INTRODUCTION

01 Why do we need Quality Management

System in Government?

02
If we do, why ISO 9001:2015 QMS?

03 What is ISO 9001:2015 QMS?

04
Why do we need Quality
Management System in
Government?
 Legal Basis
 Administrative Order No. 161, s. 2006 (Institutionalizing
Quality Management System in the Government) dated
October 5, 2006

 Executive Order No. 605, s. 2007 (Institutionalizing the

Structure, Mechanisms and Standards to Implement the
Government Quality Management Program, Amending for
the Purpose Administrative Order No. 161, s. 2006) dated
February 23, 2007

 Republic Act No. 9485 (An Act to Improve Efficiency in the Delivery of Government
Service to the Public by Reducing Bureaucratic Red Tape, Preventing Graft and
Corruption, and Providing Penalties)

 Administrative Order No. 25, s. 2011(Creating an Inter-Agency Task Force (IATF) on

the Harmonization of Government Performance Monitoring Information and Reporting
Systems)

01
 Goal of the GQMP
To strengthen institutional capacities of
public sector organizations in delivering
citizen-focused public services and in
implementing international standards-
based quality management systems
(QMS)

01
EO No. 605: Institutionalization of the
Government Quality Management Program

Directs departments/agencies under the Executive

Branch and GOCCs to adopt ISO-QMS and pursue
certification

Enjoins SUCs and encourages LGUs,

Judiciary,
Legislature, and Constitutional Offices to
establish ISO-QMS and pursue certification

Directs establishment of citizens’ charter of key

government offices as service guarantee

Source:01
Executive Order No. 605, Institutionalizing the Structure, Mechanism, and Standards to
Implement the Government Quality Management Program
 The Government Quality
Management Committee
The GQMC is mandated to formulate policies and
oversee GQMP implementation

Chair

GQMC
Co-Chair Composition
Administrative Order No. 25, s. 2011 and
the QMS

“the common target should be establishment of

Quality Management System aligned with ISO 9001
Standards or the continuing certification of one
frontline service.”

01
 The AO 25 Requirements
IATF Memorandum Circular No. 2018-1, Guidelines on the Grant of the Performance-
Based Bonus for Fiscal Year 2018 under Executive Order No. 80 s. 2012 and Executive
Order No. 201 s. 2016

1. FY 2018 GOOD GOVERNANCE CONDITIONS (GGCs)

2.For FY 2018, the AO 25 IATF sets the following GGCs based on
performance drivers of the Results-Based Performance Management
System (RBPMS) and the priorities of the Duterte Administration for 1)
heightened transparency, 2) stronger public accountability, and 3) more
inclusive and people-centered public service:

a.6 Quality Management System (QMS) Certification to ISO

9001:2015 issued by any of the certification bodies (CBs) accredited by
the International Accreditation Forum (IAF) members or similar standards
relating to Total Quality Management (TQM), e.g. Philippine Quality
Award, ISO/IEC 17025, ISO 17020, and Omentum Accreditation Canada
of at least one (1) core process or frontline service.
 The Challenges
“The erosion of
confidence in the
capacity of our public
servants to make the
people’s lives better, safer
and healthier” GQMP Response

Make services accessible,

Erosion of faith and trust
convenient and pleasant
in government
to the transacting public

The Challenge  Reduce requirements and

the processing time of all
Source: Inaugural Address of applications
President Rodrigo Duterte  Certify QMS covering the
Oath-taking of the President of the
Philippines streamlined processes
Malacañang Palace | June 30, 2016

01
Why ISO 9001:2015 QMS?
QMS towards Performance
Excellence Philippine
Total Quality Quality Award
Management Performance
ISO Excellence
Management
Management ISO 9004
Quality
Systems Performance
Process Improvement
Improvement

02
Benefits of ISO 9001 in the
Government
QMS Gaps QMS Improvements For Further Improvements
Absence of quality
Defined quality policy, Address expectations of
policy, objectives objectives and plans key stakeholders
and plans

Unclear flow of Installed control of

Enhance organizational
documents and
information records knowledge

Recurring Installed control of

Promote risk-based
transactional nonconforming
thinking
errors services

Unclear Documented work

Streamline processes
procedures procedures

Lack of systems Installed internal Improve capacities

audit and review quality audit in system audit

02
Module I: Introduction
Overview of the ISO
9001:2015 QMS
Module Outline
 ISO 9001 General Concepts
 The Seven (7) Quality Management
Principles
 Process Approach
 PDCA Cycle
 Risk-based thinking
 QMS Structure
ISO 9001
General
Concepts
What is Quality?

 An organization focused
on quality promotes a
culture that results in the
behavior, attitude,
activities and processes
that deliver value through
fulfilling the needs and
expectations of
customers and other
interested parties.(2.2.1)
What is Quality?

 Determined by the ability

to satisfy customers
and intended and
unintended impact on
relevant interested parties
 Includes not only the
intended function and
performance, but also
their perceived value
and benefit to the
customer (2.2.1)
What is Quality?

If:
= Conforming Characteristics
= Fulfilled Requirements

Therefore:

Quality Management System (QMS)

part of a management system with
regard to quality (3.5.4)
What is Quality Management System?

Comprises activities by which Provides the means to identify

the organization identifies its actions to address identified
objectives and determines the and unintended consequences
processes and resources in providing products and
required to achieve desired services
results

Manages the interacting Enables top management to

processes and resources optimize the use of resources
required to provide value considering the long and short
and realize results for term consequences of their
relevant interested parties decision

Source: ISO 9000:2015 QMS

Fundamentals and Vocabulary
 Goal of QMS
QMS aims to increase an organization’s awareness
of its duties and commitment in fulfilling
the needs and expectations of its
customers and interested parties,
and in achieving satisfaction
with its products and services.

03
Source: ISO 9000:2015 QMS Fundamentals and Vocabulary
What is ISO?

 An independent, non-governmental
international organization
 With membership of 163 national standards
bodies
 Formed on 23 February 1947
What is ISO?

 NOT an acronym for the organization

 From the Greek word “isos” meaning equal
 Like, isobars (a line connecting points of equal
atmospheric pressure), isonomy (equality of
laws or of people before the law
What is ISO?

 ISO is NOT a product/ service quality label;

 ISO DOES NOT assess or audit management
systems to confirm that they conform to an
international standard;
 ISO DOES NOT issue ISO certificates;
 ISO DOES NOT approve ISO certificates.
What is ISO 9001?

 ISO 9001 provides a model for

setting up a Quality
Management System.
 It’s a model that is certainly not
perfect, but one that, since
1987, has proven to be
valuable and applicable to all
types of organization.
ISO 9001 Potential Benefits

1. ABILITY to consistently provide products and

services that meet customer and applicable
statutory and regulatory requirements
2. FACILITATES opportunities to enhance
customer satisfaction
3. ADDRESSES risks and opportunities
associated with its context and objectives
4. ABILITY to demonstrate conformity to
specified QMS requirements
ISO 9001 adds value

Organizations find that ISO 9001:

Improves their ability to fully understand
and meet customer requirements
consistently

Brings greater clarity to the goals and

objectives of the organization

Standardizes the way things are done,

reducing variability, and making it easier
to solve problems
ISO 9001 adds value

Organizations find that ISO 9001:

Makes it easier to manage using facts
and data rather than opinions

Enhances communication throughout the

organization

Fosters continual improvement as an

institutionalized core value, and provides
a platform for moving to performance
excellence
Scope of ISO 9001

 ISO 9001 specifies

requirements for a QMS where
an organization:

 Needs to demonstrate its

ability to consistently provide
product that meets customer
and applicable regulatory
requirements
 Aims to enhance customer
satisfaction through the
effective application of the
system
Compatibility with other Management Systems

 ISO 9001 has been aligned with ISO 14001 for the benefit
of the user community.
 ISO 9001 does not include requirements specific to other
management systems.
 However, ISO 9001 enables an organization to align or
integrate its own QMS with related management system
requirements.
ISO 9000 Family of Standards

● Contains the fundamentals and

ISO 9000: vocabulary used within the formal
2015 standards in order to ensure consistency
of interpretation

● Specifies requirements for a quality

ISO 9001: management system
2015
ISO 9000 Family of Standards

● Managing for the Sustained

ISO 9004: Success of an Organization – A
2009 Quality Management Approach.

● Gives guidelines for Auditing the

ISO 19011: Management System
2011
 Other ISO Standards
 ISO 14000 Environmental Management
System
 ISO 22000 Food Safety & Management
System
 ISO 27000 Information Security
Management System
 ISO 31000 Risk Management System
 ISO 26000 Social Responsibility

03
Definition of Terms

QUALITY

Degree to which a set of inherent characteristics

of an object fulfills requirements (3.6.2)

REQUIREMENT

need or expectation that is stated, generally

implied or obligatory (3.6.4)
ISO 9000:2015

1-
24
Definition of Terms

PROCESS
Set of interrelated or interacting activities
that use inputs to deliver an intended
result (3.4.1)

NONCONFORMITY
Non-fulfillment of a requirement (3.6.9)

RISK
Effect of uncertainty(3.6.9)
ISO 9000:2015
1-
25
Definition of Terms

PRODUCT
Output of an organization that can be produced without
any transaction taking place between the organization
and the customer (3.7.6)
SERVICE
Output of an organization with at least one activity
necessarily performed between the organization and the
customer (3.7.7)
CUSTOMER
person or organization that could or does receive a product
or a service that is intended for or required by this
person or organization. (3.2.4)
ISO 9000:2015
1-
26
Definition of Terms

CUSTOMER SATISFACTION
Customer’s perception of the degree to
which expectations have been fulfilled
(3.9.2)
TOP MANAGEMENT
Person of group of people who directs and
control an organization at the highest level (of
the organization) (3.1.1)

ISO 9000:2015
1-
27
Definition of Terms

MANAGEMENT PROCESS
A process needed for oversight and governance
of the public sector organization in order to
comply with the applicable legislation, policies,
and standards
CORE PROCESS
A process that is needed in order to achieve the
overall mission and objectives of the public
sector organization
GQMSS
1-
28
Definition of Terms

OPERATIONAL PROCESS
Refers to the operational part of the core
process that allows the organization to provide
goods and services that meet the need and
expectations of the citizens

SUPPORT PROCESSES
A process needed to ensure the satisfactory
performance of the core processes
GQMSS
1-
29
Definition of Terms

QUALITY MANAGEMENT SYSTEM

A set of interrelated or interacting elements that
allow the organization to establish its policy and
objectives related to quality, and to achieve those
objectives (3.5.4)

ISO 9000:2015 1-
30
 The Seven
Quality
Management
Principles
“… fundamental rules for leading
and operating an organization.”
 2
Aim: To facilitate
a successful
Leadership
management
culture
1 Customer
Focus 3 Engagement
of People

7 Relationship
Management
4 Process
Approach

6 5
Evidence –
based
Improvement
Decision
Making
Seven QM Principles – Customer Focus

Principle 1 – Customer Focus

 The primary focus of

quality management is to
meet customer
requirements and strive
to exceed customer
expectations.

1-
33
Seven QM Principles – Customer Focus

Customer Needs / Expectations

o Conformity o Service availability
o Dependability o Competitive price
o Availability o Easy, efficient order
o Delivery returns process
o Post realization o Helpful, friendly and
activities efficient staff
o Price and life-cycle cost o Reliability
o Product safety o Good image
o Product liability o Stability and security
o Environmental impact o Transparency 1-
34
Seven QM Principles – Leadership

Principle 2 – Leadership
 Leaders at all levels
establish unity of
purpose and direction
of the organization and
create conditions in
which people are
engaged in achieving
the organization’s
quality objectives.
Seven QM Principles – Leadership
What is a leader?
• is not the person who does
things right, but the person
who finds the right things to
do
• always give his people the
credit that is rightfully theirs
• is a person who takes a little
more than his share of the
blame and a little less than
his share of the credit
• believes in the premise that
the function of leadership is
to produce more leaders,
not more followers
Seven QM Principles – Engagement of People

Principle 3 – Engagement of People

 Competent,
empowered and
engaged people at all
levels throughout the
organization are
essential to enhance
the organization’s
capability to create
and deliver value.
Seven QM Principles – Engagement of People

Principle 3 – Engagement of People

How to motivate employees?
• Treat them as individuals
• Acknowledge their
contributions
• Back them up
• Make time for them
• Explain why
• Let them work to their
strengths
• Praise in public, correct in
private
Seven QM Principles – Process Approach

Principle 4 – Process Approach

 Consistent and
predictable results
are achieved more
effectively and
efficiently when
activities are
understood and
managed as
interrelated
processes that
function as a
coherent system.
Seven QM Principles – Improvement

Principle 5 – Improvement
 Successful
organizations have Plan
Act
an ongoing focus on on shortcomings
what to do
how to do it

improvement
 Responding to
changes in the
internal and external
environment is Check
if implementation is
Do
what was planned
necessary if you want according to plan

to continue to deliver
value for your
customers.
Seven QM Principles – Evidence-based Decision Making

Principle 6 – Evidence-based
Decision Making
 Decisions based
on the analysis and
evaluation of data
and information are
more likely to
produce desired
results.
Seven QM Principles – Evidence-based Decision Making

Principle 6 – Evidence-based
Decision Making
Fact Opinion
A fact is something An opinion is less
concrete that can be concrete. It's a view
proven. You can find facts formed in the mind of a
in records, scientific person about a particular
findings, encyclopedias, issue. In other words it is
atlases, etc. In other what someone believes
words, facts are the truth or thinks, and is not
and are accepted as necessarily the truth.
such.
Seven QM Principles – Relationship Management

Principle 7 – Relationship Management

 For sustained
success,
organizations
manage their
relationships with
relevant interested
parties, such as
providers
Seven QM Principles – Relationship Management

Principle 7 – Relationship Management

Traditional Outsourcing
ISO 9001 Concept
Concept
• multiple sourcing • Managing the supply chain
strategy • very rare switching of
• frequent switching of supplier
suppliers • strong, mutual long-term
• lack of long term commitment
commitment • work together by opening
• the only job expected of up , talking about design
the supplier was to meet (departments) and supply
the requirements at a problems to selected
competitive price suppliers
The Process
Approach
Introduction to ISO 9001:2015 QMS
The Process Approach

 Involves systematic
definition and
management of
processes and their
interactions
 Enables control of the
interrelationships and
interdependencies
among processes in
the system
Introduction to ISO 9001:2015 QMS
The Process Approach

The use of process approach

enables:
 Understanding and consistency
in meeting requirements
 Consideration of processes in
terms of added value
 Achievement of effective
process performance
 Improvement of process based
on evaluation of data and
information
Introduction to ISO 9001:2015 QMS
The Process Approach

Schematic representation of the elements

of a single process
Starting point End point

Sources of Activities Receivers of

Inputs Outputs Outputs
Inputs

PREDECESSOR MATTER,
MATTER, SUBSEQUENT
PROCESSES ENERY,
ENERY, PROCESSES
e.g. at providers INFORMATIO
INFORMATION e.g. at customers
(internal or N
e.g. in the form (internal or
external) e.g. in the form
of product, external)
At customers, at of materials,
service, at other relevant
other relevant resources,
decisions interested parties.
interested parties. requirements

Possible controls and

check points to
monitor and measure
performance
 Plan-Do-Check-Act Cycle
Note: Numbers in brackets
Quality Management System (4) refer to the clauses in the
International Standard

Organization
and its context Support
(4) (7)
Operation
(8) Customer
satisfaction

< - - - - - - - - ->
PLAN DO

Customer Results of the

Requirements QMS
Performance
Leadership Evaluation
Planning <---------> <--------->
(5) (9)
(6)
Products and
services
< - - - - - - - - ->
ACT CHECK

Needs and
expectations of
relevant
interested Improve-
parties ment
(4) (10)
 What is Risk-based thinking
(RBT)?
• ISO 9001:2015 (from ISO/TC 176/SC2)
 RBT is “something we all do automatically” and
“is already part of the process approach”.
 It has “always been in ISO 9001. This new
version of the standard makes risk more explicit
and “builds it into the whole management
system”.
 RBT ensures that risk is considered in full cycle
of the process approach. It brings preventive
action as an inherent part of the strategic and
operational planning.
RISK-BASED THINKING

Essentialfor achieving an
effective QMS

Plan and implement actions to

address risks and opportunities

51
RISK-BASED THINKING
Addressing risks and
opportunities
establishes a basis for
increasing the
effectiveness of the
QMS, achieving
improved results and
preventing negative
effects
 RISKS AND OPPORTUNITIES

Risk is the effect of

uncertainty and any
Prevent the negative
such uncertainty can
effects of risk.
have positive or
negative effects.

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53
RISK-BASED THINKING
Opportunities can arise as a result of a
situation favorable to achieving the
intended results:

Attract new customers/clients

Develop new products and

services

Reduce waste

Improve productivity
54
ISO 9001 QMS
STRUCTURE
QMS Structure

Frequently-used Verbs in the ISO 9001:2015

SHALL SHOULD MAY

Requirement Recommendation Permission

CAN NOTE
Possibility or For guidance and
capability clarification
 Major Clauses of ISO 9001:2015
4 5 6 7 8 9 10
Improvement
Context of the Leadership Planning Support Operation Performance
Organization Evaluation

Actions to Resources Operation planning & Monitoring, General

Understand ing Leadership & control (8.1)
address ris ks (7.1) measurement (10.1)
the Organiz ation Commitment
and & evaluation
and its conte xt ( 5.1)
(4.1) opportuniti es (9.1)
(6.1) Requirements for
Competenc e products & services
Policy (5.2) 7.2) (8.2)
Non
Understanding Internal
Quality conformity &
the needs an d Audit(9.2)
Design & development corrective
expectations of Objectives
Awareness of products and action (10.2)
interested Organization and planni ng
to achieve
(7.3) services(8.3)
parties (4.2) al roles,
Management
responsibilitie them (6.2)
Review (9.3)
s and Continual
Control of externally
authority Communic a- provided processes, Improvement
Determiningthe (5.3) tion (7.4) products & services (10.2)
scope of the (8.4)
QMS (4.3) Planning of
changes (6.3)
Document d
e Production & service provision (8.5)
QMS and its (7.5)
Information
processes (4.4)
Release of Products & services (8.6)

Control of non conforming outputs (8.7)

QMS Structure

Introduction 1. General
2. QM Principles
3. Process Approach
1. General
2. PDCA Cycle
3. Risk-based thinking
4.Relationship with other
Management System Standards

1 Scope

2 Normative Reference

3 Terms and Definitions

QMS Structure

4 Context of the
Organization
1. Understanding the
Organization and its
context
2. Understanding the
needs and
expectations of
interested parties
3. Determining the
scope of the QMS
4. QMS and its
processes

5 Leadership 1. Leadership and

Commitment
2. Policy
3. Organizational roles,
responsibilities and
authorities
QMS Structure

6 Planning 1. Actions to address

risks and
opportunities
2. Quality Objectives
and planning to
achieve them
3. Planning of Changes

7 Support 1. Resources
2. Competence
3. Awareness
4. Communication
5. Documented
Information
QMS Structure

8 Operation 1. Operational planning and

control
2. Requirements for products and
services
3. Design and development of
products and services
4. Control of externally provided
processes, products and
services
5. Production and service
provision
6. Release of products and
services
7. Control of nonconforming
outputs
Introduction to ISO 9001:2015 QMS
QMS Structure

9 Performance 1. Monitoring,
Evaluation measurement,
analysis and
evaluation
2. Internal Audit
3. Management Review

10 Improvement 1. General
2. Nonconformity and
corrective action
 - END -
Module I: Introduction
Overview of the ISO
9001:2015 QMS
 WORKSHOP 1:
Input-Process-Output (IPO) Model
• Create 4 teams. Complete an IPO matrix for assigned process
per team. Use the template provided. Present your outputs.

Duration: 15 minutes
Starting point End point

Activities Outputs Receivers of Outputs

Sources of Inputs Inputs

PREDECESSOR
MATTER, MATTER,
PROCESSES SUBSEQUENT
ENERY, ENERY,
e.g. at providers PROCESSES
INFORMATION INFORMATION
(internal or e.g. at customers
e.g. in the form of e.g. in the form of
external) (internal or external)
materials, product, service,
At customers, at at other relevant
resources, decisions
other relevant interested parties.
requirements
interested parties.

Possible controls and

check points to monitor
and measure
performance
Quality Management Principles
Meeting customer requirements and
01 Customer Focus exceeding customer expectations

02 Leadership Establishing unity of purpose & direction

Engagement of Enhancing organizational capability to create

03 and deliver value by engaging competent and
People empowered people at all levels

Process Approach Understanding and managing interrelated

04 processes that function as a coherent system

Successful organizations have an ongoing focus on

05 Improvement improvement

Evidence-based Decision Decisions based on the analysis of data

06 and information are more likely to produce
Making desired results
Relationship Managing relationships with relevant interested
07 Management parties, such as providers, for sustained
success.