GOVPH

Institutionalization of a Quality Management System in the Department of Education (DEPED ORDER NO. 09, S. 2021)

 Why is there a need to institutionalize Quality Management System (QMS) in the Department of Education? - All departments and agencies of the Executive branch are directed to adopt the ISO 9001 QMS as part of the implementation of a government-wide QMS as per Executive Order (EO) No. 605, s. 2007, otherwise known as Institutionalizing the Structure and Standards to Implement the Government Quality Management Program (GQMP). - There is non-uniform, compliance with EO 605 with most offices establishing their own QMS in their respective governance levels with little to no vertical and horizontal alignment. - There is a need to establish a QMS that will allow for the integration of its internal systems and alignment of processes in its delivery of quality services, and promotion of continuous improvement towards enhanced and sustained client satisfaction. What are the benefits of having an established QMS certifiable to ISO standards? - Improved quality of service through streamlining and standardization of processes and reduction of variability in implementation; - Increased productivity and efficiency through clarity in processes and process holders; - Strengthened accountability through transparent communication within and among offices and personnel in the organization and its external stakeholders; - Enhanced client satisfaction through improvement of the organization’s ability to fully understand and consistently meet client requirements; and - Continued performance as a core value and practice of the Department. What are the disadvantages of having no established QMS certifiable to ISO standards? - Lack of quality standards and variability in process implementation and improvement resulting in low client satisfaction; - Minimal engagement with external stakeholders; - Decreased productivity and efficiency due to redundancies in processes and unclear roles and responsibilities of process holders; - Greater cost incurred by the Department due to procurement of multiple third-party certifying bodies for different ISO; and - Higher likelihood of rework necessary to harmonize the different QMS What is the DepEd National Quality Management System? - A system wherein the respective QMS of DepEd offices and schools are established, implemented, and aligned in accordance with standards in theses guidelines aimed at integrating DepEd’s internal processes within and across governance levels to ensure consistency in the delivery of quality services to achieve client satisfaction What is the DepEd Quality Policy Statement? - The articulation of DepEd’s commitment to implement the National QMS in accordance with the agency’s mandate, vision, mission, and core values - The embodiment of the overall intention, and direction of DepEd’s top management in relation to quality DepEd Quality Policy Statement “The Department of Education is committed to provide learners with quality basic education that is accessible, inclusive, and liberating through: - Proactive leadership - Shared governance - Evidence-based policies, standards, and programs - Responsive and relevant curricula - Highly competent and committed officials, and teaching and non-teaching personnel - An enabling learning environment "The Department upholds the highest standards of conduct and performance to fulfill stakeholders’ needs and expectations by adhering to constitutional mandates, statutory requirements, and sustains client satisfaction through continuous improvement of the Quality Management System.” Quality Management System Structure - It is designed to ensure that the quality goals and targets of DepEd are achieved. (See graphical structure.) The QMS Teams – Terms of Reference - Top Management - lead the establishment, implementation, and monitoring of the QMS at their level; - establish, communicate, and embody the Quality Policy Statement - ensure effectiveness of the QMS using risk-based thinking and risk management; - ensure that quality objectives set are aligned with DepEd’s strategic direction, through the RPMS; - communicate the importance of fulfilling the needs and expectations of all clients and stakeholders; - determine and provide necessary resources needed to implement and sustain QMS implementation; - lead and conduct the Management Review (MR) at least every quarter; - Ensure that constitutional mandates, statutory, and regulatory requirements are met; and - designate the Quality Management Representative (QMR). - Quality Management Representative (QMR) - Communicate the importance of having a QMS within DepEd; - Oversee the implementation and take accountability for the effectiveness of the QMS; - Ensure the conformance of the QMS to the requirements of ISO 9001; - Ensure the integrity and effectiveness of the QMS; - Ensure that the QPS and DepEd QMS targets and objectives are aligned with the context and strategic directions of the Top Management; - Report audit results, identified targets, opportunities for improvement, and other QMS-related matters to the Top Management; - Ensure integration of the QMS requirements into DepEd’s business processes; - Promote continuous improvement of the QMS and processes of the agency; - Engage, direct and support QMS Teams and its members to contribute to the effectiveness of the QMS; - oversee the operations of the QMS secretariat including each QMS Team and report to the Top Management; and - Act as liaison of the Department with external parties on matters relating to QMS. - QMS Secretariat - Coordinate with and report to the QMR; - Coordinate effective deployment and efficient use of human, financial, and other physical resources for the QMS; - Provide technical and administrative support to successfully implement the QMS; - Coordinate with and assist the QMS Teams on their efforts for continuous improvement of the QMS; - Facilitate the delivery of specific outputs in line with the QMS; - Assist QMR in communicating with external parties on QMS-related matters; and - Provide feedback and updates on QMS-related matters to the QMR. - QMS Teams The composition of the QMS Teams is critical to ensure the operationalization of the QMS. - Knowledge Management Team (KMT) - Implement and refer to the latest version of the Document Management Procedure, Document Matrix, and Organizational Knowledge Matrix in the PAWIM; - Ensure that the requirements for updating, maintaining, and retaining documented information are established and implemented; - Organize the operation and administrative records to ensure availability, completeness, and consistent generation, protection, easy retrieval, and proper disposal of documents; - Oversee activities related to managing organizational knowledge and setting document management standards; and - Provide feedback to the QMR on the status of the control documents and records. - Internal Quality Audit Team (IQAT) - Implement and refer to the latest version of the Internal Quality Audit Procedure in the PAWIM; - Undergo training on ISO 19011 (Guidelines for Auditing Management System); - Determine conformance of the QMS with planned arrangements and the requirements of ISO 9001; - Determine whether the QMS is effectively implemented and maintained through the conduct of a internal quality audit; - Keep track of the implementation of the corrective and preventive actions to address the opportunities for improvement, potential non-conformities, and non-conformities raised during the Internal Quality Audits; and - Provide the findings of the IQA through the audit summary report and status of Request for Action (RFA) to the QMR as an input to the Management Review. - Risk Management Team (RMT) - Implement and refer to the latest version of the Risk Planning Guidelines and Handling Client Complaints Procedure in the PAWIM; - Ensure reporting, analysis, monitoring and evaluation of Client Satisfaction results; - Provide technical assistance in the accomplishment of the Risk and Opportunity Registry per office; - Provide feedback and update to the QMR on the status of risk assessment and action plans; - Perform monitoring and oversight function in ensuring the established actin plans in the Risk and Opportunity Registries are effective and implemented as schedules; and - Ensure documentation and clear implementation of quality objectives through the review of targets and indicators in the OPCRF. - Quality Workplace Team (QWT) - Ensure consistent implementation of Quality Workplace Standards; - Collaborate with concerned office/personnel to ensure a conducive ad safe work/school environment to improve productivity; - Monitor and evaluate in conformance to the quality Workplace Standards to be issued separately; and - Provide feedback and updates to the QMR on the status of workplace management. - Training and Advocacy Team (TAT) - Orient employees and disseminate information on QMS-related matters, such as ISO 9001 standards, Organizational Knowledge, QMS Manual, PAWIM, and Quality Policy; - Capacitate employees on the development of their Operations Manuals and Planning Documents; - Develop effective training and advocacy materials to enable the successful implementation and sustainability of the QMS; - Plan and coordinate effective deployment and efficient use of QMS training and materials; - Develop and disseminate IEC materials to strengthen awareness on QMS and build a culture of continuous improvement; and - Provide feedback and updates to the QMR on the status of QMS-related training and awareness.