national quality vision & reform

7/24/2019 National Quality Vision & Reform

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National Quality Vision & Reform

By Dr. Kamran Moosa

ICQI 2014 - PAKISTAN 2

Part 2

Learning

from others

Part 3

Setting it

Right

Contents

3K. MOOSA

Part 1

Our Global

Standing

4K. MOOSA

Excellence without passion

is a body without spirit ..


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Part

Our Global Standing

Oxford

make changes in (something, especially aninstitution or practice) in order to improve it.

Wikipedia

Reformmeans the improvement oramendment of what is wrong, corrupt,unsatisfactory, etc.

Reform may be at most redressing seriouswrongs without altering the fundamentals ofthe system. Reform seeks to improve thesystem as it stands, never to overthrow it.

K. MOOSA 6

Definition of Reform


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Quality and quality management is no longer only about meetingspecifications and eliminating defects and complaints; it is alsobeing used in building and meeting renewed, better and

competitive national and organizational goals or performancestandards; as well as reforming & changing nations and

organizations with innovative, new or better policies, strategies,practices and processes.

Quality is about setting and meeting competitive targets, goalsand standards of organizations, sectors, clusters and countries;

While Quality Management is a set of processes to make thechange happen

ICQI 2014: National Quality Vision; K. MOOSA 7

Quality Management

Targets of Outcome vs Output

8

Organization

OUTCOME

Quality of

Output

OUTPUT

K. MOOSA


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K. MOOSA 9

KPIs: Key Performance Indicators

Process KPIs

(Leading KPIs)

Education Enrollment %

Education Quality %

Infrastructure, Investment

Corruption %, Crime% (!!!)

Security of peopleLabor Market Efficiency, etc

INPUTS

Product/Service KPIs

(Lagging KPIs)

GDP %

National Income

National Character (Ethos)

Sustainability

Peace

BALANCED SCORECARDTool for making & aligning KPIs with organizational goals

% GDP (an important KPI of a country)

10K. MOOSA


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K. MOOSA 11

% GDP Growth and our Governments

ppp

ML

(MUSHARRAF)

N

pp

p

N

p

pp

ML (ZIA UL HAQ)

ppp

M

L

ML (AYUB KHAN)

N

World University Rankings by

British Quacquarelli Symonds (QS)

K. MOOSA 14

Some Global KPIs Measurement Systems

Global Competitiveness Index byWorld Economic ForumGCI

Human Development Index by UNDPHDI

Corruption Perception Index byTransparency InternationalCPI

QS


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GCI for the last 4 years

-118-124

-133-129

-56-59 -60

-71

-108

-118

-110 -109

-21-25 -24

-20

-140

-120

-100

-80

-60

-40

-20

0

2011 2012 2013 2014

Pakistan

India

Bangladesh

Malaysia

Ref:

Global Competitiveness Index

By World Economic Forum 2014

3 Development stages of nations

16

GlobalCompetitive Index

129 / 144

Stage 1 BasicFactors Driven

134 / 144

Stage 2

Efficiency Driven

101 / 144

Stage 3

Innovation Driven

83 / 1441. Institutions

2. Infrastructure

3. Macro-economic

environment

4. Health & Primary

Education

5. Higher Education &

Training

6. Goods Market

efficiency

7. Labor market efficiency

8. Financial market

development

9. Technological readiness

10.Market size

11. Business

Sophistication

12. Innovation


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K. MOOSA 17

Three levels of Competitiveness

Pakistan

IndiaBangladesh

Nepal

Iran

KuwaitPhilippines

Saudi Arabia

China

Egypt

Indonesia

South AfricaSri Lanka

Thailand

Brazil

Malaysia

OmanTurkey

UAE

Australia

Canada

Denmark

Israel

Italy

Japan

Qatar

SingaporeUK

USA

$2000 $3000 $9000 $17,000 GDP per Capita

TRANSITION

STAGE

TRANSITION

STAGE

134

101

8392

6152

23 2417

0

20

40

60

80

100

120

140

160

Basic Factors Efficiency Factors Innovation Factors

Pakistan

India

Malaysia

K. MOOSA 18

Level-Wise Comparison of Rating


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123119

137129 127

100

132

72

114

30

8188

0

20

40

60

80

100

120

140

160

Pakistan India Malaysia

K. MOOSA 19

GCI Some key Factors

GCI: Education Enrollment132 131

115

78

106

87

60

108

72

0

20

40

60

80

100

120

140

Primary Education

Enrollement

Scondary Education

Enrollment

Tertiary Education

Enrollment



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Education Quality

119

92104

67

94 101 98

49

122

0

20

40

60

80

100120

140


Governance

108

94

123

101 103 101

118127

111119

50

60

93

49 4957

64

88 8894

1726 37

148

14 15

3523

10

Public Trust

in Politicians

Diversion of

Public Funds

Irregular

Payments &

bribes

Favoritism in

official

decisions

Wastefulness

of

government

spending

Efficiency of

Legal

Framework

Transparency

of policy

making

Reliability of

Police

Ethical

behavior of

org'ns

Efficacy of

Corporate

Boards



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Macroeconomic Environment

134120 120

106

121129

18

133

110

55

102

25

1

97

32

Govt Budget

Balance

Gross National

Savings %GDP

Inflation Govt. Debt Country Credit

rating


GCI: Business Sophistication

66

94

58

93

64

88 8774

115

0

20

40

60

80

100

120

140

Pakistan

India

Malaysia


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GCI: Labor Market Efficiency

107 103

49

86 87 87

110

140

0

20

40

60

80

100

120

140

160


1 Inadequate supply of infrastructure 14.3

2 Corruption 13

3 Inefficient government bureaucracy 10.2

4 Policy instability 8.5

5 Access to financing 7.6

6 Government instability 7.3

7 Inadequately educated workforce 6.4

8 Poor work ethic in national labor force 6.3

9 Crime and theft 5.6

10 Tax rate 4.7

11 Inflation 3.7

12 Tax regulation 3.5

13 Insufficient capacity to innovate 3.3

Most Problematic factors

for doing business in Pakistan (Ref: GCI Report 2014)


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2

HDR Report 2014 (UNDP)


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UNDPs HDI (2013)

/ 187

HDI Trend 1980-2010

PakistanBangladesh

India

Iran

Malaysia


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3. Transparency International

63 63 63

50 49

43

29

2017

0

10

20

30

40

50

60

70

80

Police Registry

etc

Land

Services

Customs Utilities Tax

Reveniew

Judiciary Medical

Services

Education

System

India Bangladesh Pakistan Nepal Sri Lanka

K. MOOSA 33

Service-wise Bribe %


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WORLD ASIA UNIVERSITY

480-490 129 NUST

701+ 181 LUMS

701+ 251-300 UET LAHORE

701+ 201-250 UNIVERSITY OF KARACHI

701+ UNIVERSITY OF LAHORE

106 PIEAS

116 Aga Khan University

123 Quaid-e-Azam University

201-250 COMSATS

201-250 University of Punjab

251-300 University of Agriculture


4. QS University RankingTOTAL

800

TOTAL

300

Measuring KPIs are at the heart of any Reform Program;

both at the corporate or national level. Quality Managers

must focus on KPIs to drive for improvement.

We need to monitor our global competitiveness

objectively and use them in our government, education,

media and national policies.

We are at a danger line of competitiveness.

We need Immediate attention and plans for Reformingour government, educational institutions and

organizations

We must learn from others who have gone through

similar crises, chaos and difficult situations

Thus, we must recognize that


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Part 2

Learning from Others

K. MOOSA 37

Turkey

(Singapore)

Malaysia

(South Korea)

K. MOOSA 38

Some benchmarks


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MALAYSIA: National Transformation Program

39K. MOOSA

To create oneness

or unity within a

multi-religious and

multi-cultural

nation ; while

ensuring socialjustice, trust and

cohesiveness

An ambitious 10

years program of

change to transform

the Government

into an efficient and

people-centered

institution.

GTP 1: 2009-2013

GTP 2: 2013-2015

GTP 3: 2015-2020

To transform Malaysia into a

developed nation by 2020;

raising per capita to $15,000.

# NKRAs Headed by

1 Reducing Crime Minister of Home Affairs

2 Fighting Corruption Law Minister

3 Improving Students

Outcomes

Minister of Education

4 Raising living std of low

income household

Minister of Women, Family

and Community

Development

5 Improving Rural

Development

Minister of Rural &

Regional Development

6 Improving Urban Public

Transport

Minister of Transport

7 Addressing Cost of Living Deputy Prime Minister

K. MOOSA 40

7 Key NKRAs (National Key Result Areas)


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K. MOOSA 41

K. MOOSA 42

Example KPIs (Crime)


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K. MOOSA 43

ETP: Economic Transformation Program

12 NKEAs

(National Key Economic

Areas)1. Greater KualaLumpur

2. Oil, Gas and Energy

3. Financial Services

4. Wholesale and Retail

5. Palm Oil and Rubber

6. Tourism

7. Electrical & Electronics

8. Business Services

9. Communications

/Infrastructure

10.Education

11.Agriculture

12.Healthcare

6 SRIs

(Strategic Reform

Initiatives)

1. Competition, Standards

and Liberalization

2. Public Finance Reform

3. Public Service Delivery

4. Narrowing Disparity

5. Reducing Government

Role in Business

6. Human Capital

Development

44K. MOOSA


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K. MOOSA 45

8 Steps National

Transformation Process Surveys and Identification of Key Focus Areas by

Cabinet1. STRATEGIC DIRECTION

Establish in detail what needs to be done withthe stakeholders / experts

2. LABS

Share Lab output with people and seek theirfeedback

3. OPEN DAYS

Establish roadmap and set projects/activitieswith stakeholders

4. ECONOMIC ROADMAP

KPIs are developed, monitored and reviewed onweekly/monthly basis

5. KPIs TARGETS

Resource provision, execution and coordinationof Entry Point Projects

6. IMPLEMENTATION &EXECUTION

Yearly audit by PwC and validation of ETPresults

7. AUDITS & VALIDATION

Sharing results with public8. PUBLIC REPORTING &ACCOUNTABILITY

K. MOOSA 47

PEMANDUOrglStructure


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Reforms in civil service Promoting Creativity, Quality Standards and

certification in Malaysian companies

Improving the quality of national education

Increasing Malaysias trade surplus

K. MOOSA 48

4 Pressure points of PEMANDU

Fiscal Deficit & GNI (US$)

49K. MOOSA


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Private Investment

50K. MOOSA

51K. MOOSA


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K. MOOSA 52

Part 3

Setting it Right !

1980s

1990s

2000s

2010s TQM Growth

TQM Journey in PakistanInspection / Testing

ISO Stds

TQM / TPM

Six Sigma,

SQCC Schools

HECs Self Assessment

Big Industry

Automobile, Defence,

Engg. Textile

Automobile, Telecom

Banks, Software Engineering, Banks,

Telecom universities

53K. MOOSA


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ISO 9000 Maturity

A

D

C

3 6 9 12 18

Time (months)

Acceptable

Satisfactory

Good

Excellent

60%

15%

25%

95

8580

3025 25 25

20

15 10 5

0

1020

30

40

5060

70

80

90

100

ISO9000

SPC

C.Survey

QCC

Benchmarking

Reengineering

Q.Award

Kaizen/5S

QPD

JIT

New

Mgt

Tools

%

TQM Tools Application


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QC

QAQM

56

Strategic Change: From QC to QM

K. MOOSA

Product

Based

Process

Based

Performanc

e

Based

NATIONAL

QUALITYREFORMS

GovernmentQuality

Policies & Programs

KPIs System

Legal Framework

Civil Services Reform

Execution & Projects

Reform Directorate

OrganizationalQuality

Leadership for Quality

KPI System

TQM Programs & Certns

TQM Office

K. MOOSA 58

National Reform Program


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Government

RegulatoryBodies,

Chambers &Associations

OrganizationsCompanies,Universities,

Schools

K. MOOSA 59

3 Connected Gears of

Competitiveness & Quality

Values, Talent& Wealth

Creator

Driver for

Change

Catalysts &

Change

Agents

1. Mobilization: Interest, Intent, & Initiative by the PM / CMs

2. Performance Mgt Office: Talented & Experts based PerformanceManagement Office with liaison officers in other Ministries,Chambers and Regulatory Bodies

3. Driving Force: National Steering Committee (Key Ministers andStakeholders) headed by the PM; monthly monitoring

4. KPIs & Performance Mgt Program: KPIs Development,Accountability, Monitoring, Reporting & Reviews by the SteeringCommittee

5. Civil Services Reform Policy & Program: Law & Regulations onPerformance based civil services, including hiring & development

6. Public Involvement & Say: Voice of Citizens

7. Projects: Prioritization and Focus projects

8. National Promotional Campaigns

9. Reward & Recognition schemes

K. MOOSA 60

1. Government:

Leadership Role for National Quality Movement


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Regulatory

Bodies

SectorAssociations

Chambers

Professional

Bodies

K. MOOSA 61

Catalysts for

Quality Reforms

IEEE, ICAP

QPSP

Karachi

Lahore

APTMA

HEC, PECPMDC

Entire

Professional

Community of

all ages

Industrial &

Business

Clusters

Legal

Framework

City Business

Environment

63

3. Quality Excellence and Reforms at

Organizational level

K. MOOSA

Corporate

or National

Goals of

Quality &

Excellence


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Dimensions of TQM programs

64

TQM

Tools

& Methods

TQM

Cultural

Values

TQM

Models& Frameworks

Customer Focus

Leadership (for Quality)

Vendors RelationsProcess Approach

Systems Approach

Data based Analysis

Problem solving

Continual Improvement

Ethics & Social Norms

Creativity

ISO Certifications

Quality Awards

Business Excellence Models

Accreditation Models

Kaizen

Quality Circles

Statistical Process ControlBalanced Scorecard

Cost of Quality

Business Process Reengineering

Six Sigma

Total Productive Maintenance

5S

Lean Management

TQM

ImplementationProject

Mgt

Project Management

Of TQM Toolsl

Technical Cultural

K. MOOSA

TQM

Development

Deployment

Sustainability(Continuity)

TQM Development, Deployment & Sustainability

65K. MOOSA


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TQM Culturethe ultimate goalSuccessful

TQM Deployment

TQM

Project Management

TQM

Values/Culture

TQM

Frameworks

TQM

Tools

Learning

Processes

Project Mgt

Processes

Leadership

& CulturalProcesses

66K. MOOSA

Success

25%

Failure

75%

67

Challenge: TQM Failure 75%

K. MOOSA


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68K. MOOSA

Lets wakeup before its too late

Quality Managers and CEOs/National Leaders havegreat responsibility on their shoulders.

Focus on Quality is MUST for any Quality Reforms, bothat orgland national levels; followed by proper vision,structure and programs

Lets initiate personal capacities, group synergies and

meaningful dialogues for Quality Reforms at corporateor national level with whatever means we have. Letsmake Quality as our Vision, Mission and tool for mutualsocietal growth, prosperity and harmony.

Its better to light a candle than to curse the darkness(saying).

K. MOOSA 69

Conclusion


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PEMANDU (pemandu.gov.my)

UNDP (http://hdr.undp.org)

Transparency International (http://www.transparency.org/)

QS Top Universities

(http://www.topuniversities.com/university-rankings)


References

Allama IqbalsVision of a Quality Ci

K. MOOSA 71
http://hdr.undp.org/http://www.transparency.org/http://www.transparency.org/http://www.transparency.org/http://hdr.undp.org/http://hdr.undp.org/


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national quality vision & reform

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