QMS – from basic form to continual development Mária Dologová, QM, SO SR, Slovakia

1. SO SR QMS – from basic form to continual development Mária Dologová, QM, SO SR, Slovakia Ján Dolog, EOQ senior consultant for QMS Statistics2009, Prague, 14-15 September 2009

2. Contents • QMS of the SO SR • background, choice, aim • implementation • development

3. QMS - background,choice, aim Demanding environment of the SO SR (high requirements – incl. Q; limited resources required change, i.e.: implementation of aninstitution-wide QMS based on: • long-term view,leadership • customer orientation + ability to providevalue.to customers (+ other stakeholders) • process approach,minimisationof activities.not adding value • continualimprovement

4. Strategic decision to implement an internat. recognised QMS Choices: Basic systemHigher systems: ISO 9001EFQM, CAF,etc. QMS according to ISO 9001 + CAF (some elements), LEG (CoP)

5. ... the QMS provided framework for: development of systemapproach to management with the aim to continually improve performanceby enhancing customer satisfaction(+ other inter. parties) ...to improve value of the SO SR ... the implemented QMS at the same time: demonstrates ability of the SOSR to provide products that consistently meet requirements(of its customers and regulations)

6. QMS - implementation Approach to developing and implementing QMS the SO SRadapted its existingsystemto the ISO requirements and followed thevalue creation process flow

7. Value creation - process flow - ISO approach P D C A P Strategy Tactics, System Resources Production planning Production Monitoring, measurement, analysis Review, evaluation Corrective, preventive action What do we want to achieve? P D C A .... how (ways)? P D C A A .... with what? P D C A How will we realise it? P D C A D We are realising it Improvement P D C A P D C A C How were we realising it (how did we produce it)? P D C A Did we achieve what we wanted? P D C A A Measures

8. QMS implementation - achieved status • the SO SR has: • General • defined scope of the QMS, • identified, specified, described processes needed for QMS, + process interfaces;way of managing and improving processes • elaborated QMS documentation, incl. control

9. Strategy - Tactics – System • procedure to determine customerneeds & expectations • established quality policy, development strategy, strategic obj.; quality objectives at relevant functions and levels • determined responsibilities, authorities and internal communication channels necessary to achieve these objectives, topmanagement representative re QMS • Resource management • determined and provided resources for QMS, for enhancement of the customer satisfaction (HR – competence, infrastructure, work environment)

10. Production planning, production • planed and developed processes needed for production of stat. products(value-adding, supporting); established plans(marketing, production, PSSS, ... operational plans) • determined and reviews requirements related to stat. product(req. of customers, - regulations) • ensured product design and development • ensured that requirements re inputs are specified and data obtained from data suppliers(RepU, AdminDS , ...) and other inputs conform to these requirements • carries out production of stat. product under controlled conditions • ensured identification of the stat. product throughout the production, thus the traceability • ensured protection of confidential stat. data, personal data; protection of stat. product during delivery

11. Monitoring, measurement, analysis • Review, evaluation; Action - Improvement • established and applied monitoring and measurement processes (customer, respond., employee satisfaction survey, internal audits, monitoring / meas. of processes (KPI, process param.), - of product characteristics (on output, during production) • determined means of preventing nonconforming products and eliminating root causes of nonconformity • established and applied process for continual improvement of the QMS(using info on QP, QO, satisfaction, audits, monitoring, measuring of process, - product, mgnt review, corr.-preventive actions / measures)

12. Systemised way of doing things in the institution Good basis for effectiveness gains through further development of the QMS

13. QMS - development QMS development determined by the SO SR Development Strategy by 2012: Strategy map of the SO SR (BSC) Value of the institution Trustworthiness of products / services Acknowledgement on nat. & internat. level via relevant, mutually harmonised & consistent efficient statistical systems Customer satisfaction Products meeting customer requirements, emphasis on Q (stressing facilitation of the right interpretation & convenient access) Relations, partnerships Effective internal processes Know customers better, Create value-added products, provide convenient access to products Improve input effectiveness Improve int. effectiveness of processes Vision MissionValues Systems, knowledge IS/ICT (supporting VAP m:n) Knowledge basis, Culture of the institution Financial resources, Cost management Quality management system for all objectives: - indicators, - action programmes

14. State admin; EU & int. org.; other org. clear data  information  knowledge facilitating right interpretation Support - managerial effective communication Communicat. with customer Customer &hisrequirements Product creation Delivery Dissemin. Customer &hissatisfaction Data collection & processing consolidated DB easily accessible low burden „1 x and enough“ Methodology consistency integrity Support - resources Supplier- Adm.S, oth. Supplier – oth. Rep. U Other org. Main focus

15. QMS – as management system will have to focus on the following QMS principles: • Leadership(react to challenges from ext. environment; creation of motivation environment for managing change)& Involvement of people ... change of mental model • Strong customer orientation(statistical product characteristics) • Establishment of effective relations with customers, data suppliers, employees(knowledge workers) • Process approach - performance measurement - optimisation of processes*)(interfaces) - effective allocation of resources Standardise, optimise/redesign processes Reallocate resources *)for production of statistical products + necessary supporting processes

16. QMS will be gradually enhanced(in the long term) by new areas: VBM - Value based management CM - Cost management KM - Managing knowledge key tools for effectiveness improvement

17. Process flow (through activities) 1 2 3 . n   Value adding     +0+0+0 Cost consumption       VBM - CM improvement of system effectiveness through: analysis of value creation for customer vs cost consumption Focus on value creation on the 1st run Consequence for managers: - Keep, develop useful (VA) performance - Optimise non-value-adding but necessary performance - Eliminate unplanned performance (unnecessary, erroneous)

18. Thank you for your attention Change of mental model