. No.2 of 2005 Guidelines on Establishing KPI And
Implementing Performance Assessment At Government
Agency.

20. No.1 of 2006 - Public Service Innovation Award.
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Slide 1-58

21. No.1 of 2007 Implementation of Standard Accounting
System For Government Agencies (SAGA).

22. No.3 of 2008 Penambahbaik Sistem Penyampaian
Perkhidmatan Kerajaan Menerusi Perkhidmatan Pesanan
Ringkas (SMS).

23. No.2 of 2008 Menambahbaik Penyampaian Perkhidmatan
Menerusi Kios di Agensi-agensi Kerajaan.

24. No.1 of 2008 Guidelines on Customer Relationship
Management.

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Slide 1-59

25. 2009 Kumpulan Kreatif dan Inovatif (KIK) replacing
Kumpulan Meningkat Mutu Kerja (KMK) issued in 1991.

26. 2009 MS ISO 9001:2008 in the Public Sector
replacing the guidelines of MS ISO 9001:2000 issued in
1996.

27. No.1 of 2009 Proses Pengurusan Aduan Awam replacing
Managing Public Complaints issued in no.4 of 1992.
.

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Slide 1-60
Quality initiatives through the Development
Administration Circular Letter :

No. 1 of 2002 - Enhancing The Effectiveness Of Management
Of Public Complaints.

Quality initiatives through the General Circular Letters :

1. No. 11 of 1981 - Punch Card System in Government
Offices.
2. No. 14 of 1982 - Pelaksanaan Pelan Pejabat
Terbuka.
3. No. 8 of 1983 - Pemakaian Tanda Nama.

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Slide 1-61
After the shift from traditional to Total Quality
approach in the public sector, numerous books
and papers written on service quality by
scholars such as :

a. A. Parasuraman
b. Christian Gronroos
c. Valerie A. Zeithaml
d. Leornard L. Berry

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Slide 1-62
A Parasuraman and his co authors (1990)
said ;

As for service quality, TQM demands a commitment
from the service provider, not only to offer literally
lip-service but the follow-up action that constitutes a
continuous process for monitoring customers
perceptions of service quality, identifying the
causes of service quality shortfalls; and taking
appropriate action to improve the quality of service.

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Slide 1-63
In America, Total Quality in the public sector are
implemented at two levels of administration :

1. Federal
Involved several programmes such as quality circle programme
established by Federal Q Institute, etc..
Recognize through awards such as Presidents Quality Awards
:
http://www.opm.gov/pqa/

2. State and Local
Initiate own quality programmes and processes,eg.
Masachussets Quality Improvement Circle.
State Quality Award Programmes.

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Slide 1-64
The Presidential Award for Management Excellence The Presidents
Quality Award (PQA) :

It is the highest award given to Executive Branch agencies for management
excellence. The award was established in 1988 to recognize excellence in
quality and productivity, applying to the public sector similar criteria used for
the Malcolm Baldridge National Quality Improvement Awards (details in
topic 7)

In 2002, the PQA was redesigned to recognize Federal agencies that best
achieve the objectives of the Presidents Management Agenda (PMA).

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Slide 1-65
There are three award categories:

1. Overall Management - For agency performance in integrating their
management systems under the five Governmentwide Management
Initiatives.

2. Agencywide Performance in the Governmentwide Management
Initiative - For agency performance in one of the five Governmentwide
Management Initiatives.

3. Innovative and Exemplary Practices - For a specific practice, falling
under one of the five Governmentwide Management Initiatives, that is
innovative and exemplary.

From its inception, the Office of Personnel Management has been honored
to administer the Presidential Award for Management Excellence.

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McGraw-Hill/Irwin 2008 The McGraw-Hill Companies, Inc. All rights reserved.
End of Topic 1.0
Slide 1-67

Wahai sekalian manusia! Beribadatlah
kepada Tuhan kamu yang telah
menciptakan kamu dan orang yang
terdahulu daripada kamu, supaya kamu
(menjadi orang yang) bertaqwa.

(Surah Al Baqarah 2: 21)

Topic 01 - Concept of Q (New)

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1.0 Concept of Quality

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