facilitating workshop on quality assurance program for mbfi - sw2
TRANSCRIPT
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Mabuhay!
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Thank you AGAINfor the
honor and privilege trust and confidence
to be your facilitator
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Quality Assurance Program for
Metrobank Foundation, Inc.
Reynaldo O. Joson, MD, MHA2001
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Seminar-Workshops Leading to Institutionalization of QAP in MBFI
1st
S-W2nd
S-W3rd
S-W4th
S-W5th
S-W
OBJ 1-4 5-6 5-6 6-7 6-7
Sched May June July Sept Nov
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LESSON PLAN ON QAP
NEED FOR THIS SEMINAR-WORKSHOP
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1st S -Workshop - MBFI QAP
Review
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1st Session - MBFI-QAPMay 4, 2001; 2-6 pm
• Agree on the learning objectives, learning activities and timetable on the seminar-workshop on MBFI Quality Assurance Program
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Outline of the Training Program Leading to Institutionalization of
QAP in MBFI
HABITCULTURE OF DOING THINGS
PERMANENCEUNCONSCIOUS COMPETENCE
“KAGAWIANG TRABAHO”
7 LEARNING OBJECTIVES
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Seminar-Workshops Leading to Institutionalization of QAP in MBFI
1st
S-W2nd
S-W3rd
S-W4th
S-W5th
S-W
OBJ 1-4 5-6 5-6 6-7 6-7
Sched May June July Sept Nov
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LEARNINGPositive observable change
(for the better or improvement)
in human behavior, disposition, attitude, performance or capability
which persists over a period of time
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1st Session - MBFI-QAPMay 4, 2001; 2-6 pm
• Discuss the concept of quality, quality assurance, and quality management system (QMS).
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LEARNING TESTPositive observable change
(for the better or improvement)
in human behavior, disposition, attitude, performance or capability
which persists over a period of time
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Outline of Training Program(Objectives)
• Concept of–Quality–Quality Assurance –Quality Management System
»In general»In relation to MBFI
1
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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)
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Quality- Definition -
Client or Customer Satisfaction
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Quality- Definition -
Customeror Client
Requirements
Customeror Client
Satisfaction
Input OutputProcess
ProductService
Degree to which a set of inherent characteristics fulfils requirements (ISO 9000)
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Quality Assurance- Definition -
Part of quality management focused on providing confidence that quality requirements will be fulfilled
ISO 9000:2000 (E)
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QualityAssurance- Definition -
Customeror Client
Requirement
Customeror Client
Satisfaction
Input OutputProcess
ProductService
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Quality Management System
activities to satisfy
quality-related
expectations of clients
and stakeholders
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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
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Model of a process-based quality management system
Continual Improvement of Quality Management System
Customers
Requirements
Customers
Satisfaction
Managementresponsibility
ResourceManagement
Measurement, analysis, andimprovement
Productrealization ProductInput Output
Value-adding activities Info Flow
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Concept of Quality, QA, QMSDe Kalidad!
No. 1
May Quality Management System
Garantisadong Quality ang Serbisyo!
Quality Assured!
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1st Session - MBFI-QAPMay 4, 2001; 2-6 pm
• Discuss why MBFI should have QMS.
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1st Session - MBFI-QAPMay 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.
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1st Session - MBFI-QAPMay 4, 2001; 2-6 pm
• Discuss the roles of management and personnel in QMS.
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Outline of Training Program(Objectives)
• Role of –Administration –Personnel
» in QAP
2
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Why go for
Quality ServiceQuality Assurance ProgramQuality Management System
in MBFI?Should we/Should you?
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Why go for Quality Assurance Program?
To Be Competitive!
To Survive!
Why go for ISO 9000 Certification?
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Quality Management System Requirements
1st Requirement:
Management Responsibility
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Management Responsibility Responsibility of management for
developing a quality system
Major responsibilities:
-establish a quality policy
-organize personnel
-verify quality
-review the quality system
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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
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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.
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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
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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
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Responsibility and Authority
Management should designate individual/s
to monitor and report the quality
achieved.
Quality Manager - Quality Assurance Committee - Management
Representative
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Richard Lirio, MHA
Quality Management RepresentativeMBFI
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Responsibility and Authority
Those designated should have access to the
highest levels of management in the
organization.
Quality Manager - Quality Assurance Committee - Management
Representative
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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
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1st Session - MBFI-QAPMay 4, 2001; 2-6 pm
• Review the MBFI vision-mission statement.
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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.
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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.
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1st Session - MBFI-QAPMay 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.
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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
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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
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Outline of Training Program(Objectives)
•Quality Planning
3
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Outline of Training Program(Objectives)
• Quality Planning– Overall– Divisional
3.1
3.2
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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 NeedApproval by Management
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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 NeedApproval by Management
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Outline of Training Program(Objectives)
•Formulation of Quality Policy–Overall–Divisional
4
Approval by
Management
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Outline of Training Program(Objectives)
• Review of present management system and work procedures
5
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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
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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
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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
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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
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Outline of Training Program(Objectives)
•Problem-Solving(Quality Assurance)
6
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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
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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
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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
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Outline of Training Program(Objectives)
•Institutionalization (MBFI QAP)
7
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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
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Outline of Training Program(Objectives)
• Institutionalization (MBFI QAP)
–QUALITY MANUAL
7