NOTES PAD253 (CHAPTER 1,2,5,6,8)

CHAPTER 1

1.TQ VIEWS VS TRADITIONAL VIEWS 2. KEY ELEMENTS OF TOTAL QUALITY

i. How quality is achieved i. Obsession with quality

ii. How quality is defined ii. Teamwork
iii. Attitude towards defects iii. Scientific approach
iv. Supplier relationship iv. Unity of purpose
CHAPTER 2 2. PARTS OF QUALITY TRILOGY
JOSEPH MOSES JURAN (1904-2008) i. Quality Planning
-the process for preparing to meet quality
1. CONTRIBUTIONS TO QUALITY goals
ii. Quality Control
i. Pareto Principle - the process for meeting quality goals during
ii. Management Theory operations
iii. Juran’s Trilogy iii. Quality Improvement
iv. Transferring Quality Knowledge Between East -the process of breaking through to
and West unprecedented levels of performance

CHAPTER 5

1. 6-STEP STRATEGY IDENTIFY CUST NEEDS 2. CHARACTERISTICS OF A CUSTOMER FOCUS

i. Speculate about the results i. Alignment with customers

ii. Plan how to gather the information ii. Continual improvement of services and
iii. Gather the information processes
iv. Analyse the results iii. Use of customer feedback information
v. Check the validity of conclusions iv. Willingness to find customers problem
vi. Take action as indicated
CHAPTER 6
2. FACTORS DETERMINE ETHICAL BEHAVIOR
1. DEFINE ETHICS
Ethics / moral philosophy asks the basic question i. Trust and Total Quality
about the good life, what is better and worse, ii. Values and Total Quality
whether there are any objective right and wrong, and iii. Integrity and Total Quality
how we know if there is. iv. Responsibility and Total Quality
(McKinnon,2004)
CHAPTER 8 2. HOW TO MAINTAIN QUALITY CULTURE

1. ISSUES IN QUALITY MANAGEMENT i. Reward the behaviors that tend to maintain

i. The increasing global competition the quality of culture
ii. The increasing customer's expectations ii. Keep employees involved
iii. Economic pressures iii. Empower employees and encourage self-
iv. Resistance to change development and self-initiative
iv. Maintain an awareness of quality as a key
cultural issue
 CHAPTER 1: CONCEPT OF QUALITY
TRADITIONAL VIEWS TQ VIEWS
1. HOW QUALITY IS ACHIEVED
Quality is inspected in the product. Quality is enough Quality is determined by the product and process
when the product has achieved the required quality. design through inspection made using some
Eg. Customer expectation is not the main focus. appropriate and effective control techniques.
Eg. customer feedback with high satisfaction, less
defect
2. HOW QUALITY IS DEFINED
Quality is defined solely as meeting customer Quality is defined as satisfying customers by meeting
specifications and is mostly defined by the and exceeding their expectations and defined by the
management. customers.
Eg. A company produces a car with basic features. Eg. A company produces a car with additional features
of “bells and whistles
3. ATTITUDE TOWARD DEFECTS
Defect is an expected part of producing a product. Defects are to be prevented using effective control
Measuring defects per hundred is an acceptable systems and are measured in defects per million (Six
standard. It means defects are still acceptable and are Sigma). Defects are unacceptable and should be
expected at least once in every one hundred products prevented. The number of defects expected is minimal
and the most allowed is just one defect in every one
million of products. (DPMO or defect per million
opportunities)
4.SUPPLIER RELATIONSHIP
Supplier relationships are short-term and cost- Supplier relationships are long-term and quality-
oriented. The organization selected a supplier merely oriented. The organization selects suppliers not only
because of its low price of product. based on price but also quality. Once selected the
organization and the supplier will work together to
ensure a good long-term relationship.

KEY ELEMENTS OF TOTAL QUALITY

1. OBSESSION WITH QUALITY

- become obsessed with meeting / exceeding customers’ expectations.

2.TEAMWORK
- uniting all departments within an organization on quality improvement and turning the internal competition
into external competitiveness.

3. SCIENTIFIC APPROACH
- using hard data to establish benchmarks, monitor performance, and make improvements.

4. UNITY OF PURPOSE
- all employees work toward the common goal.
Traditional view dengan modern view
Total quality is a corporate concept and strategy where every aspect of the process is integrated to
satisfy customer wants and expectations. Total quality is achieved by continual improvement
initiatives that involve both management and employees in a fully integrated effort to boost output
at all levels.

1) the differences between total quality views and traditional quality views are productivity versus
quality. According to traditional views, there is never a contradiction between production and
quality. Productivity and quality cannot exist in the same organization at the same time. Either
they produce more but with lower quality, or they produce less but with higher quality.
Meanwhile in total quality views, increases in quality are the only thing that leads to long-term
productivity benefits. This means that businesses will be able to create more if they can raise the
quality of their goods since customers will continue to buy them.

2) how quality is defined in both views. In traditional views, quality is mostly determined by
management and is limited to achieving consumer requirements. As an illustration, a
manufacturer makes cars with simple characteristics. In modern views, quality is defined as
meeting and exceeding consumers' expectations in order to please them. For instance, according
to David A. Garvin, a corporation makes cars with extra features known as "bells and whistles."

3) how quality was measured in traditional views and modern views. Traditional views define that
quality standards should first be measured against an acceptable degree of nonconformance
before being regularly benchmarked. It only required setting an acceptable threshold for
nonconformance and monitoring against it. According to modern views, performance is
measured using a scientific technique to set high-performance benchmarks for customer
satisfaction before progressively enhancing it.

4) quality as a function. In traditional views a separate function is quality. As was previously

mentioned in the US history of quality, the company had a distinct quality department that was
in responsibility of maintaining quality. Only inspectors were in charge of quality. Meanwhile, in
modern views the company as a whole is completely integrated with regard to quality. The
integrated system approach to quality emphasizes that everyone in the company must take
responsibility for any quality-related issues. In a conclusion, traditional organizations priorities
short-term earnings. The overall quality strategy priorities long-term success and ongoing
development. The assertions have outlined some of the key distinctions between the entire
quality approach and the traditional understanding of quality.

Key Element Total Quality

The first characteristic is Obsession with Quality. Obsession with quality involves focus on
meeting and exceeding customers' expectations. This means prioritizing high standards in all aspects
of the business, from product design to customer service. The importance of this element lies in its
ability to build customer satisfaction and trust. For instance, the city of Singapore is known for its
high-quality public services, which include efficient public transportation and healthcare systems.
The benefits include enhanced customer or citizens satisfaction, increased public confidence, and a
stronger reputation for the public sector entity.
 The second characteristic is Teamwork. Teamwork is about uniting all departments within an
organization to improve quality and turn internal competition into external competitiveness. It
involves collaborative efforts where every department works towards a common goal, fostering a
culture of mutual support and shared responsibility. The importance of teamwork is it encourages
knowledge sharing, and makes use of diverse skills and perspectives. An example is the collaborative
efforts between the Ministry of Health and other government agencies in managing the COVID-19
pandemic. The benefits include improved problem-solving, innovation, and a stronger organizational
cohesion that enhances overall performance.

The third characteristic is Education and Training. Education and training are crucial for
continuous improvement, enabling employees to work smarter, not harder. This means providing
ongoing learning opportunities and skill development to ensure that staff are equipped with the
latest knowledge and techniques. The importance of this element is that it keeps the workforce
competent and motivated, driving productivity and quality improvements. For instance, the
Malaysian Administrative Modernisation and Management Planning Unit (MAMPU) offers training
programs to civil servants, enhancing their skills and capabilities. The benefits include a highly skilled
workforce, reduced errors, and sustained competitive advantage through innovation and efficiency.

CHAPTER 2: QUALITY EXPERTS (Joseph Juran)

(Juran’s contributions in quality)

Joseph Moses Juran popularized the Pareto Principle, which says that 80% of problems often come
from 20% of causes. This principle is crucial in quality management because it helps organizations
focus on the most significant issues that will have the greatest impact on performance. In the public
sector, this principle helps organizations focus on the most significant issues to improve services
efficiently. For example, a city government might find that 80% of citizen complaints are about 20%
of services, like garbage collection or road maintenance. By concentrating efforts on these areas, the
government can make significant improvements. The benefits include better service delivery,
increased citizen satisfaction, and more efficient use of resources.

Juran's management theory emphasized the role of leaders in achieving quality. He believed that
quality improvement should be a continuous process led by top management and integrated into the
organization's goals. In the public sector, this means that government leaders must prioritize quality
in their strategies. For instance, if a healthcare department head ensures that improving patient care
is a key goal, the whole team will focus on achieving high-quality services. The benefits include a
clear focus on quality, better alignment of goals, and sustained improvement in public services.

Juran's Trilogy consists of three key processes: Quality Planning, Quality Control, and Quality
Improvement. This trilogy helps ensure high-quality services by addressing quality at every stage. The
importance of Juran's Trilogy lies in its comprehensive framework that ensures quality is built into
every stage of production. For example, a city planning department might use this approach to
develop and maintain parks. The benefits include a structured way to manage quality, fewer issues,
and happier residents.
 (Juran’s Quality Trilogy)
The first part of the trilogy is Quality Training. Joseph Moses Juran emphasized the importance of
quality training for all employees. Quality training involves educating staff about quality standards
and practices to ensure they can perform their jobs effectively. This is important because well-trained
employees are better equipped to maintain high standards and improve services. For example, in the
public sector, a city government might train its workers on proper waste management techniques.
The benefits include better service delivery, fewer mistakes, and increased efficiency.

The second part is Quality Control. Juran also highlighted the need for quality control, which means
regularly checking products or services to ensure they meet certain standards. Quality control is
crucial because it helps identify and fix problems early on. In the public sector, a health department
might conduct regular inspections of hospitals to ensure they meet health and safety standards. The
benefits include higher quality services, increased safety, and greater public trust.

The third part is Quality Improvement. Quality improvement, another key concept from Juran,
involves continuously seeking ways to make services better. This process is important because it
ensures that organizations do not become complacent and always strive for excellence. For instance,
a public school system might implement a program to continuously improve teaching methods and
student performance. The benefits include enhanced service quality, better outcomes, and increased
satisfaction among those served.

CHAPTER 5: CUSTOMER FOCUS IN THE PUBLIC SECTOR

(Characteristics of a Customer Focused Public Organization)
Intro: A customer-focused public organization prioritizes the needs and satisfaction of its citizens. By
aligning with customers, solving their problems, using their feedback, and continually improving
services, such organizations build trust and effectiveness. These characteristics are essential for
delivering high-quality public services.

Alignment with customers means that the organization works closely with its citizens to understand
and meet their needs. This is important because it ensures that services are relevant (understanding
the services that customers prefer) and beneficial and most importantly not over - promising. For
example, a local government might hold town hall meetings to hear residents' concerns about
community projects. The benefits include stronger relationships, increased trust, and services that
truly address community needs.

A customer-focused organization is willing to find and eliminate its customers' problems. This
involves actively identifying issues and taking steps to resolve them quickly and efficiently. For
instance, a public transportation department might set up a hotline for reporting issues with buses
and trains. The importance of this approach is that it improves service quality and enhances user
satisfaction. The benefits include fewer complaints, better service experiences, and a more positive
public perception.

Using customer feedback means not only seeking input from citizens but also acting on it to improve
services. This is crucial because it shows that the organization values and responds to its customers'
opinions. For example, a public library might conduct surveys to gather feedback on its programs and
then adjust offerings based on the responses. The benefits include services that better meet citizens'
needs, higher satisfaction rates, and increased engagement with the community.
 Continual improvement involves regularly making changes to enhance services and processes. This
is important because it ensures that the organization keeps up with changing needs and
expectations. For example, a city’s public health department might continually update its health
programs based on new research and community health trends. The benefits include more effective
services, better health outcomes, and a proactive approach to meeting citizens' needs.

Conclusion: These characteristics help build trust, enhance service quality, and ensure that the
organization remains responsive and effective. By adopting these practices, public organizations can
better serve their communities and foster positive relationships with the people they serve.

SIX-STEP STRATEGY IDENTIFY CUSTOMER NEEDS

1. SPECULATE ABOUT THE RESULTS

The management needs to start guessing what the external customers’ needs are. It is useful since the
management can compare their expectation with the real needs. This will ensure that the organisation is
parallel with their external customers’ needs.

2. PLAN HOW TO GATHER THE INFORMATION

The collection of information needs to be done systematically and well-organized. Developing a plan is
necessary to determine what type of information needed and who will provide that information. Try to
consider face-to-face interviews when developing the plan, or any other alternative such as phone interviews.

3. GATHER THE INFORMATION

It is advisable to conduct a pilot survey beforehand, involving a few numbers of external customers. This is to
ensure that any error in the methodology used can be detected earlier. After correcting the error, the real
survey can be conducted on a larger scale, according to the time frame outlined in the plan.

4. ANALYSE THE RESULTS

Analyse thoroughly and objectively. The information gained will be compared with the speculation made earlier
(in the first step) i.e. identifying the similarities, problems, comments, and any suggestions that can improve
the service provided.

5. CHECK THE VALIDITY OF CONCLUSIONS

Conclusions are derived from the analysis made in Step 4. The conclusions need to be validated by the external
customers themselves. Share with them and other people within the organization whether the conclusions
made are correct and get their feedback. Then, adjust them appropriately according to the feedback gained.

6. TAKE ACTION AS INDICATED

The valid conclusions provide room for changes needed. Plan properly the changes involved. Immediate action
is needed on a short-term basis. Let the external customers know what the organization is going to do, and as
far as possible, make the changes in accordance with their priority needs.
 CHAPTER 6: ETHICS VS QUALITY IN THE PUBLIC SECTOR
DEFINE ETHICS
McKinnon,2004  Ethics, or moral philosophy, asks the basic question about the good life,
about what is better and worse, about whether there are any objective
right and wrong, and how we know if there are
Goestch and Davis,2010  Ethics relates to the morality or conduct of a person
 Guidelines on how to prevent one from violating any laws, rules, and
regulations, written/unwritten

(Factors that determine ethical behavior in the public sector)

Trust is a key factor in determining ethical behavior in the public sector. Trust means that citizens
believe in the honesty and reliability of public officials and organizations. This is important because
trust builds strong relationships between the public and the government, ensuring that services are
delivered effectively. For example, when a public health department provides accurate information
during a health crisis, it builds trust with the community. The benefits include increased public
cooperation, higher satisfaction with services, and a more stable society.

Values refer to the core beliefs and principles that guide behavior in the public sector. These values
include fairness, transparency, and accountability, which are essential for maintaining ethical
standards. The importance of values is that they create a culture of integrity and excellence within
public organizations. For example, a public education system that values inclusivity will ensure that
all students, regardless of background, have access to quality education. The benefits include
improved public trust, better service delivery, and a positive organizational reputation.

Integrity means doing the right thing, even when no one is watching. It involves honesty, fairness,
and adherence to ethical standards. Integrity is crucial in the public sector because it ensures that
officials act in the best interests of the public. For instance, a city council member who avoids
conflicts of interest and makes decisions transparently demonstrates integrity. The benefits include
higher public confidence, reduced corruption, and more effective governance.

Responsibilities in the public sector involve the duties and obligations that officials have towards the
public. This includes providing high-quality services, being accountable for actions, and ensuring
public welfare. The importance of responsibilities is that they ensure officials are committed to
serving the public effectively and ethically. For example, a public works department responsible for
maintaining infrastructure must ensure roads and bridges are safe and well-maintained. The benefits
include improved public safety, better service quality, and greater public satisfaction.

Conclusion: These factors ensure that public officials act in the best interests of the community,
maintaining high standards of service and governance. By upholding these principles, public
organizations can build strong, ethical, and effective relationships with the citizens they serve.
 CHAPTER 8: QUALITY CULTURE AND THE FUTURE OF QM IN PUBLIC SECTOR
ISSUES/CHALLENGES IN QUALITY MANAGEMENT
1. THE INCREASING GLOBAL COMPETITION
In the era of globalization, many forms of competition emerge domestically and internationally. One could not
afford to sustain its business operations without striving for the best practices and meeting quality standards.
As the public sector is the catalyst of economic development, it has to uplift the quality and quantity of its
public service delivery. Failure to meet the needs and expectations of the customers will give a disadvantage to
a country’s competitiveness in businesses, industries, and the like.

2. THE INCREASING CUSTOMER EXPECTATION

With the emergence of the latest trends, globalization, and advanced IT, customers’ demands vary. With this
increase, the providers have to ensure that their services are better quality and able to not only meet but also
exceed customers’ expectations and satisfaction.

3.ECONOMIC PRESSURES
The notion of trade liberalization has opened up business opportunities to all business players around the
globe. Every organization has to improve its quality as well as reduce costs to remain competitive. To facilitate
the private sector as a key player in the industries, the public sector has to discharge its roles and functions
efficiently and effectively. Public agencies have to make sure that their services can meet the needs and
demands of their customers.
4. RESISTANCE TO CHANGE
Change in many aspects; attitudes, culture, skills, knowledge especially in implementing quality management.
For example, Total Quality Management (TQM) is a management approach based on a set of fundamental
quality principles that come with techniques and procedures that provide guidance and structure in the
administration of an organization. However, it was argued that the environment in the government agencies
with its political culture and the unmet needs of virtually unlimited demands of customers, creates barriers in
its implementation.

HOW TO MAINTAIN QUALITY CULTURE

1. REWARD THE BEHAVIORS -Members of the organizations could be much happier when their
THAT TEND TO MAINTAIN THE behaviors and efforts are being recognized by the management.
QUALITY CULTURE
-Recognition could be in the form of public acknowledgment whereas
rewards could be given in the form of monetary values or terms of benefits
in kind.
2. KEEP EMPLOYEES INVOLVED -The structure of the organization should be adjusted to allow them to get
directly involved in the organization.

-They could be appointed as the quality council member who has direct
responsibility for quality matters in the organization.
3.EMPOWER EMPLOYEES AND -Employees should be empowered to make sure that they can discharge
ENCOURAGE SELF- their duties and responsibilities effectively.
DEVELOPMENT AND SELF-
INITIATIVE -Jobs that are assigned to them shall invite self-development and self-
initiative. This could be done through inputs, feedback, and teamwork in
the organization.
4. MAINTAIN AN AWARENESS OF -Managers should always exhibit the best practices to their subordinates.
QUALITY AS A KEY CULTURAL Besides that, one has to ‘communicate’ the quality culture that is practiced
ISSUE in the organization and has been embedded in its philosophies.