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WORLD QUALITY MONTH - November

Press Contact:

INTEGRAL TRANSFORMATION GROUP, INC. (ITG-ThGroup)

+639175524920

Itg_thegroup@yahoo.com

For Immediate Release

Integral Transformation Group to showcase quality through World Quality Month celebration

 SUBIC BAY FREEPORT ZONE, November 2012 — Integral Transformation  Group, Inc.  will recognize World Quality Month 2012 in November by showcasing how advancements and valuable quality contributions have improved business performance.

World Quality Month is an annual celebration of quality and its impact in the world. World Quality Month was established to create a united, global forum for the people and organizations to come together and raise their voices for quality.

Contact us for further information and assistance. We’ll be glad to be of help and service. Integral Transformation Group, Inc., is a transformative management group of people and organization dedicated to Quality, Value and Goodness. Check out this website: http://integraltransformationgroup.blogspot.com

http://community.asq.org/BUDS

 “Throughout World Quality Month, we will continue to raise our voice of quality, drawing attention to the importance of quality in every sector,” said  Buds Fernando, President-Founder of  ITG-TheGroup. “Quality is everyone’s responsibility and we’re doing our part to ensure that quality remains at the forefront of our company’s future.”

For more information about World Quality Month, visit WorldQualityMonth.org, a website dedicated to people passionate about quality — highlighting quality tools and techniques, quality success stories, and World Quality Month events.

Visitors can read on the website what executive leaders are saying about the state of quality and learn about the many organizations from around the world celebrating World Quality Month.

About World Quality Month

World Quality Month is an annual celebration of quality and its impact in the world. Through the joint efforts of people passionate about quality and numerous quality organizations around the world, World Quality Month was inaugurated in November 2010.

World Quality Month was established to reignite attention once generated in the 1980s by National Quality Month in the U.S. and to create a united, global forum for the people and organizations that have celebrated World Quality Days in November to come together and raise their voices for quality.  For more information, visit www.WorldQualityMonth.org.

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OF QUALITY POLICY & QUALITY OBJECTVES (Rafael Pablo M. Fernando)

We all believe in quality, committed to it when we implement ISO 9001:2008 quality management system. But many managers find it difficult to ascertain to what, specifically, are they committed to leading to all sorts of problem associated with implementing ISO 9001:2008, such as:

• Top management did not define “quality” clearly in relation to

the business (quality policy)

• Top management did not act to clearly ensure that “quality” is

achieved (quality objectives)

What business sense will tell you the reason why you need to define “quality” is this:

            “if you don’t know what it is, you will never know whether you’ve achieved it.”

Not knowing where you want to go, what you want to do makes it impossible to communicate to your workforce and managers what is to be achieved and why, let alone motivate them to act and support the ISO 9001:2008 initiative.

With the many definitions of quality, for all practical purposes let us ignore all of them first. The best and only definition of quality that counts is the one on which you and your colleagues agree upon. It is how your company defines quality. The agreed quality definition is technically called quality policy. The agreed quality policy should (then) be the driving force of the system and commits the organization to both meeting requirements and improvements called for by ISO 9001. The quality policy is the key document against which the performance of the quality system is audited.

The company is required to ensure that it continually improves the:

• Degree to which company’s products and services meet customer requirements
• Effectiveness of processes (i.e., improved results)
• Perceptions of customers as to how well their requirements have been met

Continual improvement is not some special form of improvement. The continual improvement principle implies that the company:

• Adopt the attitude that improvement is always possible and that there is always room for improvement

• Develop the skills (e.g., looking for causes of problems) and the tools like simple charts and graphs to be able to improve systematically

• Always know what to improve next and how to measure the improvement

Provided you take into account the few important items ISO 9001 asks for, you can define and measure quality any way you choose. And once you have a set of objectives that fits customer needs, you can drop the vague word “quality” and focus your energies and system on achieving the objectives.

The translation of the quality policy into practice is made by defining supporting objectives but ISO 9001 does not specify how quality objectives are documented: they may be documented in business plans, management review output, annual budgets, quality plans, etc.

Quality Objectives are now a clear requirement in their own right as opposed to being just a part of quality policy. Quality objectives must be established, support the quality policy, be measurable and focus on both meeting product requirements and achieving continual improvement ultimately leading to customer satisfaction.

When quality objectives are defined it must reflect the quality policy, be coherent, and align with the overall business objectives, including customer expectations. Logically, ISO 9001 Quality Objectives must deliver a meaningful result and therefore Quality Objectives equal Business Objectives.  Of course, the objective of any organization (whether for profit or non-profit) is to use their money wisely?

ISO 9004:2000 Para. 6.8 Financial Resources recommends that:

     Management should plan, make available and control the financial resources necessary

    to achieve the organization’s objectives and encourage improvement of the organization’s

    performance.

Improving the efficiency and effectiveness of the quality management system can influence positively the financial results of the company, by: internally--by reducing process and product failures, or waste in material and time, or; externally--by reducing product failures, costs of compensation under guarantees and warranties, and costs of lost customers and markets. It is highly imperative that reporting of such matters to provide a means of determining ineffective or inefficient activities and initiating suitable improvement actions.

Let us always remember that quality objectives are not static, they are always active, things waiting to be done. Quality objectives need to be updated to meet business conditions. Growth does not trickle down, so continuous improvement efforts must address organizational and customer needs directly. There is clearly a link between revising the quality policy and quality objectives and the organization’s commitment to continual improvement, especially when continual improvement is best measured in monetary terms.

Quality is always a choice, a commitment. It is never a dream nor a panacea. Quality is never an accident. It is always the result of high intention, sincere effort, intelligent direction and skillful execution. It represents the wise choice of many alternatives.

-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. He is also an Associate/Consultant of several management/development  groups, like: Quality Partners Co., Ltd. (QPCL), GeoData Solutions, Inc., the Asian Development Bank (ADB), among others. (January 5, 2012).

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REDEFINING TOTAL QUALITY MANAGEMENT--TQM

Redefining Total Quality Management (TQM)

TO redefine means to expound, to restate the meaning of. But how can we redefine a thing or concept, like total quality management, when such term can’t be captured in one or two meaning?

Total quality management is difficult to neither summarize in one sentence nor define in one paragraph as its single definition. Quality gurus have tried defining it, but many agreed that it is basically an “alternative management philosophy.” Some say TQM is eclectic, but it is not. For a proper perspective, I present several definitions of total quality management (TQM):
• “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).
• Progress in the search for excellence depends largely on the leadership. At work, total quality management (TQM) is best promoted when a leader is able to get everyone to be involved in activities designed to increase customer satisfaction. TQM requires continual changes that contribute to quality improvement and the leader is responsible for finding the best avenue to achieve this. (Gatchalian, 2000).
• For those who view TQM as a philosophy, a good definition may be offered as follows: it is “a management philosophy that builds a customer-driven organization dedicated to total customer satisfaction through continuous improvement in the effectiveness and efficiency of the organization and its processes” (Corrigan, 1995).

Given the many definitions, uses of the various tools available or integral to total quality management, still TQM cannot be exactly defined. It is so broad too dynamic to be captured, yet many have failed to use it properly leaving these companies and quality practitioners to conclude total quality management is ineffective as a management framework. Those who expounded TQM became successful in improving the company’s productivity, competitiveness and quality. Others even went further to redefine TQM giving it a different name, like business excellence. These are the organizations or companies that integrated other management tools, quality concepts, methodologies and technologies in their management framework, e.g. 5S, six sigma, benchmarking, workplace cooperation, enterprise resource planning, ISO standards, CSR, quality circles, among others. The common denominator of these organizations is that they have learned to make total quality management as a way of life, a dynamic corporate culture. They have discovered that TQM is neither a panacea nor an overnight program, and in quality government TQM is not an oxymoron. TQM is not a management fad, a marketing cosmetic, but rather, total quality management is a management philosophy, an art, a way of living and working and a vibrant corporate culture.

To redefine TQM, we need to see it from a different perspective, an angle which transcends the traditional management science that gives emphasis on control, more profits, leaving the other Ms of management unbalanced -- machines, methods, money, manpower -- and even unrelated with customers’ needs, human capital, environment, government and society. Redefining TQM is not only all about systems and processes. It (also) calls for “habits of the heart”, deeply ingrained ways of seeing, being and responding to life that involve our minds, our emotions, our self-­‐images, our concepts of meaning and purpose in life. I believe that these eight taken together are critical to sustaining an authentic TQM at the same time redefining it. It has this ability to serve as a genuinely integral platform on which to build our future:
1) An understanding that we are all in this together. Executives, economists, engineers, ethicists, philosophers of management science, and even religious and secular leaders who believe in quality, value and goodness have all given voice to this theme. Despite our illusions of individualism and superiority, we humans are a profoundly interconnected species—entwined with one another and with all forms of life, as the global economic and ecological crises reveal in vivid and frightening detail. We must embrace the simple fact that we are dependent on and accountable to one another, and that includes the stranger, the “alien other.” At the same time, we must save this notion of interdependence from the idealistic excesses that make it an impossible dream. Exhorting people to hold a continual awareness of global or national interconnectedness is a counsel of perfection, achievable (if at all) only by the rare saint that can only result in self-delusion or defeat. Which leads to a second key habit of the heart….
2) An “appreciation of a (corporate) culture based on quality, value and goodness.” It is true that we are all in this together. Contained within the human heart is an inextinguishable drive to make greater sense of our world while also cultivating the freedom, passion and capacities to transform it. This is why many of us are drawn to lead integral lives, particularly those committed to quality, goodness and value. And I’m sure you have noticed that while living integrally starts as something you know, it proceeds to something you do, and ends as something you embody. It is embodiment, this final step, that we all seek – the “on-board capacities” to grow anywhere we want to; to live completely, deeply in touch with our unique gifts and vision. Not merely as something we know, but also as something we are. The practice of total quality management, just like teaching, is a calling, a vocation that requires constant renewal of mind, heart, and spirit. Quality practitioners and quality executives come to the profession inspired by a passion to help others learn. They are drawn to TQM by an ethic of service and a mission to make a difference in their organization and business world by contributing to succeeding generations of quality practitioners and quality managers. Quality executives care, and keep finding ways to connect with peers, staff and workforce. They do not check their hearts at the door.
3) Total Quality Management is transformational on all levels--personal, organizational or even global. It works across all levels of consciousness and lines of human development to achieve real and sustainable capacity integration in any line of development: spiritual, emotional, leadership, self or any others. (In fact, it impacts all of them.)
4) TQM is relevant as it works over the entire range of actual daily experience by always starting with what’s going on in your life right now in any topic, challenge or opportunity.
5) TQM is integral and dynamic because it employs a sophisticated understanding of subject-object differentiation to achieve organizational growth in vertical stages adding to productivity, quality and competitiveness. When another person speaks you hear both less and more than they mean. Less because none of us can express the full extent of our understanding, and more because what another says is constantly mixing and interacting with your own knowledge and puzzlements. This is how TQM works, its dynamism. That is precisely why one of its principles is continuous learning and improvement. Management may mistakenly believe that improvement is a “natural” process or that it can be accomplished by pressure or incentives alone. One must reexamine each aspect of product and process, casting aside the comfortable assumption that everyone knows what they are doing. This attitude creates laxity, lethargy and even egoistic work behavior. Today, this approach to information flows and business processes is sometimes called “reengineering” or “business-process transformation.” Whatever it is called, the underlying principle is that improvements come from reexamining the details of how work is done, not just from cost controls or incentives.
6) TQM is integrative going beyond just knowledge or “tastes” of experience that soon fade, this approach actually integrates new insight and skills into embodied capacities for deep living (or anything else you’re seeking). The success of TQM highly correlates with how important your customer is to the organization. The same issues that arise in improving work processes also arise in the improvement of products, except that observing buyers is more difficult than examining one’s own systems. Companies that excel at product development and improvement carefully study the attitudes, decisions, and feelings of their customers. They develop a special empathy for customers and anticipate problems before they occur. This is the dynamics of total quality management.
7) TQM is personal because it works with your 100% unique perspective on the world and accounts for your unique way of doing, living and being in relation to where you are right now. It is how you relate with yourself, your beliefs, your peers, your boss, co-workers and how you are as a human being. Transformation is always an internal change just like TQM, before it spreads throughout the organization, it must start with you. TQM needs top management support and quality leaders to spread, advocate and teach quality principles and processes.
8) TQM is applied common-sense management as it uses fun and engaging quality practices that will help you sustain your transformation. It helps you unlock potential with real-life practices in the areas you care about, and in fact takes integral transformative management practice to a whole new level of precision and growth. One very important TQM common-sense is love of customer. The reason companies may fail to engage in a process of improvement occurs when isolating mechanisms surrounding important methods are weak. Companies in such situations sensibly hope to catch a free ride on the improvements of others. To benefit from investments in improvement, the improvements must either be protected or embedded in a business that is sufficiently special that its methods are of little use to rivals. Continuously learning and improvement, an essential TQM principle, creates productivity, quality and competitiveness. Learning how to improve processes and continuously studying customers’ needs are applied common-sense management, supported with the use of various quality concepts and methodologies like: six sigma, benchmarking, quality circles, statistical quality control, enterprise resource planning, material requirements planning, value analysis/value engineering, hoshin-kanri, ISO standards, Malcolm Baldrige national quality awards system, customer relationship management, among others.

Redefining total quality management is fundamental to achieving performance excellence. It is how you make use of TQM that matters and using it requires redefining TQM as the need arises. Redefining TQM refers to an integrated approach to organizational performance management that results in (a) delivery of ever-improving value to customers and stakeholders, contributing to organizational sustainability; (b) improvement of overall organizational effectiveness and capabilities; and lastly, (c) continuous organizational and personal learning. When you redefine TQM, integral transformation management is its foundation. Meaning, it refers to the harmonization of plans, processes, information, resource decisions, actions, results, and analyses to support key organization-wide goals as called for in the organization’s mission-vision-core values (sometimes called Quality Policy).
Redefining TQM is effective integration. Effective integration goes beyond alignment and is achieved when the individual components of a management system operate as a fully inter-connected unit or system within a given environment.

This is an approach that truly lives up to the higher standard set by redefining total quality management, an integral transformative management philosophy in itself.

-OM- (Buds Molina Fernando)
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: TQM-ISO implementation, organic agriculture, cooperatives, sustainable development, good governance, strategic planning, institutional development, among others. (April 5, 2012).

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1st NATIONAL SYMPOSIUM-WORKSHOP on: Workplace Cooperation for Quality, Productivity & Competitiveness

AN INVITATION
We are pleased to announce learning events to be held at Subic on 27-30 March 2012
1ST NATIONAL SYMPOSIUM-WORKSHOP - on
WORKPLACE COOPERATION- FOR QUALITY, PRODUCTIVITY AND COMPETITIVENESS
ORGANIZERS: Subic Bay Metropolitan Authority (SBMA) In cooperation with Quality Partners Co., Ltd (QPCL), on 29-30 March 2012 at Subic Bay, Zambales, Philippines.

Featuring a two-day Pre-symposium Seminar-workshop on“BENCHMARKING” by Dr. Robin Mann (NZ) on 27-28 March 2012.

Globally-acknowledged “guru” of quality, productivity, benchmarking and workplace cooperation will share their wide-ranging experiences and expertise. We urge you to attend these uniquely planned learning events! Afterwards, treat yourself to a pre-Easter holiday with family and friends by enjoying the tourist attractions of Subic Bay – its clean and cool beaches, green and friendly environment, duty-free shops and exciting organized tours.

1ST NATIONAL SYMPOSIUM-WORKSHOP

WORKPLACE COOPERATION- FOR QUALITY, PRODUCTIVITY AND COMPETITIVENESS

ORGANIZERS: Subic Bay Metropolitan Authority (SBMA) and
Quality Partners Co., Ltd (QPCL),
on 29-30 March 2012 at Subic Bay Exhibition and Convention Center,
Zambales,Philippines

Featuring a two-day Pre-symposium Seminar-workshop on
“BENCHMARKING” by Dr. Robin Mann (NZ) on 27-28March 2012.


Do you want to :
1. Improve your competitiveness at firm and/or national level?
2. Enhance the quality of your products and services?
3. Raise the productivity levels of the human asset ?
4. Harmonize relations within a cross-cultural settings?

Participate in this two (2) day Symposium-Workshop on 29-30 March 2012! Organized by the SBMA and the QPCL at the Subic Bay Convention Center. The symposium is designed to be focused- and results-oriented, where your learning experience includes
a. How to set up and activate Workplace Cooperation (WPC) Programs
b. How to align Workplace Cooperation (WPC) activities and goals with higher-end goals of quality & productivity
c. How to harmonize work relations and lessen cross-cultural tensions

Internationally and locally-acknowledged “gurus” of quality, productivity, and workplace cooperation will share their wide-ranging experiences and expertise during the discussion-forums in the morning. Skilled and competent facilitators will guide and coach workshop groups in the action-planning afternoon sessions.
Then treat yourself to an Easter holiday with your family and friends by enjoying Subic Bay – its clean and cool beaches, green and friendly environment, duty-free shops and exciting organized tours.
.
FOR MORE INFORMATION, PLEASE CONTACT:
QUALITY PARTNERS COMPANY, Ltd.No. 11,Barrion St., Bldg. 2, BF Homes, Quezon City, Philippines, D-1121
Telefax: (632) 932-4148; cellphones: 0917-520-1238; 0920-938-3899
Email: ;gatmay@yahoo.comWebsite: www. qualityduo.com

Contact Persons:Mr. Ferdie Atanacio, QPCL (0915-974-7772);
Mr. Buds M. Fernando, SBMA (0917-552-4920)

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