ONE in Action

You can make a difference.

We Can Change the World

Oh yes, we can change the world. But the change must start with us, from within us in our heart and mind. Commitment starts in the heart. Some people want everything to be perfect before they're willing to commit themselves to anything. But commitment always precedes achievement. If you want to be an effective, quality leader, you have to be committed.

Make Changes; Save the World

This is a global concern and not only for the USA, but for all of us. The Earth is Our Only Home. Let us do our respective parts to save and take care of Mother Earth.

Earth Day Song - Songs for Children

Teach your children well ... teach them that Earth Day is everyday.

Michael Jackson - Earth Song

The medium is the message. Michael Jackson's earth message.

WE COULD HAVE DONE MORE, IF NOT BETTER (Rafael Pablo Molina Fernando)

WE COULD HAVE DONE MORE, IF NOT BETTER
(Rafael Pablo Molina Fernando)


Our country (or the world) has never been so complex as it is right now – it was mind boggling and emotionally overwhelming the destruction brought about by Typhoon Sendong at Cagayan de Oro City, Iligan City and other parts of the country. It was unprecedented and heartbreaking our own President Noynoy Aquino who surprisingly said: “The government could have done more.” Yes, they could but they never. Anxiety ruled the day – a tightly wound collective anxiety that has in turn produced a staggering amount of cultural cynicism and lose of trust in the government.

But is this cynicism and lose of trust in the government really the most appropriate response to our collective condition? At a time when it can feel like the average person has even less control over their fate than ever before — subject to unprecedented environment destruction, caught in the crossfire of one of the greatest constitutional war (between the Executive and Judiciary) we’ve seen in decades, and conditioned by a sensationalist media to believe that our country is somehow more precarious and more violent than ever before – it can be all too easy to lose hope in the government. Nonetheless, despite the “if it bleeds, it leads” mentality of the media, it remains true that our countrymen and global neighbors were quick to respond to help the victims of Typhoon Sendong. Maybe because of the rapidly growing connectivity between individuals and nations – that is, because we are evolving.

If our country or world is getting to be closely connected and even better, then why does cynicism and hopelessness seem to prevail? The answer is: because we lack or do not currently possess a shared vision of the future. We no longer have the idyllic flower-power visions of Haight-Ashbury, where “All You Need Is Love” was felt to be so much more than mere lyrical expressions of sentiment or affection, or even the first People Power during President Cory’s time—it was an idealistic roadmap for the future and a chance to change. A tad naïve, perhaps, but powerful nonetheless. We lost our respect for the environment, the dignity as a Filipino race as the government blatantly violates almost every section of our Constitution. Where have all the Katipunan, Masonry, Christian, Islam or Filipino ideals and values gone? Where is now our respect for the laws of the land or even the ecological sanity expected from each of us particularly those who implement environmental laws? The devastation Typhoon Sendong left is a clear sign of environmental insanity. Maybe this is the reason why PNoy surprisingly said: “The Government could have done more.”

Without a cohesive shared vision, without a sort of mutually-felt Omega Point calling us into our future, it can feel like the country is moving in a million directions at once—drawing our hopes, our optimism, and our overall sense that we are actually going somewhere. Without such vision, cynicism, hopelessness and dystopia quickly fill the cultural vacuum. No other time but now do we need to be together and be one to overcome this cynicism, hopelessness and dystopia, but the strength and direction must emanate from the Government. When we say Government, we mean from the President down the line, all branches from the Executive, Legislative and Judiciary. Do we have to wait for more environmental disasters, to include the constitutional crisis we are experiencing, the political fight between the Government and the Leftist rebels, the increasing poverty … the lists goes on, before we finally awaken from the selfish slumber? All these unwanted events are inter-connected and/or inter-related. Ecology is highly correlated with economic stability and so is the political dynamics. Part of the cohesive shared vision is to view everything as part and parcel of the whole. The parts make up the whole. Furthermore, a very important law is: “What we sow, so shall we reap.”

But the necessary action needed to correct the unwanted situation isn’t just about ecological issues. The false dichotomy between ecological or environmental imbalances and social imbalances allows us to conveniently ignore the fact that more people living on a dollar or less a day right now than were alive in the world a hundred years ago, and that the consequent social and political instability threatens us all. Poor people suffer far worse from environmental stresses in terms of food, water, and the basic necessities. Those struggling to survive cannot be stewards of their environment, however much they may want to do so. In many ways, the past three decades of the country has been an age of exploitation—not just of natural resources but of whole peoples. The rich have exploited the poor and this is a global trend and not just a national situation.

As the saying goes, the solution to the problem is integral to the problem itself. Look, study and view the problem in wholeness, then you can find the solution there. When we look at our country or the recent disaster from a wide-open vista of this big, evolutionary vision (that everything is inter-related, intra-related, and has a purpose why it happened), we can see that our

various problems and crises are not obstacles to reaching the next phase of human existence, but rather the indicators that we are already on our way. Our emergencies are symptoms of our emergence, and could not possibly unfold any differently. The needed vision will change at a very fundamental level the way we think – from the technologies we use to the way we organize our economy—to bring about a way of living in greater harmony with nature and with one another.

The country is not shaped just by the actions of individuals, it is also shaped by networks of businesses and governmental and nongovernmental institutions that influence the products/services our companies make, the food we eat, the energy we use, and our responses to problems that arise from these systems. The changes needed in future years therefore require fundamental shifts in the way institutions function—individually and collectively. And the Government will play a decisive role here. All real change is grounded in new ways of thinking and perceiving. Institutions do matter, but the way they operate is a direct result of how we operate—how people think and interact. As Einstein said, “We can’t solve problems by using the same kind of thinking we used when we created them.”

There are an abundance of opportunities fronting the nation now, even the victims of Typhoon Sendong. There are many reasons for taking the lead in creating a regenerative economy, starting with building a vision based on quality, values and goodness. We have so many things to unlearn, just as we have many things to learn—one of which is to (re)create a vision for the future. For one thing the disaster of Typhoon Sendong brought to us the message that this is the result of “environmental insanity.” We have separated ourselves from each other thinking that our actions and decisions cannot affect anyone. But come to think of it, is stealing from the government, an act of graft and corruption, depriving Filipinos of the needed infrastructures and/or protection from natural calamities as what happened in the recent Typhoon Sendong? Or going further: is the decision to tolerate or even support illegal logging and mining a direct act of environmental insanity as this can cause environmental or ecological destruction as how the people of Iligan and Cagayan de Oro Cities were victimized by the flash flood that carried huge amount of logs of various species and sizes?

A national imperative and of utmost concern, both for the private and public sectors, is to institutionalize building a vision based on: Quality, Value and Goodness. This means making these three imperative elements—quality, value and goodness--the cornerstone of sustainable development. Every decision that is made, every action that is taken, has to be viewed in the light of – in the content of – that kind of responsibility. The Government and Business, as the two most powerful institutions on the planet, must take responsibility for the whole. To take responsibility for the whole means caring for each other, it means not stealing from the government and furthermore, it means performing one’s duty with quality, value and goodness. The safest and authentic way to achieve responsibility for the whole is by recognizing and making the three visionary elements (i.e. the cornerstones of sustainable development) one’s working principles.

Every product or service should be created based on quality, value and goodness. In a world of proliferating choices, brands that stand for quality, value and goodness will be distinguished from those that don’t. Moreover, the companies behind those brands are where people who have choices will want to work. The successful companies of the future will be those that integrate business and employees personal values. The best people want to do work that contributes to society with a company whose values they share, where their actions count and their views matter. Similarly, the Government, if it honestly want to be a “quality government”, should continue with its fight against graft and corruption with stronger teeth and might. There is no room for lip service in the fight against graft and corruption. But the fight is not a mere slogan of: if there is no graft and corruption then there is no poverty. It goes beyond words, but should be supported by proper structures, systems, technologies, infrastructures, development of people and all actions needed to institutionalize a “Quality Government.”, a government with a shared vision of – quality, value and goodness. This is the vision of the future. With a quality government it is possible to create a Quality Environment, a Quality Society, a Quality Education and a Quality Industry.

Companies and organizations that will survive and thrive in this new environment will be those that go much further than paying attention and managing their image making sure they are compliant with all laws. This is the shift from reacting to innovating, and it requires seeing the larger system, and mobilizing the imagination, commitment, patience, and perseverance of people – your people -- to do their part in bringing into existence a different system, a different government, one that can truly serve the future as well as the present. It is a redefinition of humanity’s role within creation, emphasizing our servanthood rather than our mastery, our stewardship rather than our dominion.


We will look at the evidence for a new paradigm, based on quality, value and goodness, which transcends the old paradigm of economics, with its emphasis on growth, manipulation, and control. This paradigm shift is reflected in changing patterns of work, career choice, consumption, vocation and evolving lifestyles that take advantage of synergy, cooperation and creativity. It calls for an economics congruent with nature rather than the mechanistic views that have propelled us in our present crises. The problem is never external. Man’s economic and political systems of today are antiquated and corrupt. The educational system is now barren of ethics and devoid of spirituality. We’ve forgotten that transformation begins on an individual level and that it starts from within and move out into the world. Each of us is connected with one another. And we are, like it or not, brothers and sisters in whatever race, religion, region or color you belong to. We are one family living in one world that shares a common destiny.

-OM-

Rafael Pablo M. Fernando is currently the Officer-in-Charge of the Total Quality Management group of the Subic Bay Metropolitan Authority (SBMA). He is also connected with Integral Transformation Group, Inc., a transformative management group giving organizations and its people alternative forms of managing and living life to the fullest. Formed 1992, ITG-TheGroup extends management services, education & training, and advocacy activities in the areas of: total quality management-ISO implementation, organic agriculture, cooperatives, sustainable development, Vedic culture, good governance, strategic management, institutional development, among others. (December 24, 2011)

http://www.yesmagazine.org/new-economy/cooperation-law-for-a-sharing-economy

http://www.yesmagazine.org/new-economy/cooperation-law-for-a-sharing-economy

COOPERATIVES is the most compassionate economy is the world.

A Christmas Message

A Christmas Message

OM HARI OM ... OM SHANTI SHANTI SHANTI.

Quality Plan Book: No-Compromise Leadership Helps Companies Survive and Thrive - Feature Article - Quality

Quality Plan Book: No-Compromise Leadership Helps Companies Survive and Thrive - Feature Article - Quality

Character and action makes a quality leader.

The 5 Leadership Essentials - HBR IdeaCast - Harvard Business Review

The 5 Leadership Essentials - HBR IdeaCast - Harvard Business Review

At the onset of your journey to leadership and excellence, it is a must to have these 5 leadership essentials.

Leadership Caffeine: “You Have No Business Leading Others”

Leadership Caffeine: “You Have No Business Leading Others”

To be a leader, you need to be deserving, you need to be qualified to lead and deliver the results.

Tony Schwartz: How the best companies invest in people | Management Innovation eXchange

Tony Schwartz: How the best companies invest in people | Management Innovation eXchange

Remember, it is "human capital" and not just simply workers and managers.

Jim’s Gems: The Power of Thought - Blogs: Jim Smith - Quality

Jim’s Gems: The Power of Thought - Blogs: Jim Smith - Quality

You are what you think. What you sow, so shall you reap.

THE 21 RECORDS REQUIRED BY ISO 9001:2008 (Rafael Pablo M. Fernando)

THE 21 RECORDS REQUIRED BY ISO 9001:2008
(Rafael Pablo M. Fernando)

Implementing an ISO 9001:2008 quality management system (QMS) means you will be maintaining records that most likely you don’t already keep. Some of these records may be confusing until you become more familiar with the quality standard. Quality records are defined as those records maintained to demonstrate conformance to specified requirements and the effective operation of the quality system. Pertinent subcontractor quality records will be an element of these data. Records can be in the form of hard copy, or they can be in electronic or other media. Generally, all quality records must be legible and will be stored and retained in such a way that they are readily retrievable in facilities that provide a suitable environment to prevent damage or deterioration and to prevent loss. Retention times of quality records will be established and recorded. Where agreed contractually, quality records will be made available for evaluation by the customer or the customer’s representative for an agreed period.

The 21 records required by ISO 9001:2008 is over and above the required documents—quality manual and the six (6) mandatory quality procedures. The following are the required 21 records:
• 5.6.1 Management reviews
• 6.2.2(e) Education, training, skills and experience
• 7.1(d) Evidence that the realization processes and resulting product fulfill requirements
• 7.2.2 Results of the review of requirements related to the product and actions arising from the review
• 7.3.2 Design and development inputs relating to product requirements
• 7.3.4 Results of design and development reviews and any necessary actions
• 7.3.5 Results of design and development verification and any necessary actions
• 7.3.6 Results of design and development validation and any necessary actions
• 7.3.7 Results of the review of design and development changes and any necessary actions
• 7.4.1 Results of supplier evaluations and any necessary actions arising from the evaluation
• 7.5.2(d) As required by the organization to demonstrate the validation of processes where the resulting output cannot be verified by subsequent monitoring or measurement
• 7.5.3 The unique identification of the product, where traceability is a requirement
• 7.5.4 Customer property that is lost, damaged or otherwise found to be unsuitable for use
• 7.6(a) Basis used for calibration or verification of measuring equipment where no international or national measurement standards exist
• 7.6 Validity of the previous measuring results when the measuring equipment is found not to conform to requirements
• 7.6 Results of calibration and verification of measuring equipment
• 8.2.2 Internal audit results and follow-up actions
• 8.2.4 Indication of the person(s) authorizing release of product
• 8.3 Nature of the product nonconformance and any subsequent actions taken, including concessions obtained
• 8.5.2 Results of corrective actions
• 8.5.3 Results of preventive actions



-OM-



Rafael Pablo M. Fernando is currently the Officer-in-Charge of the Total Quality Management group of the Subic Bay Metropolitan Authority (SBMA). He is also connected with Integral Transformation Group, Inc., a transformative management group that offers organizations and its people alternative forms of managing and living life to the fullest. Formed 1992, ITG-TheGroup extends management services, education & training, and advocacy activities in the areas of: quality management-ISO implementation, organic agriculture, cooperatives, sustainable development, Vedic culture, good governance, among others. (March 2, 2011)

BEYOND TOTAL QUALITY MANAGEMENT

Dispatches from Mayo: “It’s a Privilege to Work Here”

Dispatches from Mayo: “It’s a Privilege to Work Here”

Juran 1

Juran's Pareto Principle

Quality is everyone's responsibility. Juran's Pareto Principle is always useful.

What Is "I"?

Shunryu Suzuki: Beginner's Mind

Shunryu Suzuki: Single-minded Way

Shunryu Suzuki: Nothing Special

Shunryu Suzuki: Nothing Special

Shunryu Suzuki: Right Effort

What is Right Livelihood?

The Right Livelihood Award: A Look at Sweden's "Alternative Nobel"on Dem...

Prout College - Frontiers of Science

An Alternative Model: Economic Democracy

The Fight for Economic Democracy part 2 of 2

The Fight for Economic Democracy part 1 of 2

Another life is Possible:Cooperatives in Barlovento, Venezuela

Economics of Prout: Economic Democracy in Practice

PROUT (The Movie) Promo

Prout's economic principles

Prout- Progressive Utilization Theory replaces Monster Capitalism

Prout- Progressive Utilization Theory replaces Monster Capitalism

Dr Shambhushivananda Advocates Prout

Thom Hartmann And Dr. Ravi Batra - Occupy Wall Street and the Economy Pa...

Ravi Batra Talks About The Economic Meltdown (4/4)

Ravi Batra Talks About The Economic Meltdown (2/4)

Ravi Batra Talks About The Economic Meltdown (1/4)

Prout and World Poverty - Part 4 of 4

Prout and World Poverty - Part 3 of 4

Prout and World Poverty - Part 2 of 4

Prout and World Poverty - Part 1 of 4

Ravi Batra Talks About The Economic Meltdown (3/4)

Ravi Batra Talks About The Economic Meltdown (2/4)

Ravi Batra Talks About The Economic Meltdown (1/4)

Thom Hartmann And Dr. Ravi Batra - Occupy Wall Street and the Economy Pa...

Ravi Batra Talks About The Economic Meltdown (1/4)

Thom Hartmann And Dr. Ravi Batra - Occupy Wall Street and the Economy Pa...

Thom Hartmann & Dr. Ravi Batra: When will the recession be over? PART 2

Thom Hartmann & Dr. Ravi Batra: When will the recession be over? PART 1

Thom Hartmann & Dr. Ravi Batra: Economic depression is imminent

Dr. Ravi Batra is not only a good economist, but he is also a yogi.

The Secret Weapon of Great Leaders

This is good.

Leaders with Values

The term "values" refers to the guiding principles and behaviors that embody how your organization and its people are expected to operate. Values reflect and reinforce the desired culture of an organization.

5s Office to 5s Manufacturing. Results? Lean Production

5S is very useful and it works!

What is Meditation?

What is Meditation?

Meditation really works. It is as old as humanity or even older perhaps.

The ideas economy?

Lynda Gratton: Everyone needs three posses | Management Innovation eXchange

Lynda Gratton: Everyone needs three posses | Management Innovation eXchange

This is part of human ecology and relationship.

Lynda Gratton: The Gen Y effect | Management Innovation eXchange

Lynda Gratton: The Gen Y effect | Management Innovation eXchange

The Gen Y effect makes sense ... interesting and true!

Lynda Gratton: How do you restore values to work? | Management Innovation eXchange

Lynda Gratton: How do you restore values to work? | Management Innovation eXchange

It is always essential to create a culture based on quality, value and goodness. This is the essence of human civilization.

This Is Toyota

Revision Of ISO 9001:2008 In ISO 9000 Standards

Preparing ISO 9000 Quality Manual

ISO 9000 Standards Training DVD

TQM 2009nov23_0001.wmv

History Of ISO 9001 Standards

ISO 9000 Total Quality Management

TOTAL QUALITY MANAGEMENT

What Is Quality In ISO 9001 Standards?

Introduction - 4 minutes - Dr. Deming Red Bead Experiment - Learn to Liv...

A Theory of a System for Educators and Managers

Dr. Deming - The 5 Deadly Diseases 1984

Beware of these 5 deadly diseases. It is contagious.

Lec-13 Total Quality Management

TQM works. It really delivers!

Quality Management in 3 Minutes

Quality Management works. It is basically a way of life.

Total Quality Management - Deming Way (Part 1/2)

The Deming Way, said to be the foundation of quality management.

The 12 Laws of Karma

THE LAW OF CAUSE & EFFECT. What you sow ... so shall you reap.

Namaste!

NAMASTE ... Om Hari Om.

The Beatles - Hey Jude (HQ)

Dhani Harrison & Prince While my Guitar Gently 01

While My Guitar Gently Weeps.

Dhani Harrison---------- Something

DHANI/DANNY HARRISON, son of Prabhu George Harrison.

Eric Clapton - While my guitar gently weeps (HQ)(Concert for George)

My Sweet Lord, Concert For George (High Quality)

Great. HARE KRISHNA, My Sweet Lord. An awesome tribute to Sir George Harrison, a great devotee of Lord Krishna.

Here Comes the Sun: A Tribute to George Harrison by Paul Simon, Crosby ...

HERE COMES THE SUN ... A Tribute to George Harrison.

Here Comes The Sun - George Harrison

HERE COMES THE SUN ... George Harrison.

George Harrison My Sweet Lord

HARE KRISHNA, My Sweet Lord.

Ravi Shankar/George Harrison - I am missing you (Rare Live)

Chakra Balancing Meditation music Very Intense NO ADVERT

Respect Song

RESPECT ... respect ... everyone, anyone, anytime, anywhere.

Being Responsible: A Meditation

Being Responsible ... is being humane, having the courage to see, to respond, to act courageously ... to love and be at peace within and without. So be here NOW ... and there's nothing that you will miss.

Eric Berlow: How complexity leads to simplicity

The complex is really quite simple. It is seemingly complex, but actually that simple.

10 Critical Questions: Senior Leadership

10 Critical Questions: Senior Leadership

The first right thing to do for any quality improvement initiative is to seek "top management" support. Start with the Chairman, Board Members, President/CEO and other senior leaders in the organization. But these senior leaders should also answer these 10 critical questions to give them and others a proper perspective to illuminate key strengths and opportunities for improvement. As the saying goes: "Quality is everyone's responsibility. We are all in this together."

Creating Value for Society

Creating Value for Society

The idea or mandate is to create and sustain a culture of quality, goodness and value for the good of humanity. This is the ultimate mandate or mission of all quality management systems, processes, techniques, structures, innovation or concepts. If the system you use does not create or sustain a culture of quality, goodness and value, then it is highly possible it can be a waste of resources and not needed at all by your organization or society.

Higher Ambition Leadership - HBR IdeaCast - Harvard Business Review

Higher Ambition Leadership - HBR IdeaCast - Harvard Business Review

The world is in dire need of true leaders ... people who cares, are honest, can mentor, innovative,with vision and commitment. In short leaders who lead with "quality." Quality Leaders are now a rare breed inside the government.

Creating Value for Society

Creating Value for Society
The ultimate message is clear: “… there is an urgent need for the continuous transformation of people and organizations for the betterment of humanity at large, and not just for the satisfaction of corporate greed.”

Lynda Gratton: How do you restore values to work? | Management Innovation eXchange

Lynda Gratton: How do you restore values to work? | Management Innovation eXchange

Creating a culture of quality, value and goodness is now a global imperative.

World Conference 2011 Keynote Speakers--Monday, May 16

Global Quality Leaders Talk About the Future of the Field

The ultimate aim is to create a culture of quality, goodness and value.

Occupy Philosophy: An Integral Philosophical Perspective on Occupy Wa...

Occupy Philosophy: An Integral Philosophical Perspective on Occupy Wa...: My other blog’s readers are familiar with the tradition of integral philosophy in general and integral politics in particular, but I don't...

Integral Philosophy, Occupy Philosophy all have similar objectives and that is: to give mankind a proper perspective of what life is all about.

WHY ADOPT ISO 9000?

ISO 9000 is a series of international quality standards that have been developed by the International Organization for Standardization. More than 100 countries now recognize the 9000 series. The idea behind the standards is defects (or poor service) can be prevented through the planning and application of best practices at every stage of business—from design through manufacturing and then installation and servicing. These standards focus on identifying criteria by which any organization, regardless of whether it is manufacturing or service oriented, can ensure that product leaving its facility meets the requirements of its customers. These standards ask a company to first document and implement its systems for quality management, and then verify, by means of an audit conducted by an independent accredited third party, the compliance of those systems to the requirements of the standards.

Regardless of whether an organization is involved in a total manufacturing operation, including design, or only inspection and testing process, it can develop a quality management system based on one of the ISO 9000 requirements standards. By design, these standards can accommodate variation from company to company and between economic sectors. It is simply up to each individual business to interpret the appropriate requirements standards of its own processes.

The principal standards within the group are ISO 9001, 9002 and 9003. These are the requirements standards, and all the other standards within the series are related to these three. Of these three, ISO 9001 is the most comprehensive. Divided into 20 specific elements, it provides a foundation for basic quality management and continuous improvement practices. Each of its 20 elements covers a particular area of an organization’s business processes:

1. Management Responsibility
2. Quality Planning
3. Contract Review
4. Design Control
5. Document & Data Control
6. Purchasing
7. Control of Customer-Supplied Product
8. Identification & Traceability
9. Process Control
10. Inspection & Testing
11. Control of Inspection, Measuring & Test Equipment
12. Inspection and Test Status
13. Control of Nonconforming Product
14. Corrective & Preventive Action
15. Storage, Handling, Packaging Preservation & Delivery
16. Control of Quality Records
17. Internal Quality Audit
18. Training
19. Servicing
20. Statistical Technique

ISO 9002 and ISO 9003 are derivatives of the 9001 requirements standard. But why is it important to become ISO 9000 certified? For one reason, it is essential from a purely competitive standpoint. Simply stated, ISO 9000 compliance is “good business practice”. Adopting ISO 9000 should produce the following benefits:

• Improved efficiency of operations
• Optimized company structure & operational integrity
• Improved utilization of time and materials
• Clearly defined responsibilities and authorities
• Improved accountability of individuals, departments, and systems
• Improved communication and quality of information
• Improved records in case of litigation against the company
• Formalized systems with consistent quality, punctual delivery, and a
framework for future quality improvement
• Documented systems with useful reference and training tools
• Fewer rejects; therefore, less repeated work and warranty costs
• Rectified errors at an earlier stage; therefore, less scrap
• Improved relationships with customers and suppliers
• Ability to tender for ISO 9000 contracts at home and abroad

The ability of implementing ISO 9000 is directly proportional to management commitment. Executive management must realize that the quality element plays a key role in the success of the business. The quality system must be “lived day-to-day”. Its success or failure does not rest on the shoulders of the quality manager alone. If a business is not profitable, does management fire the finance manager? Of course not! A successful company is operated through teamwork.

It is interesting to note that according to the latest ISO Survey of Certifications -- 2007 reveals certification activity around one or more of ISO’s management system standards in 175 countries, up from 170 in 2006 – “a clear demonstration”, according to the survey, “that they have become essential tools of the world economy”. ISO Secretary-General Alan Bryden comments: “The survey illustrates in a very concrete manner the extent to which ISO management system standards are meeting the organization’s strategic objective of ‘global relevance’ – in other words, adding value for the organizations that use them all over the world.” (ISO News 2008.)


-OM-

Rafael Pablo M. Fernando is currently the Officer-in-Charge of the Total Quality Management group of the Subic Bay Metropolitan Authority (SBMA). He is also connected with Integral Transformation Group, Inc., a transformative management group giving organizations and its people alternative forms of managing and living life to the fullest. Formed 1992, ITG-TheGroup extends management services, education & training, and advocacy activities in the areas of: quality management-ISO implementation, organic agriculture, cooperatives, sustainable development, Vedic culture, good governance, strategic planning, institutional development, among others. (February 25, 2010).

http://blogs.hbr.org/tjan/2011/08/keeping-great-people-with-thre.html?cm_mmc=email-_-newsletter-_-management_tip-_-tip101911&referral=00203&utm_source=newsletter_management_tip&utm_medium=email&utm_campaign=tip101911

http://blogs.hbr.org/tjan/2011/08/keeping-great-people-with-thre.html?cm_mmc=email-_-newsletter-_-management_tip-_-tip101911&referral=00203&utm_source=newsletter_management_tip&utm_medium=email&utm_campaign=tip101911

Total Quality Management with Marc Roure for InWEnt byKH

• “A management process and set of disciplines that is coordinated to ensure that the organization consistently meets and exceeds customer requirements.” (Capezio and Morehouse, 1995).
• “A combination of methods, theories, techniques, and quality guru strategies for achieving exceptional quality.” (Richardson, 1997).
• “Total quality management is not a fad of time, but rather a correction of the previous failures in management combined to produce a better management style when used appropriately.” (Anschutz, 1995).

Business Strategies : Benefits of Total Quality Management

TQM really works. It is more of a management system, rather than a one-time program. TQM is a management philosophy, a work ethic and a way of life. It was never a fad nor a program.

Bill Clinton: Fan of Caldwell Esselstyn Jr MD

THIS IS JUST A SIGN THAT VEGETARIANISM IS GLOBALLY SPREADING.

FAMOUS VEGETARIANS

SOCIETY IN BALANCE: Raison d’etre of Total Quality Management & Educare (Rafael Pablo M. Fernando)

“A new civilization is emerging in our lives, and blind men everywhere are trying to suppress it. This new civilization brings with it new family styles, changed ways of working, loving, and living, a new economy, new political conflicts, and beyond all this is an altered consciousness as well.”
(Alvin and Heidi Toffler)


The reason for being of total quality management is to instill balance, whether within an organization or company, society, business industry, or even within the family and oneself. Total quality management, being an alternative management science, creates synergy, alignment and productivity between people and system. The logic is, before you can achieve something, you need to have a system, and a system is technically an orderly arrangement according to some common principles.

The market economy is shaped upon a material template, in which every individual is a particle interacting with other particles out of self-interest – i.e. a trader. Here the central operating principle is necessarily me vs. you – i.e. competition. Capitalism and free markets reinforce this natural order by granting traders property rights and allowing them to interact freely. The result is a flat reality: the external, productive side of society, a material universe ruled by the Market.

The other side of society is its natural, spiritual side, as manifested in the culture. This is a very different template, in which the selfish particle becomes part of a larger whole, us. This higher sensibility dampens the potentially unlimited aggression of pure competition and lifts the trader above the beast. He becomes a full-fledged human being. The central operating principle of this side is moral rather than productive – i.e. the Good. This Good expresses itself in a variety of values, be they cultural, familial, aesthetic, institutional, or social. It is the apex of a moral universe.

Society, at all levels – from the individual, to the institution, to the nation – contains both of these sides, internal and external, neither of which can exist on its own. Pure competition is anarchy unless controlled by moral sensibility. What we experience in ourselves and our lives is thus the critical balance between them. Deadly philosophies arise when one side is conflated with another (e.g. “capitalism is moral”) or confused with the larger society (“the GDP measures the Philippines”). While a person can buy and sell, the trader in us is never a complete person, nor is the marketplace ever a complete society.

So how should our two sides relate to each other? For society to be healthy, the Good must clearly control the Productive – and hence, the spiritual the material, the internal the external, the moral the amoral, the human the animal. As long as this is the case, society cannot be anything but good, de facto. If the reverse is true, society is turned inside out – i.e. corrupted. The Market rules, and amorality spreads. Society becomes tyrannized by quantity, the measure of the material world, and by the market price. Institutions become predatory. The social system becomes senseless and chaotic. Life loses its meaning, purpose, and seriousness, becoming a kind of joke.

The primary cause of this imbalance is an overemphasis on quantitative thinking, which sets the entire material assembly line in motion, while blinding its operatives to the qualitative side of life. Materialism follows. Materialism rests on the notion that society only has one side – the external, material side – and hence that all is economics, that free-market capitalism defines all reality, and that the Market is God. The physical universe becomes the Universe itself. A deadly veil falls, as fully half of reality is lost. Society is hammered upon the material template, where we are all nothing but particles, in order to make it more efficient. This cause the deepest of all possible damage: the death of the soul.

The defense against materialism is education in all spheres: the family, the school, the religion, the society at large. However, such efforts are destined to fail if not rooted in an understanding of the nature of reality itself, which gives them shape and legitimacy. The problem we are facing today is thus primarily metaphysical. We have cut ourselves off from the truth. Beware of those who put the world in quotation marks.

So it is education that will bring the creation of a “society in balance.” Education has two aspects; the first is related to external and worldly education, which is nothing but acquiring bookish knowledge. In the modern world, we find many well versed and highly qualified people in this aspect. Similar to the materialism brought about by the Market, the external is given more emphasis and is the basis of its template. The second aspect, however, of education is spiritual in nature. The word educare comes from the Latin word educere, which means to bring out that which is within. Education is related to human values which are latent in every human being. One cannot acquire them from outside. They have to be elicited from within. Educare means to bring out human values. To “bring out” means to translate them into action. What we are trying to bring out which is within is our “true spiritual nature”, our true self. Philosophically, this is the raison d’etre of education. In the same line of thought, this is also the ultimate aim of total quality management, a balance between system-and-people, and people here includes the external customer of the organization (i.e. the market). Once a balance has been achieved, it is said that you have satisfied your customer through the proper alignment and synergy of the system and people.

Educare recognizes that life is interdependent and that we share the same building blocks with everything that surrounds us. This leads to the understanding that caring exclusively for ourselves, believing we are isolated and separate is an illusion that can only lead to disaster. A classic example is how many people are ruining their health and the physical environment through the way they live. Wrong eating, destructive lifestyle are increasingly prevalent in affecting health and destroying society’s moral foundation. Commerce, business profits, and personal wealth are being pursued at costs greatly detrimental to the environment, resulting in a negative impact on people’s lives (e.g. higher cancer risk due to reduced ozone layer, pollution, chemicals in the food chain, etc.).

The true purpose of education or educare is to correct this imbalance. Educare therefore refers to a whole system of education which provides practical knowledge for educating for life, and not just for earning a living. It recognizes that unity in multiplicity is the ultimate goal of education, resulting in a world which is a better place to live in, for people today, and for future generations. In short, transformation is the essence of educare. Transformation is, literally, a forming over, a restructuring. By transformation we speak of the transformation of people – specifically the transformation of consciousness. In this context consciousness does not mean waking awareness. Here it refers to the state of being conscious of one’s consciousness. You are keenly aware that you have awareness. In effect, this is a new perspective that sees other perspective – a paradigm shift. But a paradigm shift is effected only through an internal process within a system (or person). This so-called internal process within a system is “institutionalization” and for a person “internalization.” This is practically the same process called forth by educare, that is, to go through an internal process of change (internalization) or institutionalization of a particular principle (or virtue) before one can externally manifests it in one’s life. Under total quality management or educare, personal and/or organizational change simultaneously happens, though they are technically different from one another.

We reap what we sow, as the saying goes. In the same line of thought, as quality actions are repeated and reinforced over time through management leadership, continuous employee training and empowerment, they become internalized as quality behavior and work values. Employees from top-to-bottom start to understand and appreciate why they always have to do their jobs right the first time and become personally convinced that it is good not only for them but for the company as a whole. Our concern for quality work is now a natural reaction because of proper work values. Quality naturally happens at this stage because of the rules and policies. Employees feel obliged to do things right. At this stage (quality behavior), there is an unconditional acceptance of norms because everyone knows that rules and norms are there to help them do a quality job. The paradigm shift has taken effect at this stage.

Sow a thought, you reap an action. Sow an action, you reap a behavior. Sow a behavior, you reap an attitude. Sow an attitude, you reap a personality. Sow a personality, you reap a character. Sow a character, you reap a destiny.

A concerned motorist stops at the red light not because of the cop’s presence, but because of his/her concern for his/her own safety and that of others. At this stage, the employee believes in the input-output process work relationship. He does quality work because he believes that his output will be used as an input of the next employee in line, thus it is very important that his work is done in quality standard as per ISO requirement and/or the company’s total quality management program.

It will help us to know that quality attitude is a virtue of a person of good character, expressed through good, proper actions and decisions. “From good comes good, from bad comes bad”, as what Lord Buddha once said.

Institutionalization, then, is an on-going process in which a set of activities, structures, and values becomes an integral and sustainable part of a person, an organization, society or nation. Quality Government (Q-government) is said to be a continuing manifestation of a “balance of society” as sustained by a “culture of quality.” With the context of total quality management (TQM) and educare, the “balance of society” calls for:

Quality Government(Q-Government) is institutionalized when total quality management (TQM) practices, concepts and methodologies are formally and philosophically incorporated into the structure and functioning of all government mandate and public service structures, consistently implemented, and supported by a culture of quality, as reflected in organizational values, best business practices and policies that advocate efficient delivery of quality public service and ultimate protection of the citizenry.

The challenge to humanity is to adopt new ways of thinking, new ways of acting, new ways of organizing itself in society, in short, new ways of living. And all these new ways covers the raison d’etre of total quality management and educare.
Some organizations and practitioners of quality management consider total quality management or TQM as a label, but this is wrong. TQM is not a label nor a fad, it is not even a panacea or a myth. Some call it the Third Way, not all left nor new right, but a new centre and centre left governing philosophy for the future. Even the UNESCO’s worldwide Outcome-Based Education or OBE system can under fire and was seen to be a fad for those who used it, but failed in its implementation. Failure resulting from a use of a “system” does not mean the system is deficient. It usually means a lack of continuing “balance between system-and-people.” Many users of TQM overlooked the fact that one good principle of TQM is “continual change”, that is, continuous improvement.

It’s true. Below the familiar structure of our communities, new rules and systems are paving the way for a transformation few Filipinos dare even consider. Behind the familiar words and seductive slogans lurk meanings, promises and visions only known in the inner circles. Those new words and meanings are vital to the transformation called for by TQM and/or educare. Carried by global information networks and planted among people everywhere, strategic new terms are taking root in the public consciousness and changing our thinking. Total Quality Management or TQM carries words such as stakeholder, partnerships, facilitators, continual or managed change, workforce focus, customer intimacy, continual learning and improvement … among others. They are becoming familiar around the world. Seemingly harmless, they provide the “seamless” framework for managing and monitoring the global community, and most importantly for achieving the “balance of society.”

This transformation called for by TQM and/or educare has three major but inseparable parts:
1. SYSTEMS: a global network of “seamless” management systems or organizational framework that link all the pieces and manages the global and local transformation.

2. A mind-changing PROCESS: a standardized but flexible process that conforms each human resource to his or her place in this vast network of global systems.

3. STANDARDS: a set of universal standards that holds all people accountable, forcing them to adapt to the changing aims and needs of the system.

Our job as advocates, practitioners and believers of quality, value and goodness is to help people with that change. Not to resist it, and so suffocate opportunity. But not just to let change happen, regardless of the consequence. We must have a global vision. Our approach, what I call integral transformation, is to manage that process of change to extend opportunity and prosperity for all. To find a way which provides for efficiency in the knowledge economy, and ensuring that all souls feels its benefits. We have to humanize the new economy. By integral (adj.) it means: whole; entire; complete; as in

1. Multi-cultural and cross-disciplinary studies;
2. Bridging Eastern and Western traditions of knowledge;
3. Incorporating analytical, experiential and practical ways of knowing;
4. Joining the transpersonal and spiritual dimensions of life with community service; blending of religious and spiritual values with the benefits of modern technology;
5. Joining the variables and factors of development with the goals and objectives of the organization and its people.

As TQM reaches out – far beyond the promise of quality products or services – to manage human and social development, this integral transformation is almost certain to go “in the right direction.” If our national and global managers have their way, no one will escape the never-ending assessments, evaluations, quality internal audits, corrections and demands for compliance with all kinds of standards. In the more intrusive systems, their regulations will hold the minds and actions of every person accountable to international standards for mental health, citizenship, education and service, cooperation or compliance.

We have overlooked that globally (and as a nation) our current situation calls for a new paradigm, a new vision subsuming our old assumptions and values. We have failed to see that part of the need of passing through a watershed of history is the need to find fresh purposes. For the purposes that brought us thus far, by themselves alone, can no longer suffice as guiding theme for our future. This is the raison d’etre of total quality management, of educare.



-OM-


Rafael Pablo Molina Fernando is currently the Officer-in-Charge of the Total Quality Management group of the Subic Bay Metropolitan Authority (SBMA). He is also connected with Integral Transformation Group, Inc., a transformative management group giving organizations and its people alternative forms of managing and living life to the fullest. Formed 1992, ITG-TheGroup extends management services, education & training, and advocacy activities in the areas of: total quality management-ISO implementation, organic agriculture, cooperatives, sustainable development, Vedic culture, good governance, strategic management and institutional development. (May 24, 2011).

EXECUTIVE ORDER NO. ___ CREATION OF THE TOTAL QUALITY MANAGEMENT COMMISSION

MALACANAN PALACE
MANILA
EXECUTIVE ORDER NO. ___

CREATION OF THE TOTAL QUALITY MANAGEMENT COMMISSION

WHEREAS, the Philippine Constitution, as State Policies, declares that:

Section 9. The State shall promote a just and dynamic social order that will ensure the prosperity and independence of the nation and free the people from poverty through policies that provide adequate social services, promote full employment, a rising standard of living, and an improved quality of life for all.

Section 17. The State shall give priority to education, science and technology, arts, culture, and sports to foster patriotism and nationalism, accelerate social progress, and promote total human liberation and development.

Section 18. The State affirms labor as a primary social economic force. It shall protect the rights of workers and promote their welfare.

Section 19. The State shall develop a self-reliant and independent national economy effectively controlled by Filipinos.

Section 20. The State recognizes the indispensable role of the private sector, encourages private enterprise and provides incentives to needed investments.

WHEREAS, the above State Policies requires the formulation of a system as a principle of order by which to achieve the State Policies outlined in the Philippine Constitution.

WHEREAS, all complex organizations and nations are built up by system and that no business or society can develop into large dimensions apart from system, and this principle is preeminently the instrument of development, management sciences, economics, science and technology.

WHEREAS, there is a need to build a national vision in order to transform the Quality of the economic and social sectors of the Philippines comparable to world-class countries.

WHEREAS, a system of providing efficient quality government services, infrastructures, education, commerce and trade are now a national imperative and global priority.

WHEREAS, transparency, good governance, accountability, prudence, quality public service and sustainable growth and development are among the core policies of the present Administration and basic Filipino culture and values.

WHEREAS, there is urgency to inculcate, educate, develop and practice the “culture of quality” in Government, to include the establishment of a system that embraces efficiency, productivity, effectiveness, customer focus and intimacy, transparency, prudence, good governance, workforce focus and care, performance excellence, quality leadership, social accountability, proactive mentality and all other Filipino values and virtues that constitute love of God and service to the people.

WHEREAS, all the above qualities is comprehensively integral to and implemented under Total Quality Management or TQM.

WHEREAS, Total means everyone from the President of a nation or company down to the lowest worker participates in quality initiatives and that it is integrated into all business functions. Quality means meeting or exceeding customer (external or internal) expectations. Management means maintaining business systems and their related processes or activities, and where necessary finding means of continually improving them.

WHEREAS, total quality management is a philosophy, a science, a work ethic, a process, and a system, and that TQM includes a continuous transformation of people and organizations for the betterment of life.

NOW, THEREFORE, I, BENIGNO S. AQUINO III, President of the Philippines, by virtue of the powers vested in me by the Constitution of the Philippines, do hereby order:

SECTION 1. Creation of a Commission. – There is hereby created the TOTAL QUALITY MANAGEMENT COMMISSION, hereinafter referred to as the “TQM COMMISSION”, which shall create, build and sustain a national vision of Quality Government (Q-Government), Quality Education (Q-Education), Quality Industry (Q-Industry), Quality Society (Q-Society), and Quality Environment (Q-Environment), and in order to fulfill this vision, the TQM Commission is required to develop a comprehensive 5-Year TQM Development Program of the Philippine Government (the initial details of which are expressed in this Order) which is practical, effective, step-by-step modular approach and manageable for all the stakeholders; while ensuring that it is trustworthy, professionally sound, forward-looking, critically reviewed, unbiased, and shall serve the best interest of the Philippines.

The TQM Commission shall be composed of a Chairman and six (6) members who will act as an independent collegial body in designing the TQM national vision and plans (particularly the 5-Year TQM Development Program of the Philippine Government) as approved by the President of the Philippines.

SECTION 2. Powers and Functions. – The TQM Commission shall create and design the inclusion of a TQM functional unit at all government offices (departments, bureaus, Commissions, GOCCs, GFIs, Offices, and instrumentalities of the national government, to include the local government units), in close coordination and consultation with such government offices and units to effectively fulfill its national vision.

In particular, the TQM Commission shall:
a) At the onset of this Quality Movement, the TQM Commission shall create a broad name embedded with its vision. (Example: Q-Philippines, Excel Pinoy, Q-Pinoy, etc.) This name envisions the concepts of change for a better life, a competitive Philippines, improvement and excellence of Philippine products. A logo or insignia shall also be developed, promoted and used to provide a “new vision” to this quality program.
b) Submit to the Civil Service Commission (CSC) and the Department of Budget & Management (DBM) the plantilla positions of the TQM functional units of all government offices and units.
c) Absorb, administrate and manage the functions and operations of the government-wide Quality Management Program (GQMP), to include its components – Government Quality Management Systems Standards (GQMSS), Advocacy and Capability-Building, and Certification of Agencies’ QMS to GQMSS.
d) Recommend to the President and thereafter to the Legislative Bodies (Senate and Congress) the integration and alignment of the Anti-Red Tape Act or ARTA, the Administrative Order No. 161 (entitled, Institutionalizing Quality Management System in Government) and Memorandum Order No. 228 – Directing All Departments, Bureaus, Commissions, Agencies, Offices and Instrumentalities of the National Government to Improve Transaction Costs and Flows in Order to Enhance Philippine Competitiveness – to strengthen the institutionalization of quality management systems and total quality management in the whole Philippine bureaucracy.
e) Provide an accelerated mechanism for “good governance” which shall be followed by all government offices and units patterned after international organized models, processes, leadership and legal frameworks needed to support continuous good governance. The Commission shall create, design and provide effective strategic systems to curb graft and corruption in all levels of the government as a basis and platform for launching an aggressive “Good Governance” Program.
f) Creation of programs (short-term and long-term) for the continuous enhancement of credibility of “Made in the Philippines” and continuous development of “quality as a way of life” of Filipinos.
g) Promote and recommend national innovation and industrial competitiveness by advancing and advocating international standards, metrology, quality concepts, quality technology, best business practices, various quality management methodologies, such as but not limited to: ISO-quality management system, Six Sigma, Philippine Quality Awards criteria for performance excellence, workplace cooperation, continuous improvement & learning, 5S, among others, in ways that enhance economic security and stability, improve productivity performance, sustain quality products and services, and improve the quality at home and at work.
h) Promote, enhance and advocate private sector participation in the mandate of the TQM Commission through the creation of various business incentives, as approved by the President of the Philippines.
i) Continuing advocacy, education and development of a “corporate quality culture”, to include fair wages, fair trade, environmental-ecological sanity, transparency, good governance, virtue formation, labor-management partnership, amongst others.
j) Raise continuously the citizens satisfaction index (CSI) of the public assessing government performance and productivity as part of the Commission’s mandate to establish a Quality Government (Q-Government).
k) Establish an effective and efficient linkage of Quality and Productivity between the national and provincial governments through continuity of performance goals for provincial directors/officials and their municipal counterparts using the proper Key Performance Indicators (KPIs) and Scorecards patterned after their needs and customer satisfaction.
l) Continuing improvement of trust and relations with donor agencies, like the World Bank, Asian Development Bank, and IMF who have repeatedly shown their concerns on good governance for effective utilization of funds. This is a major part-and-parcel of the Commission’s national vision of Quality Government or Q-Government.
m) Engage or contract the services of resource persons, professionals, organizations, private groups, and other personnel determined by the TQM Commission as necessary to carry out its mandate.
n) Creation of a Reward-Award Program for those who outperform and establish good quality management processes, both in the public and private sector, to encourage others to follow the track of good “quality models”.
o) Help, coach and mentor government offices establish their quality management systems, strategic management systems and support services systems to achieve their respective strategic goals and plans as aligned with their corporate mission, vision, core values, quality policy and quality objectives.
p) Call upon any government agency, such as the Commission on Audit, Civil Service Commission, Department of Budget & Management, Department of Trade & Industry, among others, for such assistance and cooperation as it may require in the discharge of its functions and duties.
q) Adopt the process of Total Quality Management (TQM) as the core of its management style in designing, planning, implementing and re-structuring the plans and programs of the Commission, to include the interest of the various stakeholders of the TQM Commission.
r) Study, plan, develop and institute various quality and productivity concepts, technologies, methodologies and initiatives, such as but not limited to: citizens’ patronage, legal framework, national performance improvement systems & structures, public-private partnership, world-class benchmarking, managing key performance indicators, development & improvement of performance measures, standardizing the TQM program, assist in ISO standards implementation of the public sector, academic performance improvement, accreditation, addressing quality in the national education policy, public accountability of educational institutions, market driven education, improvement of teachers’ capabilities & qualifications, student involvement in quality learning and the TQM program of the national government, quality leadership, customer relationship management, climate change relationship to TQM, quality award for educational excellence, conformity assessment for WTO requirements, role of chambers and quality societies, upgrading the quality standards of economic/industrial estates and freeport zones, benchmarking with PEZA, improvement of the role of consumer protection bodies, creation of centers for excellence in universities & Freeport zones, and other initiatives that will greatly improve the Quality of the government services and achieve the mandate of the TQM Commission.
s) Exercise such other acts incidental to and/or as appropriate and necessary in connection with the objectives and purposes of this Order.

SECTION 3. Staffing Requirements. - The Commission shall be assisted and supported by personnel, administrative and/or technical, as may be necessary to enable it to perform its functions and duties declared herein, which shall be recommended for approval of the President of the Philippines and forwarded to the Department of Budget & Management for budget incorporation. The initial officials and staff of the Commission shall in particular include, but not limited to, the following:

a) Quality Management Systems (QMS) Manager (2)
b) Strategic Management Systems (SMS) Manager (2)
c) Support Services Systems (SSS) Manager (2)
d) Asst. QMS Manager (2)
e) Asst. SMS Manager (2)
f) Asst. SSS Manager (2)
g) Administrative Staff (6)
h) Driver (2)

SECTION 4. Detail of Employees. – The President, upon recommendation of the Commission, shall detail public officers and personnel from other government offices or agencies which may be required by the Commission. The detailed officers and personnel may be paid honoraria and/or allowances as may be authorized by law, subject to pertinent accounting and auditing rules and regulations.

SECTION 5. Engagement of Experts. – The Commission shall have the power to engage the services of Quality Management Experts (QMEs) as consultants or advisers, particularly foreign or local quality practitioners, gurus in the academe and quality executives in the private sector, as it may deem necessary to accomplish its mission and mandate.

SECTION 6. President‘s & Top Executive Support. – The Commission requires a nucleus of leadership and administrative functions. The overall leadership process shall be provided by the President of the Philippines, guided by the members of the TQM Commission and supported by its technical and administrative staff, consultants and advisers. All Cabinet members, plus the Top Executive Management of all government offices, agencies and instrumentalities of the national government, to include local government units, shall provide evidence of its commitment to the development and implementation of the Total Quality Management system, its financial and operational structures, and continually improving its effectiveness as designed in the 5-Year TQM Development Program of the Philippine Government.

SECTION 7. Budget for the Commission. – The Office of the President shall initially provide the necessary funds for the Commission until such time of the approval of the 5-Year TQM Development Program and release of its budget to ensure that the Commission exercise its powers, execute its functions, duties, responsibilities, plans and programs as efficiently, effectively, and expeditiously as possible to the best interest of the country.

SECTION 8. Administrative & Operational Support. – The Commission shall avail itself of such office space which may be available in government buildings accessible to the public after coordination with the department or agency in control of the said building or, if not available, lease such space as it may require from private owners through the support and coordination with the Office of the President, and this includes transportation/logistical support, furniture, fixture/office equipment from the Office of the President.

SECTION 9. Duty to Extend Assistance & Support to the Commission. – All departments, bureaus, offices, agencies or instrumentalities of the Government, including GOCCs, GFIs and LGUs, are hereby directed to extend such assistance and cooperation as the Commission may need and ask in the exercise of its powers, execution of its functions, duties, responsibilities, plans and programs with the end view of accomplishing its mandate. Refusal to extend such assistance or cooperation for no valid or justifiable reason or adequate cause shall constitute a ground for disciplinary action against the refusing official or personnel.

SECTIN 10. LEGAL FRAMEWORK. – A legal framework is required to provide longevity and sustainability to the TQM Program of the Philippine Government, as patterned and shown in the history of the quality movement from other countries, like the United States of America, European Union countries, among others. Part of the 5-Year TQM Development Program of the Philippine Government will be to recommend, advocate and lobby for the creation of the TQM Authority through congressional legislation at the most appropriate time as possible.

SECTION 11. Separability Clause. – If any provision of this Order is declared unconstitutional, the same shall not affect the validity and effectivity of the other provisions hereof.

SECTION 12. Effectivity. – This Executive Order shall take effect immediately.

DONE in the City of Manila, Philippines, this ___th day of February 2011.


(Sgd.) BENIGNO S. AQUINO III




Prepared by: RAFAEL PABLO M. FERNANDO (February 5, 2011)
Final draft submitted to Atty. Ronaldo A. Geron, Asst. Executive Secretary, OIC – Office of the Deputy Executive Secretary for Legal Affairs
RMF

INSTITUTIONALIZATION OF A Q-GOVERNMENT (Rafael Pablo Molina Fernando)

Quality is not a myth in government nor institutionalizing a Quality Government (Q-Government) a far-fetched dream. Quality Governments (Q-Governments) now exist in advanced and developing countries. To better understand what a Q-Government is, a good understanding of institutionalization can give us a proper prospective.
Institutionalization is an on-going process in which a set of activities, structures, and values becomes an integral and sustainable part of an organization, society or nation. Quality Government (Q-government) defines institutionalization in the context of total quality management (TQM) as:
Quality Government(Q-Government) will be institutionalized when total quality management (TQM) practices, concepts and methodologies are formally and philosophically incorporated into the structure and functioning of all government mandate and public service structures, consistently implemented, and supported by a culture of quality, as reflected in organizational values, best business practices and policies that advocate efficient delivery of quality public service and ultimate protection of the citizenry.
A government having the capacity to carry out technical quality activities such as defining quality standards, monitoring quality, conducting quality improvements, among others, does not ensure that total quality management is institutionalized. A government that enables the initiation, growth, and continuity of quality management activities must also incorporate supportive policies, quality leadership and structures that support performance excellence of a Q-government (based on the criteria for performance excellence outlined in the Malcolm Baldrige or Philippine Quality Awards quality system). There must also be evidence of full top management support of adequate resource allocation that emphasize the importance of quality and encourage government workers and managers to practice total quality management principles as part of their daily work. In short, every government agency and office must carry out this quality requirement as part and parcel of institutionalizing a Q-Government.
The desired outcome is always quality and this often require a change in attitude and sense of ownership for the quality of services provided by the Q-Government. If we honestly want a quality output, then it is imperative to have a sustained continuous improvement system that totally supports the quality management system. Many supporting factors are required to integrate quality into the structure and function of a government organization. But prior to institutionalizing a Quality Government, the mechanism of change (or you may call it “the philosophy of change”) has to be fully understood and accepted as the guiding principle. Change, per se, operate under two factors: Principle and Process. Principle is the source or cause from which a thing comes; settled rule of action or conduct. It is the fundamental or general truth upon which others are founded. Process, on the other hand, is action which continues and progresses; operation or succession of operations leading to some results, under a given principle from which it operates. A good example here is the flow of water which naturally moves downward because of gravity. Gravitation is the “principle” from which water flows downward and the inherent nature of water (i.e., its fluidity or liquidity) allows it or governs it to flow downward-- the “process”. This is the so-called “philosophy of change”, the principle and process of change. Change, per se, is governed by a principle and at the same time, a given process. The two elements of change cannot be separated, nor should it be analyzed separately. It is always integral by nature. Many modern day “quality practitioners” now call this the Yin and Yang of Change or the Yin and Yang of Management (i.e., the principle and process). Similarly, a Q-Government exists where the head of the nation, government officials, executives, managers and government workers (i.e., as public servants) want it to exist, and are willing to work together in creating it for themselves. Even the citizenry is included in the formation and institutionalization of a Q-Government. In short, the Yin and Yang of Management or the principle and process of change govern the systems and people. There is no other way but to understand and surrender to this governing principle-and-process of change, before we (as a nation) can institutionalize a Q-Government, if we want it to be part of our culture or civilization. Q-Government and/or Total Quality Management (TQM) is not a programme, it is a “principle-and-process of change”.
Total Quality Management or TQM requires the formulation of a system as a principle of order by which to achieve Quality Government (Q-Government). Governed by the principle-and-process of change, many supporting factors are required to integrate quality into the structure and function of a Q-government. These are the cornerstones which we call the essential elements of institutionalization. The cornerstones of institutionalizing a quality government (Q-government) are: a) Internal Quality Environment, b) Quality Structure, c) Quality Support Services. All complex organizations and nations are built up by recognizing and internalizing the “principle-and-process of change” and that no business or society can develop into large dimensions apart from system, and these cornerstones are preeminently the instrument of total quality management, sustainable growth, authentic development and modern management sciences.

The Internal Quality Environment
Total quality management calls for an internal enabling environment conducive to initiating, expanding, sustaining a continuous improvement of quality to institutionalize Q-Government. The enabling environment features quality elements interacting and integral to each other. These are:
Quality Policy: Written policies that support quality throughout the entire organization through clear, explicit, and communicated directives and provision for resources, guidance, and reinforcement for Quality Management System as an integral part of the organization.
Quality Leadership: Leaders, particularly top management, who work directly and openly to improve quality by setting priorities, modeling core values, promoting a continuous learning and improvement atmosphere, acting on recommendations, advocating for supportive quality policies, and allocating resources for Quality.
Quality Core Values: Organizational values are articulated, promoted, and practiced. It is not just “walk your talk”, but “walk and talk at the same time”. These values and virtues, if you may call it that way, emphasize quality of product/service, ongoing learning, workforce care, customer intimacy, continuous improvement of processes, services and systems, innovation and public accountability of service through clear metrics and measurement of performance, both individual and organizational.
Adequate Resources: Top management must show evidence of adequate resource allocation that emphasize the importance of quality and encourage government workers and managers to practice total quality management principles as part of their daily work.

Quality Structure to Support Implementation of TQM
Quality structures requires a clear delineation of oversight duties and responsibilities and accountability for the implementation of the total quality management systems. There is no “best” structure, nor a correct one. Whatever forms the quality structure takes, institutionalization of a quality government needs mechanism to ensure oversight, coordination, delegation of duties and responsibilities, accountability, qualitative and quantitative measurement of performance.
Oversight: Quality structure address where the responsibility for oversight of quality activities lies. This oversight includes quality leadership and support in developing quality strategic direction, setting priorities, follow-up, monitoring of progress, alignment of department objectives with corporate goals and technical support of the quality management system.
Coordination: The nature of TQM calls for coordination of efforts and integration of functions from (almost) everyone in the organization. Quality is everyone’s responsibility, as such, TQM is a closely integrated, coordinated, measured, monitored and communicated initiative.
Duties & responsibilities: The quality structure for TQM is manifested in how roles and responsibilities for performing quality activities are divided and delegated within the organization. All Job Descriptions (JDs) clearly express one’s duties and responsibilities in delivering, directly or indirectly, the quality product/service of the organization.
Accountability: Everyone is accountable to quality and the results of one’s job. Measurable outputs are clearly defined (quality and quantity). Quality Leadership is highly critical in boosting the quality awareness and accountability, as evidenced by the availability of proper and adequate resources.

Quality Support Services
In addition to creating an internal quality environment conducive to a culture of quality, the day-to-day implementation of the TQM initiatives require more specific types of support, particularly capacity building, communication of quality initiatives, logistics, financial management and rewarding quality work.
Capacity Building: Capacity building refers to the ongoing process of ensuring that the workforce have the necessary knowledge, skills, and attitude to carry out their quality duties and responsibilities as outlined in the TQM initiatives and functions. Capacity building is essential for the sustainable development and growth of the quality government (q-government). Institutionalization of a Q-Government requires that all workforce and managers receive initial and continuing knowledge and skill development in TQM practices, methodologies and concepts.
On-going Mentoring & Coaching: Coaching and mentoring provide ongoing technical and qualitative support to facilitate the behavior changes needed to institute a Q-Government.
Supervision: Supportive supervision requires enhancing the facilitating role of the supervisor, assuring that they have a foundation of Quality-expertise, as well as teaching supervisors how to observe, give feedback, and assess a situation.
Communication of TQM initiatives: Communication is never a one-way street. It is a two-way interaction, with information imparted from various parts of the organization to staff within the organization, to the communities being served, and to other stakeholders, including policy makers, and then received back from these sources. Quality communication shall allow for the identification of priority areas for quality improvement efforts, reinforcement of core values, and demonstration of results for advocacy, benchmarking, and change management. Compliance management is part and parcel of communication of TQM initiatives, so are the recording, sharing and using the results of the TQM initiatives.
Logistics & financial management: These two are major parts of the quality support services to be adequately provided by top management. Infrastructures in various forms are also very critical in instituting a quality government, e.g., IS-ICT, MIS, buildings, roads & bridges, schools, etc.
Rewarding Quality Work: Institutionalizing a Q-Government requires developing incentives that can stimulate and reward workers for participating in establishing and sustaining a quality government. Incentives can be material or non-material, such as public recognition of staff to foster employee self-esteem and encourage their continual efforts. Even giving awards and incentives to the public citizenry or private companies to gain their support is also a critical aspect of institutionalization of a Q-Government.




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Rafael Pablo M. Fernando is currently the Officer-in-Charge of the Total Quality Management group of the Subic Bay Metropolitan Authority (SBMA). He is also connected with Integral Transformation Group, Inc., a transformative management group giving organizations and its people alternative forms of managing and living life to the fullest. Formed 1992, ITG-TheGroup extends management services, education & training, and advocacy activities in the areas of: total quality management-ISO implementation, organic agriculture, cooperatives, sustainable development, Vedic culture, good governance, strategic management, institutional development, among others. (March 14, 2011).



http://www.budsfernando.aheadguide.com/
http://www.tqmsbma.aheadguide.com/
http://community.asq.org/BUDS