Mabuhay!

Thank you AGAINfor the

honor and privilege trust and confidence

to be your facilitator

Quality Assurance Program for

Metrobank Foundation, Inc.

Reynaldo O. Joson, MD, MHA2001

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

LESSON PLAN ON QAP

NEED FOR THIS SEMINAR-WORKSHOP

1st S -Workshop - MBFI QAP

Review

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

Outline of the Training Program Leading to Institutionalization of

QAP in MBFI

HABITCULTURE OF DOING THINGS

PERMANENCEUNCONSCIOUS COMPETENCE

“KAGAWIANG TRABAHO”

7 LEARNING OBJECTIVES

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

LEARNINGPositive observable change

(for the better or improvement)

in human behavior, disposition, attitude, performance or capability

which persists over a period of time

1st Session - MBFI-QAPMay 4, 2001; 2-6 pm

• Discuss the concept of quality, quality assurance, and quality management system (QMS).

LEARNING TESTPositive observable change

(for the better or improvement)

in human behavior, disposition, attitude, performance or capability

which persists over a period of time

Outline of Training Program(Objectives)

• Concept of–Quality–Quality Assurance –Quality Management System

»In general»In relation to MBFI

1

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)

Quality- Definition -

Client or Customer Satisfaction

Quality- Definition -

Customeror Client

Requirements

Customeror Client

Satisfaction

Input OutputProcess

ProductService

Degree to which a set of inherent characteristics fulfils requirements (ISO 9000)

Quality Assurance- Definition -

Part of quality management focused on providing confidence that quality requirements will be fulfilled

ISO 9000:2000 (E)

QualityAssurance- Definition -

Customeror Client

Requirement

Customeror Client

Satisfaction

Input OutputProcess

ProductService

Quality Management System

activities to satisfy

quality-related

expectations of clients

and stakeholders

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

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

Concept of Quality, QA, QMSDe Kalidad!

No. 1

May Quality Management System

Garantisadong Quality ang Serbisyo!

Quality Assured!

1st Session - MBFI-QAPMay 4, 2001; 2-6 pm

• Discuss why MBFI should have QMS.

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.

1st Session - MBFI-QAPMay 4, 2001; 2-6 pm

• Discuss the roles of management and personnel in QMS.

Outline of Training Program(Objectives)

• Role of –Administration –Personnel

» in QAP

2

Why go for

Quality ServiceQuality Assurance ProgramQuality Management System

in MBFI?Should we/Should you?

Why go for Quality Assurance Program?

To Be Competitive!

To Survive!

Why go for ISO 9000 Certification?

Quality Management System Requirements

1st Requirement:

Management Responsibility

Management Responsibility Responsibility of management for

developing a quality system

Major responsibilities:

-establish a quality policy

-organize personnel

-verify quality

-review the quality system

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

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.

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

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

Responsibility and Authority

Management should designate individual/s

to monitor and report the quality

achieved.

Quality Manager - Quality Assurance Committee - Management

Representative

Richard Lirio, MHA

Quality Management RepresentativeMBFI

Responsibility and Authority

Those designated should have access to the

highest levels of management in the

organization.

Quality Manager - Quality Assurance Committee - Management

Representative

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

1st Session - MBFI-QAPMay 4, 2001; 2-6 pm

• Review the MBFI vision-mission statement.

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.

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.

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.

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

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

Outline of Training Program(Objectives)

•Quality Planning

3

Outline of Training Program(Objectives)

• Quality Planning– Overall– Divisional

3.1

3.2

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

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

Outline of Training Program(Objectives)

•Formulation of Quality Policy–Overall–Divisional

4

Approval by

Management

Outline of Training Program(Objectives)

• Review of present management system and work procedures

5

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

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

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

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

Outline of Training Program(Objectives)

•Problem-Solving(Quality Assurance)

6

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

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

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

Outline of Training Program(Objectives)

•Institutionalization (MBFI QAP)

7

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

Outline of Training Program(Objectives)

• Institutionalization (MBFI QAP)

–QUALITY MANUAL

7