TQM Malaysia Pakistan Public Service by Muqeem ul Islam

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TQM is best method to improve service delivery and public service in Pakistan and any country Malaysia has implemented it

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Operational Capacity of Malaysian Public Sector Organizations: Lessons for Pakistan's Public Organizations:

2 Operational Capacity of Malaysian Public Sector Organizations: Lessons for Pakistan's Public Organizations National Institute of Management Presented By : Muqeem ul Islam, NIM

Sequence:

Sequence 3 Currency of the Topic Situational Analysis Why we need Change Comparison: Malaysian versus Pakistan Dr. Mahater’s Gift to Malaysian People Reforms in operational Capacity of Public Sector Organizations Role of Training Institutions in Malaysia Conclusion Recommendation

Currency of the Topic:

Currency of the Topic 4 July 26, 2009

PM censures baboos over public service:

PM censures baboos over public service 5 LAHORE (APP) July 26, 2009 - Prime Minister Syed Yousuf Raza Gilani has said the vision of the government is clear as it wants a prosperous and progressive Pakistan which is at peace with itself and its neighbours. The Prime Minister said there was an urgent need to introduce reforms in the government business processes to get the implementation of policies back on track. The Prime Minister said the role of the civil servants is to give policy inputs and to implement government initiatives. “If good governance is lacking, the system becomes dysfunctional and service delivery becomes a dream,” he added. “The rules will not be allowed to become a hindrance to the process of service delivery and all such laws and rules that are an obstruction to the public service will be weeded out ,” he said

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6 September 30, 2010 Dr Nadeem ul Haq Deputy Chairman Planning Commission

Situational Analysis :

Situational Analysis 7 Inefficiency, Corruption Ineffectiveness Damaged Service delivery system Ailing or Dysfunctional Systems of Public Service Delivery Postal Services? Electricity?

World View about Pakistan:

8 In Corruption : amongst Top In bureaucratic hurdle : amongst Top In Law and Order : Amongst lowest In service delivery mechanism: Amongst weakest etc etc etc Is this our fate? No World View about Pakistan

Claims?:

Claims? 9 we have best & vibrant human resources? Best “Individual” When our Pakistanis go abroad they outperform? Our civil servants are intelligent and smart? We can communicate with the world effectively and efficiently ..Thanks to “English Language” I am very good and love my country but ” System is not Good” We are biggest philanthropist in the world as% of GDP? We are nuclear Power?

Individuals attitude versus System: Diseases Why Systems fail to delivers in Bureaucratic setup? :

Individuals attitude versus System: Diseases Why Systems fail to delivers in Bureaucratic setup? 10 I am boss, you are my subordinate I am “ Aql -e- Kul ” because I am your boss I am Government “ My words are Rules” I serve boss because he writes my ACR ? I need Promotion… Why I serve client?.. I am from “this Cadre “ he is from “ …..-Cadre ” Organizations are serving individuals’ wishes not clients Colonial mind set “ writ of the Government” .. Officer look/ style Rule on” Poor, hungry, unemployed, uneducated masses” LDC/UDC/Clerks/lower staff are considered as subordinates not human being with “ brain” BOSS is important …

Million Dollar Question::

Million Dollar Question: 11 Lack of “ Collective Manifestation to accomplish goals at operational level” which hampers performance of public sector organizations in Pakistan How we can achieve “ Collective manifestation ” ?

Was Malaysia Different?:

12 Was Malaysia Different?

Situation of Organizational operation capacity and Service in Malaysia before 1975:

Situation of Organizational operation capacity and Service in Malaysia before 1975 13 Similar Colonial background Rigid bureaucratic structure Bad governance Ethnic In fights and differences Economy weaker than Pakistan Institutions operational capacity and service delivery was weaker than Pakistan BUT THEY DECIDED TO CHANGE

Change in Malaysia :

? 14 Change in Malaysia From where they Started

Single Goal..Single Target.. Single Mission…:

Better Service Delivery through Improved Operational Capacity of CIVIL SERVICE ORGNISATIONS (NOT INDIVIDUALS….) To seek Collective manifestation 15 Single Goal..Single Target.. Single Mission…

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16 HOW ? They achieved Through Highlighting the problems? NO Through analyzing the solution in isolation? NO Through individual capacity building? NO Through blaming the Circumstances? NO Through changed wearing/walking styles? NO Through adopting “ Snobbish Public Speaking” skills? NO Through Reading History/literature? NO Through teaching Philosophy? NO Through organizing focus-less trainings? Definitely NO

BUT THROUGH ADOPTING AN OPEN SECRET:

BUT THROUGH ADOPTING AN OPEN SECRET 17 Adopting Proven System Approach for Quality Service Delivery …. Choice and Gift of Dr Mahater for Malaysian people …. A flower of thousands color with unlimited aroma .. T otal Q uality M anagement TQM A collective approach to decision making in an organization for Client satisfaction with Bottom up decision making mechanism Using QCC

LOOK EAST …….. What TQM has done so far :

LOOK EAST …….. What TQM has done so far 18 JAPAN’s progress due to TQM …introduced by Dr Deming in 1964 Taiwan progressed through adoption of TQM in public and private sector Singapore used TQM in Public sector. Now it was turn of MALAYSIA to benefit from TQM When Pakistan will ?

Factors of Enhanced Organizational Performance in Malaysian Public Sector:

Factors of Enhanced Organizational Performance in Malaysian Public Sector 19

LOOK …………..:

LOOK ………….. 20 TQM is not a tool to change macro economy but it changes micro economy through increase in productivity , service delivery of individual organizations attacks on root causes of poor governance But have greater impact on MACROECONOMIC INDICATORS of a country within few years

Results of TQM in few years:

Results of TQM in few years 21 Source: IMF data 2009

Results of TQM in few years Composition of Malaysian Economy (share as % of GDP):

Results of TQM in few years Composition of Malaysian Economy (share as % of GDP) 22 Source: IMF data 2009

Change in Operation Capacity of Public Sector Organizations through TQM:

Change in Operation Capacity of Public Sector Organizations through TQM 23 Lower cost Enhanced Customer satisfaction Least response time Better processing and recording system Improved quality of construction work with low cost Enhanced Motivation in lower employee since they are problem solver through Quality Control Circles (QCC)and implementer Top management approves decisions not but not decide hence ownership spread increases Organizational Knowledge base became culture Individual performance evaluations/rewards linked with contribution towards TQM/QCC and improvement/innovation in service delivery.

Total Quality Management Approach Client is my Boss:

Total Quality Management Approach Client is my Boss 24 Customers Customers Value-adding activities Information flow Satisfaction Resource Management Measurement Analysis and Improvement Requirements Management Responsibility Service Realization Inputs Outputs Continual improvement of the management system Source: TQM handbook, 2006

Method of Quality Control Circles to Involve and Solve minor/major issue in Organization:

Method of Quality Control Circles to Involve and Solve minor/major issue in Organization 25 Involve the individuals actually at operation ..make QCC Identification of Problem/Improvement Project using Ishikawa/fish bone diagram/brain storming Explanation of Problem/Improvement Project Use QCC techniques in data collection/analysis using Preto chart, SWOT-EETH/ presentation of the problem/project Implementation of Corrective action Achievement to solve the problem/improvement Standardization of procedures Group Evaluation Presentation

Examples of Improved operational capacity in Public sector in Malaysia:

Examples of Improved operational capacity in Public sector in Malaysia 26 Client’s charter at Road transport Department of Perils Implementation of Public complaints response system at Road transport Department of Perils Overcoming the problem of non-uniformity of tariff code classification and valuation of imports Dag circles Royal customs and exercise department Kedah Reducing the food wastage by the CITARASA circle at INTAN eastern region. Reducing the high maintenance cost of Road signs District engineer office, Public Works Department Kaula Terengganu Overcoming of Maintaining Full water level in irrigation canal in Paula Pinang Source: The Civil Service of Malaysia : Towards Efficiency and Effectiveness by Dato Siraj bin Abdul Hamid, Government Of Malaysia, 1995

Examples of Improved operational capacity in Public sector in Malaysia …..contd:

Examples of Improved operational capacity in Public sector in Malaysia ….. contd 27 Overcoming the recurring problem of erosion at road edges in Public Works Department, District of Jasin , Malaca Overcoming the problem of Raid by Wild Monkeys, Felda Tebu , Perils Overcoming of Problem of Delays in obtaining information on cooperative accounts Department of Cooperative Development. Overcoming the problem of retrieving of Plans from Records at Town and Country Planning Department , Southern Branch , Source: The Civil Service of Malaysia : Towards Efficiency and Effectiveness by Dato Siraj bin Abdul Hamid, Government Of Malaysia, 1995

Examples of Improved operational capacity in Public sector in Malaysia …..contd:

Examples of Improved operational capacity in Public sector in Malaysia ….. contd 28 New Initiative for organization financial sustainability improvement in service delivery in QCC is common phenomena Service recovery: QCC has developed at several places when service delivery organization lost its path. Monitoring of performance of the Agency: QCC proved one of the most efficient internal monitoring mechanism to ensure client’s charter fulfillment . Evaluation and Improvement : QCC proved its self best mechanism for public organizational performance evaluation and improvement through KAIZAN Conferences Source: The Civil Service of Malaysia : Towards Efficiency and Effectiveness by Dato Siraj bin Abdul Hamid, Government Of Malaysia, 1995

TQM & QCC develops organizational knowledge base independent of Who heads the organization:

TQM & QCC develops organizational knowledge base independent of Who heads the organization It is employees driven management not Boss driven It seeks fulfillment of client’s charters not Boss’s wishes It develops collective organizational knowledge base, experience and collective solution which are owned by all the employees collectively 29 The dream of Collective Manifestation comes true

Who was mentor of this change in Malaysia ? :

? 30 Who was mentor of this change in Malaysia ?

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31 INTAN Institute Tadbiran Awam Negara ( INTAN ) (National Institute of Public Administration , Malaysia)

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Training Initiative at INTAN QUALITY AND PRODUCTIVITY MANAGEMENT AND IMPROVEMENT The publication of the ‘ Manual on Quality Management and Improvement in the Public Sector ’; The publication of supplementary manual on productivity and quality; Training Workshop on Quality Management by INTAN; Production of Training Manual on Quality Management and Improvement; Organise talks on Quality Management by INTAN; The production of video tapes on quality and productivity management; The Prime Minister’s Quality Award for the Public Sector; and The establishment of Quality Control Circles (QCC). 32 Source: The Civil Service of Malaysia : Towards Efficiency and Effectiveness by Dato Siraj bin Abdul Hamid, Government Of Malaysia, 1995

Conclusion:

Conclusion 33 Positive Change in public sector delivery system is possible, If the said practices will be implemented Pakistan’s service deliver system and hence is economy can recover within few years TQM/ISO9000/QCC/ICT are well recognized techniques and can be adopted without hesitation To convert Boss oriented organization into Client oriented organization TQM/QCC can effective to capture “ Collective manifestation” Colonial style “ Focus on Writ of the government “ is no longer valid argument. Do not rule over “Poor, uneducated, hungry, diseased, unemployed” fellow citizens . Terrorism is symptom not cause of disease. Focus on service delivery through TQM/QCC is key to national survival and national security.

Conclusions …. (contd):

Conclusions …. (contd) 34 Involvement of lower employees in decision making through TQM/QCC increases monitoring , loyalty , productivity and motivation hence reduce corruption and organizational decay but rather source of innovation and continuous improvement. Training institutes are source of inspiration, driving force of organizational change and overhauling stations for organizational diseases “Command/Dictator” kills the organisational collective wisdom/capacity of collective manifestation for perpetual improvement while TQM lets it flourish hence individuals come & go, but organisations grow, flourish and continue to perform effectively, innovatively and efficiently according to the wishes of clients

Recommendations:

Recommendations 35 TQM/QCC/ISO9000/ICT practices should be implemented in all public sector organizations in true letter and spirit. Half hearted efforts will not work. NSPP should include a full module on TQM/QCC/ISO9000/ICT at policy/tactical /implementation levels in NMC,SMC, MCMC in line with INTAN. This approach had already been included in the concept paper of NSPP which was approved by President of Pakistan in October 2002 at the tome legislation of NSPP . ( Concept Paper was written by Me .ie. Muqeem ul Islam Faculty Member NIPA, Peshawar) Mass level training programes for TQM/QCC/ISO9000 for lower staff may be initiated by NSPP using CBT through CD.

Recommendations .. (cont):

Recommendations .. (cont) 36 Quality award system may be initiated for organizations and QCC for achievements and innovation in service delivery Individual performance reporting system may be linked to implementation and involvement of TQM contribution and improvement in service delivery system. Kaizen/Quality Conferences should be arranged in every organization involving from peon to big boss, annually to discuss improvement/decay/issues during the years and Quality targets for next years. Target for innovative/quality service delivery may be set by the employees themselves with timeline for implementation through QCC/TQM. All the outcome of NSPP trainings (IRP, CiPr, Simulation exercises) should sent to respective departments on regular basis.

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37 Thank you Q & A

ISO 9001 can help Government for the same reason it helps large corporations:

ISO 9001 can help Government for the same reason it helps large corporations 38 Provides management control of diverse operations – can measure frontline delivery of service Allows objectives to be rolled out to front line units with clear and transparent measures Provides better information flow and visibility for management Integrates processes to achieve better service delivery and customer satisfaction The potential value of ISO 9001 for the Irish Public Service is identified in the OECD report.

8 Management Principles are central to ISO 9001:

8 Management Principles are central to ISO 9001 39 Customer focus Leadership Involvement of people Process approach System approach to management Continual improvement Factual approach to decision making Mutually beneficial supplier relationships

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What Are Best Practices ? Push for Productivity Go for Quality Examples : Development of in-house trainers and training academy Visual management to inculcate culture of excellence QCC in building knowledge-based workforce Best practices are a relative term indicating outstanding business practices which have been identified as contributing to significant improved performances in leading companies 40

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Importance of Benchmarking Objective Without Benchmarking With Benchmarking To become more adaptive Evolutionary Change Understanding of competition ideas from proven practices Implement Industry best practices Few solutions, Frantic catch up activity Many options, Superior performance Defining customer requirements Based on history, Gut feeling or Perception Market reality, objective evaluation Establishing effective goals & objectives Lacking external focus, Reactive Credible unarguable, Proactive Developing true measures of productivity Pursuing projects, strength/weaknesses not understood, Route of least resistance Solving real problems, Understanding output based on industry best practices Push for Productivity Go for Quality 41

ICT practices in Malaysian Public Sector Organizations:

ICT practices in Malaysian Public Sector Organizations 42 In the 1990s, with the ICT and digital revolution engulfing the world, the government responded by launching the multi-super corridor in 1996 followed in July 1997 by seven MSC flagship applications — Electronic Government, Telemedicine , Smart Schools , Multipurpose Card, R&D Cluster , World Wide Manufacturing Web and Borderless Marketing. e-Services, e-Procurement, GOE (Generic Office Environment), Human Resource Management Information System (HRMIS) Project Monitoring System (PMS ),

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