Transcript No Slide Title

Education Performance
Excellent
MBNQA
ISO 9001:2008
IWA 2:2007
Sholichin A. Darmawan
Registered Lead Assessor
Milestone reaching Performance Excellence
( World Class Performance excellence model )
COMPETIVENES
COMPLIANCE &
PERFORMANCE
COMPLIANCE
QC/QA model
QM model
TQM model
2
Stages of Quality Model
Quality Assurance
Quality Control
Quality Management
3
ISO 9001:2008
MBNQA
4
Stakeholder
Expectation
Leadership
( vision & objective)
Strategy
&
Business Plan
CUSTOMER
Market
Integrate / FOCUS
CRM / CS
Measurement,
Analysis &
Knowledge
Management
Resources Operation
managem System (Core
process and
ent
Supporting process),
Performance Result
5
Education Performance Criteria
Educational Performance Excellence
Organizational Profile :
Environment, Relationship & Challenges
STRATEGIC
PLANNING
LEADERSHIP
•
•
•
•
•
•
•
Vision, Mission, Policy
Objective
Culture
Business Opportunities
Business performance
Communication
Governance and social
responsibilities
•Business Plan
•Strategic
Objectives
STUDENT, STAKE
HOLDER &
MARKET FOCUS
•Market Knowledge
•Relationship & Satisfaction
•Customer feedback
WORK FORCE
FOCUS
•
•
•
•
•
•
•
Engagement
Culture
Capability & capacity
Remuneration
Development
Well Being
Work Climate
PROCESS
MANAGEMENT
•Process Mapping
•Quality Plan
•Design & Development
•Monitoring, measurement,
Analysis & Improvement
RESULT
•Student Learning result
•Student & Stakeholder
focused result
•Financial Result
•Customer
Satisfaction Result
•Employee
Satisfaction Result
•Leadership result
Measurement, Analysis & Knowledge Management
S
E
R
V
I
C
E
E
X
C
E
L
L
E
N
T
7
Performance Requirement
Requirement for Learning and Innovation
Requirement of Value for Customer
Requirement of Value for Other Stake Holder
Organizational Value
- Employee
- Bargaining Units
(A Method to
- Supplier
Evaluate and
- Stockholders
Improve This
- The Public
System)
- Local Communities
- Headquarter
Parameter to
- Congress
Consider
Leadership System
Evaluate & Improve
Appropriate Actions for Senior Leaders
Set Direction
Mission,Vision
Values
Seek Out Future
Opportunities
Communicate
Direction and
Value
Promote
Learning &
Innovation
Promote
Empowerment
Be Personally
and Visibly Involved
8
Strategic Planning
Opportunities for New Products and Services
Competitive Environment
Customer
Past Performance
and market
Risk-Financial,Societal,and Other
Needs
Resources Available
Capabilities
- Technology
- People
- Operations
- Supplier
Key Planning Information
Strategic Objectives
The Need For :
- New Product
- New Services
- New Markets
- New Missions
- New Alliances
- New Certifications
- New Capabilities
- Revised Direction
Methodology
Planning Team
Planning Tools
Strategy Planning Needs
Development
System Day to Day
Management
Decisions
Allocation of
Resources
Time Frames
Sustained Competitive Leadership
- Revenue Growth
- Operational Effectiveness
- Other Competitive Advantages
To Deployment System
9
Strategic Planning
(From Development System)
Strategic Objectives
The Need For :
- New Product
- New Services
- New Markets
- New Missions
- New Alliances
- New Certifications
- New Capabilities
- Revised Direction
Short Term
Action Plans
Time
Frames
Action
Planning
System
Longer Term
Action Plans
Evaluate
& Improve
H.R Requirements
& Action Plans
Resource Requirements ?
Communication
to Everyone
Involved
Key Performance Plans and Indicators
Projections
10
D
B
C
W
X
Y
Z
Customer Groups
Market Segments
Former
Customers
Target Customers
Customers of
Competitiors
Other Potential
Customers & Markets
Sales Information
Customer Retention
Win/Loss Information
Complaints
Relative Importance
of Features
Listening &
Learning Tools
Information
Key Requirements
and Expectations
Analysis
System
Key Requirements
and Expectations
Processes for
Determining
Requirements
Identified Drivers of
Purchase Decisions
Key Product &
Service Features
For Marketing , Product Planning , Business Development
11
Measurement of Effectiveness the Management System ?
Organizational
Objectives
Organizational
Results
Improvement in the MS
% 100
75
50
25
0
Improvement can also be measured
12
Evaluating for Academic Process and Services
publication
IT support in improving
academic data recording
and evaluation method
T/L process
• home work
•assignment
•quiz/test
Institution/Faculty
reporting
data recording
sytem
Head of
Department
staffs
Academic Administration office
staffs
reporting
13
Evaluation cycle for improving academic performance
Future Improvement
Discussion meetings
Reporting
•graduates
•students
•staffs
•academic and
non-academic
information
Education outputs
Data recording
Data Anaysis
process
Kesimpulan :
……………
……………
Results of analysis
Tahun Lulus
1
1995/1996
1996/1997
1997/1998
1998/1999
1999/2000
Total
IPK < 2.5
Jumlah %
2
3
15
13
14
15
17
74
40.54%
33.33%
28.57%
30.00%
25.37%
30.58%
IPK 2.5 - 3.0
Jumlah %
4
5
18
20
27
26
39
130
48.65%
51.28%
55.10%
52.00%
58.21%
53.72%
IPK > 3.0
Jumlah %
6
Total IPK RataLulusan rata
7
4
6
8
9
11
38
10.81%
15.38%
16.33%
18.00%
16.42%
15.70%
Kesimpulan :
……………14
……………
8
9
37
39
49
50
67
242
2.58
2.67
2.70
2.70
2.67
2.67
System for Assessing and Improving Employee
Satisfaction.
Employee Groups
C
A
B
D
Methodes to Determine Key
Factors Affecting
Satisfaction
Raw Data
Grievances
Absenteeism
Turnover
Productivity
Key Factors
Affecting Employees
Survey and Other
Measurement
Method, Processes & Data
Make
Changes
Analysis
Devise Plans to Improve
Well-Being, Satisfaction,
and Motivation
To Organizational
Performance Reviews
15
System for Enhancing the Employee Support
Climate.
Services
Benefits
Policies
Diversity Issues
System for Selecting and
Tailoring Services,Benefits,
and Policies to Enhance
the Work Climate
Employee
Voice
Employees’
Work Climate
16
Work System Design.
Key Business Drivers
Critical Success Factors
Strategic Objectives
Process Design Factors
Assessment of Capabilities
Driving Forces
A Means of Matching
People with Work
Organization
Design
Hierarchical
Organizational Structure
- Departments
- Divisions
- Branches
- Offices
Work
Design
Teams
Work Groups
Councils
Job
Design
Individual Tasks &
Responsibilities
17
Results
7.1. Student Learning
Outcomes
7.3. Budget,
Financial & Market
Outcomes
7.5. Process Effectiveness
Outcomes
7.2. Customer
Focus Outcomes
7.4. Workforce-Focus
Outcomes
7.3. Leadership
Outcomes
18
RESULT
19
MBNQA Criteria -2009
Continual Spiral up
Best Practise
D
A
Deployment
Approach
L
Learning
I
Integration
R
• SUCCESS
• GROWTH
Result
• CHALLENGES
20
21
Sistem Penjaminan Mutu Yang Terintegrasi
Sistem manajemen mutu
ISO 9001:2008, IWA 2:2007
Evaluasi Kinerja
Malcom Baldrige
high Quality
Education
Standar
Nasional Standar
Internasional standar
22
ISO 9001:2008 : A standard model for Quality
Management systems
IWA 2 : Guidance for ISO 9001 Implementation at
Education Services
MBNQA : A model for Business Excellence
23
Certification Process
BASICS OF CERTIFICATION
Manufacturer
Supplier
Buyer
Customer
1st party
2nd party
SGS SSC
The 1st part and the 2nd party must
be convinced that the certificate is
as credible as possible
3rd party
Accreditation
Body
4th
party
25
‘’’’’’’’’’’ STD
AKREDITASI
MBNQA CRITERIA
IWA 2 : 2007
ISO 9001:2008
TOTAL QUALITY
MANAGEMENT
26
27
Certification process
Renewal Certification Process
Submit
Manual &
Procedure
PreAudit
Corrective
Action
OPTIONAL
Min. 3 weeks before audit
6-monthly
Surveillance
Audit
Stage 2
Audit
Stage 1
Audit
Stage 1
Audit
Report
Submitted
Submission
action taken
N
major
Max.
1 month
Y
Corrective
Actions
Follow-up
audit
Max.
3 months
Submission
action takenY
3 year
major
Max.
Y
Corrective
Actions
2 weeks
Max.
3 months
Follow-up
audit
Company
28
Levels of Award
National Quality Award Level
P
Business Excellence Level
• Above 700 Points on 1000 scale
• Min 50% is required in each Category
• All Category to be assessed
Performance Management Level
• Above 500 Points on 1000 scale
• Min 30% is required in each Category
• All Category to be assessed
Improvement Commitment Level
• Above 300 Points on 1000 scale
ISO 9001:1994
QA Model
ISO 9001:2000
• One significant improvement project completed
• Assessment of Category 1,2 & 7 are optional
QM Model (TQM Model)
T
29
Steps Toward Mature Processes
1. Reacting to Problem
strategic and
operational
goals
Operations are characterized by activities rather than by
processes, and they are largely responsive to immediate
needs or problems. Goals are poorly defined.
3. Aligned Approaches
strategic and
operational
goals
Operations are characterized by processes that are repeatable and regularly
evaluated for improvement, with learnings shared and with coordination
among organizational units. Processes address key strategies and
goals of the organization.
2. Early Systematic Approaches
strategic and
operational
goals
The organization is at the beginning stages of conducting operations by
processes with repeatability, evaluation and improvement, and some
early coordination among organizational units. Strategy and quantitative
goals are being defined.
4. Integrated Approaches
strategic and
operational
goals
Operations are characterized by processes that are repeatable and regularly
evaluated for change and improvement in collaboration with other
affected units. Efficiencies across units are sought and achieved
through analysis, innovation, and the sharing of information and
30
knowledge. Processes and measures track progress on key strategic
and operational goals.
31