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| PROGRESS REPORT ON TQM PROJECT IN BRUNEI DARUSSALAM Introduction: Brief information on TQM project in Brunei Darussalam. Under the first phase of the TQM project, Construction Planning and Research Unit, Ministry of Development is the focal point of TQM project. A national committee on TQM implementation has been established to oversee the promotion and implementation of TQM activities in Brunei Darussalam. Interline (B) Sdn Bhd. is the first generation of Model Company for the TQM project funded by Japan. Interline is currently, providing assistance and guidance on the second generation of model company in Brunei Darussalam. Under the second phase of the TQM project, Brunei Darussalam is to facilitate the development and promotion of TQM implementation through the following:-
Other consideration by the committee is to organize meetings/dialogues on the status quo of TQM dissemination with other model companies in ASEAN, including exchanging of views on problems and progress encountered. The meeting should be supported by Japanese experts in problem solving encountered by the various ASEAN countries in TQM dissemination. TQM National Activities on:
Interline is to continue giving guidance and assistance to the second generation of Model Company by introducing TQM handbooks.
In the year 2000 a few meetings among committee members were organized:- Date: Discussion of agenda items24 July The meeting discussed the followings:-
Company.
Future programme: The meeting agreed to prepare the following:-
10 August The meeting discussed lengthy on the proposal of the establishment of TQM association that focussed on the following:-
28 August The meeting generally discussed on the draft TQM constitution and to appoint protem committee to study and finalize the draft. Members were urged to get their plan, objectives and concept right prior to the presentation to the Minister of Development and other ministries in seeking for their support. 19 September The visit of Mr. Yuzuru Otabe from JSA. The area of discussion as follows:-
5 October The meeting discussed on the following:-
The meeting further discussed on how to get members to participate in talk's session or short presentation on TQM. Conclusion: In order to realize the development and implementation of TQM programme, the National Committee will focus on all aspects of industrial and primary organization in the non-oil related fields. In doing so, these companies can achieve higher quality standard in their products and be able to successfully compete with the regional markets. In the educational field, the National Committee will seek support from the Ministry of Education to play an important role by introducing TQM courses in their programmme for both secondary and University level as part of their Extra-curricular Activities. Successful new model companies are obliged to provide training and implementation programmes to other new model companies. Refresher courses and activities for existing Model Company's trainer who has already acquired the basic TQM implementation are deemed necessary. This is to continuously update their knowledge and the sharing of experiences among the trainers from the ASEAN-Japan region.
SHK/tqm2001/Feb. 2001 PROGRESS REPORT ON THE PHILIPPINES TQM INTEGRATION PROGRAM
Knowing the importance and benefits of total quality management system for the companies especially for small and medium entrepreneurs to be globally competitive and improve its management systems including its human resources, the Philippine National Consultative Committee for Standards and Quality with the Philippine model companies under the ASEAN-Japan TQM organized and implemented a program called "TQM Integration". The Program aims to replicate the ASEAN-Japan TQM Project to assist small and medium entrepreneurs in setting up total quality management system in their company. Initially, seminar-workshops were conducted for Chief Executive Officers and Top Management with the support of the Japanese experts and experts from Philippine TQM model companies. At present, twelve (12) companies were enrolled under the TQM Integration Program. These companies are engaged in decorative and functional ceramics; domestic container hauler, direct selling of ladies, men’s footwear, garments and bags; office systems for furniture, wood case goods, seating systems, storage and retrieval systems, metal products; food distribution; brokerage, freight forwarding, trucking and warehousing; single serve sachets, contract packaging and manufacturing services; management of convenience and department stores, bakery; terra cotta mostly novelty and gift items cultured marble, onyx, tiffany and granite. Some of the reasons why companies joined/enrolled in the TQM Integration Program are:
Some of the problems encountered -
Some of the lessons learned in participating and implementing the program – At present there are three (3) batches being instructed, coached, supervised and monitored. The first batch have finished eleven (11) TQM Handbooks. These are TQM Handbooks for Chief Executive Officers, Managers, Common Employees, Policy Management, Cleaning, Cleanliness and Environment, Disposal and Proper Arrangement, Standardization, Daily Management , Quality Control Circle, Problem Solving , Statistical Control Method and Process Control. The second batch finished nine (9) and the third finished four (4) handbooks. Aside from the monthly instructions for a particular handbook, coaching to companies are also scheduled every month. Here the companies will have a better chance for a one-on-one discussion with the expert of what the company has done after the instruction and how it can be improved. It enables also the expert to discuss with the company the previous assignments and commitments. Monitoring is also done every six months to the company to check and guide them in the implementation. Spot inspection is an unannounced activity to the company. Aside from this TQM Program, various TQM trainings were conducted all over the country by quality practitioners from government and private organizations, institutions, professional, etc. There are also colleges and universities where TQM is part of their curriculum e.g. Asian Institute of Management. However, this TQM Integration Program has its own uniqueness because of its comprehensive instruction and training coupled with coaching and monitoring to each and every company which enable them to apply and implement the program immediately. The companies under this program were encouraged to join the Philippine Quality
Award, the highest level of national recognition for exemplary organizational performance
patterned after the Malcolm Baldrige National Quality Award of USA, which established in
1997 under Executive Order No. 448 issued by the former President Fidel V. Ramos. The TQM Integration Program is being implemented and supervised by the Philippine National Committee for Standards and Quality. The Committee is Chaired by the Director of the Bureau of Product Standards with the following members:
3.2 Description of Each Activities
A 3-hour breakfast meeting introducing the TQM Project, what is it all about, its objectives and benefits, how to apply and the commitment of the Chief Executive Officers and Top Management for its participation and implementation. Every month a new TQM Handbook is being introduced starting with the Handbook No. 1- Chief Executive Officers. A whole day seminar-workshop which will end up with a preparation of Gantt Chart of Activities, which served as their assignments The participants have the chance to interact with the experts and participating companies. This is intended for the TQM Integration Program participants only. This activity is part of the short term expert being provided under the Japanese Technical Cooperation Program. Meetings with the members of the Philippine National Consultative Committee for Standards and Quality to discuss and evaluate Program, Problems and Training Modules. Before a company is accepted to the Program, a company survey and diagnosis are being done by the local experts to know the extent of the company’s quality system practices and the Company’s Chief Executive Officers commitment to adhere to the requirements of the program. A Memorandum of Agreement between the National Committee and the participating company is issued and signed. Monitoring of the company participating in the program is done every six months. Spot Inspection is unannounced to know the continuous implementation of the system. 3.3 Description on Long Term, Short Term TQM Expert Dispatch, if dispatched. Short term experts were dispatched for a half-day TQM Seminar for Chief Executive Officers and Top Management and Forum for the participating companies last October 2000. The Japanese experts served as the resource speakers and consultants during these activities. The experts also visited the Philippine two (2) model companies under Phase I (ASEAN-Japan TQM Project) where they introduced the two (2) new TQM Handbooks. - Summary and Evaluation of the Activities for Year 2000
4. Description on Dissemination Plan for Year 2001
The Plans and Programs for Year 2001-2005 include -
4. Development of Training Materials and Publications The short term expert will train and assist in the preparation/development of training materials and publications. 5. Upgrading the Capability of the Filipino Assessors The short term expert will provide a lead assessors training and actual supervision and witnessing of audit to Filipino assessors. 6. Asian Center for Quality Management Foundation The long term expert will help in the establishment and setting up of the Foundation taking into account the transfer of technical know-how, training seminar, on the job training local and abroad provisions of facilities and equipment required for the project. It is expected that the Japanese expert will assist in the start-up of the Foundation activities.
COUNTRY REPORT ON JAPAN-ASEAN TQM PROJECT (SINGAPORE) Introduction 1. The first phase of the Japan-Asean TQM Project (JA-TQM Project) was concluded in March 2000. Appended below is Singapore’s country report on the Japan-Asean TQM Project for 2000. Singapore Quality Award and Singapore Quality Class 2. Singapore has benefited from its participation in the first phase of the JA- TQM Project. TQM provides a strong foundation for organisations wishing to achieve world-class business excellence through the Singapore Quality Award (SQA) framework. The SQA framework includes the TQM elements and is modelled after the US Malcolm Baldrige Quality Award. 3. In the previous country paper on JA-TQM Project presented at the 15th ACCSQ meeting, Singapore has expressed its intention to proceed to the next phase which is to help those who already have a strong foundation in TQM to reach the level of SQA. 4. For organisations that do not have a strong foundation in quality, TQM will be promoted together with other foundation programmes such as ISO 9000 certification, Enhanced Total Quality Process and National Cost of Quality so that they can strengthen their capabilities in their journey towards attaining the SQA. 5.To progress in the business excellence journey, organisations need to assess themselves regularly. The Quality Assessment Exercise (QAE) is a well-established method of assessing an organisation against the requirements of business excellence. 6.Organisations that undergo the QAE and attain a commendable level of performance qualify for the Singapore Quality Class (SQC). The SQC is the first major benchmark that organisations in Singapore need to achieve prior to attaining the SQA. Progress of Singapore Quality Class 7.As at 31 Dec 2000, some 190 organisations have become members of the SQC. They come from the public and private sectors and represent a good cross-section of the industries in Singapore. 8.As part of the effort to develop more SQC/ SQA assessors, about 20 workshops were conducted for 300 assessors in 2000. In addition, some 20 courses on SQA criteria were organised and attended by 300 participants. Conclusion 9. The JA-TQM Phase 1 Project has helped to create awareness and understanding of TQM among Singapore organisations. This helps to facilitate the organisations in the journey to achieving SQC and SQA. 1. Singapore will continue to promote TQM within the SQA framework so that more organisations can strengthen the capabilities in their journey towards achieving the SQA. (1999-2000) 1. Thai Industrial Standards Institute in cooperation with the Technology Promotion Institute held 3 training courses on TQM (40 participants in each course) using 19 Handbooks which were translated into Thai as training materials. 2. Thai Industrial Standards Institute in cooperation with the Thai-Japan Technology Association and the model companies held tele-education courses on TQM for Middle Management for 30 participants using 19 Handbooks which were translated into Thai as training materials. 3. Thai Industrial Standards Institute in cooperation with The Quality Control Association and model companies held a training course at companies’ sites for 15 participants using 19 Handbooks which were translated into Thai as training materials. (2000-2001) 1. Thai Industrial Standards Institute in cooperation with the Thai-Japan Technology Association and the model companies held a tele-education courses on TQM for Middle Management in February 2001 for 30 participants using 19 Handbooks which were translated into Thai as training materials. 2. 12 model companies were selected from 23 candidates (5 January- 19 February 2001). 3. 20 counterparts were selected from 36 candidates to be local experts. 4. Thai Industrial Standards Institute has given instruction with the assistance of Japanese expert and counterparts once a month at sites to 12 companies as from March 2001. 5. Thai Industrial Standards Institute has provided training once a month with the assistance of the Japanese expert for counterparts of selected and of non selected companies and facilitators as from March 2001. 6. Meeting are planned to be held twice a year for the exchange of views among 12 model companies, Japanese expert and counterparts and for their progress report. The first meeting is expected to be held in September 2001. Recommendation To transfer TQM technology, the direct experience in TQM implementation of successful model companies is more practical than only lectures provided by TQM experts and their successful practice can be applied for developing training materials.
Agenda Item 12.1 Vietnam Country Report on TQM Dissemination Activities 1. Overview of TQM Dissemination Activities Since Vietnam joined TQM – ASEAN Project later than other 6 ASEAN countries, Vietnam continued phase I until April 2001. TQM – ASEAN Project phase II is started deploying since April 2001 by Vietnam Productivity Centre (under Directorate for Standards and Quality of Vietnam). Vietnam accepted 2 short term experts besides Mr. Shimada to conduct training on model companies of phase I and the last training will finish at end of this month. Initial objectives of the project phase II are:
- To continue activities for implementation of full set of TQM handbooks at two model companies under the project phase I by assistance of JSA Experts and Local Experts. - To evaluate, summary of results and achievements of the TQM implementation of two model companies for dissemination to the other and to multiply these models in business sectors
2. TQM Dissemination Organization
3. TQM Dissemination Activities of JFY 2000 (From April to December, 2000) 3.1 List of Activities
3.2 Description of Each Activity Content: Study on handbooks No20 and 21; Overview on Handbooks. Duration: 1. September 11-15, 2001
Results: Training in phase I will finish end of March, 2001 on all handbooks and promoting plan for 2001 will be discussed and summarized at closing meeting on 23 March 2001.
Content: - Japanese Quality Management; TQM and TPM; Quality Control Process Chart; Steps for implementing 5S; Visual Control; Product Reliability. Date: May, 24 – 26, 2000. Venue: VPC head office, Hanoi City Lecturer: Mr. Mitsuharu Shimada – JICA expert N0 of Participant: 31 persons from various companies of North. Results: Participants gained valuable expertise on TQM concepts and effective techniques such as methods of quality control and improvement, as well as establishing 5S movement in enterprise…
Content: TPM and 5S; Policy Management; Quality Control Tools; Company Standardization. Date: July 18 – 21, 2000. Venue: VPC head office, Hanoi City Lecturer: Mr. Mitsuharu Shimada – JICA expert N0 of Participant: 20 persons from various companies of North. Results: By the end of the course, participants get the way of using of QC tools effectively in their companies and improving their skills on management.
Content: Policy Management; Quality Control Tools; Company Standardization. Date: July 18 – 21, 2000. Venue: VPC branch office, Ho Chi Minh City Lecturer: Mr. Mitsuharu Shimada – JICA expert N0 of Participant: 23 persons from various companies of South. Results: By the end of the course, participants get the way of using of QC tools effectively in their companies and improving their skills on management.
Content: Policy Management; Quality Control Tools; Company Standardization. Date: August 16 – 18, 2000. Venue: VPC head office, Hanoi City Lecturer: Mr. Mitsuharu Shimada – JICA expert N0 of Participant: 14 persons from various companies of North. Results: By the end of the course, participants gained basic concepts of TQM and theories, methods and practical exercises on TQM.
Content: Japanese Quality Management; 7 tools for quality control; Quality Control Process Chart. Date: October 22 – 24, 2000. Venue: VPC branch office, Ho Chi Minh City Lecturer: Mr. Mitsuharu Shimada – JICA expert N0 of Participant: 31 persons from various companies of North. Results: By the end of the course, participants understood fully basic concepts of TQM and theories, methods and practical exercises on TQM.
Content: Japanese Quality Management; 7 tools for quality control; Quality Control Process Chart. Date: December 27 – 29, 2000. Venue: VPC head office, Hanoi City Lecturer: Mr. Mitsuharu Shimada – JICA expert N0 of Participant: 23 persons from different companies of South. Results: By the end of the course, participants understood deeply main characteristics of Japanese Quality Management and applied 7 tools in their daily quality control activities successfully.
Content: Japanese Quality Management; 7 tools for quality control; Quality Control Process Chart. Date: February 27 – 28, 2001. Venue: Training Centre, Hanoi City Lecturer: Mr. Mitsuharu Shimada – JICA expert N0 of Participant: 45 from department for standard, metrology and quality of South. Results: Officers understood main characteristics of Japanese Quality Management and improved their knowledge on TQM, the way of sampling…. 3.3 Description on Long term, Short term TQM Expert Dispatch, if dispatched STAMEQ received a long term expert, Mr. Shimada from April 2000 and short term expert, Mr. Otabe, Mr. Suuchi and Mr. Asaka: total 4 man – weeks in 2000. STAMEQ appreciates long term and short term experts assisted TQM promotion on:
3.4 Summary and Evaluation of the Activities of JFY 2000 In the year 2000, Vietnam has organized successfully 8 training courses in whole country with participating by various companies and enterprises in different sectors. Total number of participants is 142 persons, who are managers, engineers, Quality Management Representatives of the company, experts, researchers and trainers on Productivity and Quality; Officers of Department for Standard, Metrology and Quality. By the end of these training courses, the participants understood deeply on TQM basic concepts, main characteristics of Japanese quality management; they can apply quality control tools effectively at companies; the managers improved their skills on management. As for company visit activities, JICA expert (Mr. M. Shimada) visited 10 companies to transform following contents: Introduction on the Project and project objectives; Awareness of TQM and some contents of TQM activities; Evaluation and reviewing on results at model company of phase I; Lecturing 2 TQM handbooks (No 20 & No 21); Diagnosis at companies to select pilot companies of phase II. Generally, TQM disseminate activities in Vietnam in 2000 have been archived significant results. Vietnamese companies/enterprises/organizations are initially interesting in applying TQM in their organizations to improve quality, productivity and company culture.
To enhance effectiveness of TQM dissemination activities in 2001, increase numbers of company, which intent to apply TQM to become pilot company on TQM in whole country, we drafted a plan for the project in 2001 as base on strengthening public and in-house training activities, guiding and consulting on TQM at pilot companies.
Training courses will base on 5 main topics as follow:
We intent to organize 01 public and in-house training course every month, as for public course will be hold alternately between VPC head office (Hanoi city) and VPC branch office (Ho Chi Minh City). II. Guiding at company: In 2001, we expect 3 companies in North and 1 company in South will become pilot companies and research more 2 – 3 companies for semi-pilot companies, in which limited training will be conducted. Deploying TQM Project at these companies is continued until end of this year. We have already delivered drafted plan of each company after diagnosis. In next month, we will held a national committee meeting for drawing experiences, making suggestion, discussing on how to carry out TQM dissemination activities to suit with current status of Vietnamese companies. 4.2 How to involve Long term, Shot term Dispatch TQM expert in the plan, if dispatched STAMEQ has a long term expert already. The expert will assist activities and we expect some short term expert will come and cooperate with the long term expert for:
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