Quality management: why and how we implemented ISO 9002

1. Quality management: why and how we implemented ISO 9002 Reinder Jan Zwart MMO, director Projects & Consultancy Delft University of Technology Library Bydgoszcz - Gniew, September 13, 2000

2. Program September 21,1999 • Theoretical background: Andy Dawson • Some information on DUTL • ISO at the DUTL: why and how • ISO and management information • Balanced Scorecard (BSC)

3. Who we are... Some information on the DUTL

4. Scope “DUTL (Delft University of Technology Library) addresses the scientific communication needs of knowledge-based workers in their study and work.” “…our rational and key competence lies in providing scientific knowledge that is easy, integrated and quick not only to access but also to process.” Manifesto, May 1999

5. Delft University of Technology • 7 faculties • 15 programs (of which 8 are unique for The Netherlands) • 13,000 students (8% from abroad) • 4,500 staff, of whom 2,100 scientists • 200 professors http://www.tudelft.nl

6. Delft University of Technology Library Central location on campus New ‘grass roof’ building plus 17 department libraries Staff of 220 National task and international role http://www.library.tudelft.nl

11. What we do...

12. What we do • information infrastructure • standard products and services • customised products and services • consultancy

13. What we do: infrastructure • Access to collection (web catalogue) • 900,000 books • 8,000 current periodical subscriptions • web access to 50 bibliographical databases • web access to 800 online periodicals • Document delivery (1000 copies of articles /day) • Study facilities (personal composer) • Knowledge centres (MIC, DTMO)

14. What we do: standard products and services • Internet and Research information courses • Course room facilities • Database searches • Document delivery from sources world wide

15. What we do: customised products and services • management of information centres • database building • consultancy: information audits(general and specific f.i. DocUTrans) • information retrieval and publishing - software development

16. Document delivery Books, photocopies, direct access to full-text Information brokering: Guide to good information sources literature research consultancy to other libraries Management of information centres The organisation: 1 central library and 17 sub-libraries PLUS 1 virtual library 220 employees 900.000 titles 50.000 documents in open stacks 3000 loans/week 2,000 photocopy-requests/day DUTL: services and products

17. Summary: • to provide the right information • to the right people • at the right time • at the right place • customised

18. Why certification… Some background information

19. Why certification... • External developments / threat • Redesign internal procedures: • cut back through put time (from 8 to 4 day delivery, from there from 4 to 2 days) • increase quality • decrease faults • Staff involvement

20. How we did certification... Practical information on the process

21. ISO 9002 at DUTL • Start May 1995 • Orientation on approach (ISO project) • Selection certifying institutions • Start ISO project November 1995 • internal schooling • implementation quality management system • Certification January 1997 • Renewal of cerificate and expansion of scope: January 2000

22. 1. Target • continuous process monitoring • quality warranted - do what we promise • 4 days guarantee for photocopies • lend out books from the counter within15 min. • control of cost - are we acting in the right way? • increase competitive position

23. 2. Internal approach • advisor of certifying institute (Veritas) • internal steering committee • director Information Logistics • quality Co-ordinator • internal advisor • head Personnel & Organisation • working group per procedure, but chain management

24. 3. Description of the process • Starting-point, state of affairs on the basis of the standard, standard figures • make an inventory of the already described processes and procedures • set up a management system • quality management • procedures • instructions • audits and improvements

25. 4. process description and implementation • internal workshops • process responsible staff write own procedures and quality indicators • course (internal) audits (11 staff members) • periodical internal staff meetings to discuss quality issues / topics of process

26. 5. implementation and improvement • internal audits • have a critical look at the procedures • approve procedures • course ‘improvement measurements’

27. 6. certify • external audit • keep on improving • yearly reviews and management review • certify successful • every 6 months external audit

28. Some theoretical statements …and their effects

29. ISO 9002 • Quality system • model for certifying the quality: • for manufacturing products • controlling the process • follow-up care • capability personnel • does not say anything about how to give form to the quality system in the organisation or the quality of products

30. ISO 9002 standards (20) regarding • management • relationship with suppliers • relationship with customers • controlling the process • improving • follow-up care and settlement of complaints • personnel management • administrative organisation

31. ISO and management information ISO gives continuous input through: • the internal quality system • obligatory management review • internal audits • quality forms ISO suitable as management tool

32. ISO as management tool Start characteristics and indicators f.i. quality cost: cost which are made because there was not a 100% quality delivery Planning and control f.i. making agreements =culture independent

33. Management information and control • manage / steer on basis of deviations, faults and complaints: • feedback • control • steer on basis of information • feed forward • could / should give direction

34. Strategic premises of an organisation • effectivity • efficiency • creativity • flexibility Balance: • between internal and external orientation • between control and change

35. ISO forces organisation to react to: • benchmark information / figures • perform competitor analyses • perform vendor /supplier assessment • production results

36. ISO and management information DUTL • effectivity of quality system • continuous measuring of performance • yearly analysis • methodological analysis (f.i. Pareto) • draw up quality management • reconsider organisational goals / aim • cost analysis of complaints / questions on performance

37. Management responsebilities Planning of quality system: • effectivity of system = evaluate and certify • judge implementation = perform outcome • decide on actions to be taken = action plan • realise new goals / aims = readjust

38. Responsibilities of quality coordinator • analyse internal and external audits • analyse quality forms • analyse suggested measures for improvement • analyse contracts

39. The next step... • Tools that were introduced at DUTL: • Balanced Score Card • product instead of process steering / input • performance indicators • Project management (DPM) • Scope expansion • ISO certificate will expand January 2000 as well as July 2000. Rest organisation will follow

40. Why…?

41. Balanced Score Card: per product instead of process Adapted from: Robert S. Kaplan & David P. Norton, Harvard Business Review, 1996. stakeholders stakeholders

42. Scorecard #

43. Scorecard 1

44. Scorecard 2

45. Scorecard 3

46. Scorecard 4

47. Scorecard 5

48. Perspective planning

49. Organogram BTUD Product clusters Perspective groups

50. Internal processes • Project and control cycle • Quarterly progress report • Management instruments • Intranet, project management system (DPM), ISO, time keeping, databases (clients, contracts, products), etc. • Decentralising personnel and financial management (empowerment)