A MONTHLY SUPPLEMENT OF RAKAN SARAWAK BULLETIN

(People, events, activities and programmes which make for a total quality-managed Sarawak Civil Service)

ISSN 1394-5726

 
   Online Publisher:
   
 
   Contents provided by:
   
 
SARAWAK IQC '99 Stream B

 
CKA : The Ingredients of a Quality Person
By Mr. Roberto K.Katigbak
Vice President for External Affairs, Philippine Society for Quality, Philippines

The making of a quality person needs these three ingredients: Commitment, Knowledge and Action.

Working together, these three desirable traits will provide a person the deep understanding, the passion and the staying power to appreciate long term implications, the ability to priorities and the needed dedication to give good service to their customers.

Commitment forms a strong bond between a person and his cause. It gives him/her the strength to carry on even in tough times but it will not be useful if one does not have the knowledge - the process, the technology and the best practices to ensure quality service. The initiative to act at the correct timing forms the final link, thus giving the final touch for a perfect recipe of a quality person.

Everyone has the ability to be that quality person that we want to be. Inspired by our personal vision and mission, our pride in our work, the desire to continuously improve our knowledge, view feedback and criticism objectively and form solutions to remedy the shortcomings, then we are on our way to becoming that quality person that we all want to be.
 

Quality Improvement through Supplier/Quality Assistance
By Ms Joan Scheffler
Chief of Inspection Section & Manager of Supplier Quality Assistance, Air Force Exchange Service, USA

Although the Army and Air Force Exchange Service (AAFES) organisation was started 104 years ago, it was only in 1963 that the first step towards quality was established with the creation of the AAFES Quality Assurance (QA) Division to support the organisation's mission to provide service, quality merchandise and value. It has continued to evolve its quality program since.

The development of the Supplier Quality Assistance Program (SUPQAP) changed the direction of the AAFES' Quality Assurance Division's method of verifying quality performance from the exclusive use of end- item inspections and laboratory testing, to include a program that involves auditing a supplier's quality system and offering assistance where needed to assure quality requirements are met.

Under SUPQAP, a standard was set to identify good or poor quality supplier. AAFES view a poor quality supplier as one that has the following :-

(a)The percentage defective higher than the upper control limit for three or four months in a row

(b)Supplier having three or more customer or store complaints of the same nature within six months.

(c)Having two or three product recalls for the same reasons within a year.

To gain the support of the suppliers and to assist them in understanding the benefits of the program, briefings and trainings are provided by AAFES. Poor quality supplier are given six months to improve their product or else buyers will look for another source.

The information received from supplier survey and pre-audit/post audit inspection statistics indicate that the assistance programme has succeeded. It helped to improve the quality of merchandise received from supplier, their knowledge on quality and communication between AAFES and suppliers.
 

TII's Historical Perspective on Approaches to the Improvement Process
By Ms Glo Tiongson,
Managing Director, Tiongson Industries, Inc., Philippines

For the past fours years, in numerable changes emanated in the course of Tiongson Industries Inc operation which required the management prompt attention. There were changes brought about by the growing globalisation concerns that, if not for the application of TQM and ISO elements, would threaten their existence in the market. Borderless competition, customers' change in preference and inflation rates are just making their ways to affect the company's business.

Fortunately though, these events took places when TII started integrating the TQM methodology and ISO elements into their management. With TQM as tools, they are able to maintain their ISO certification. Combining these two quality standards resulted in scientific and systematic approaches of addressing these constant changes that confronts the industries.

Exercising the TQM discipline, they are able to establish cost efficiency. And of course, their focus on quality and continuous improvement is very evident on the kind of product that they produce. With their people as their most valued asset, they have designed an annual training program that will cater to the specific training needs for their growth and development.

However, with all these practices, they still experience few lapses along the operation. This reality prods them to strive even better. The quest for continuous improvement, is a never-ending endeavor.


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