APAKAH PENGAJARAN DI SEBALIK KEJADIAN TRAGEDI KEBAKARAN TAHFIZ (pandangan bebas) - Nik Zafri

AL-FATIHAH - kepada anak-anak tahfiz yang terkorban, mudah-mudahan dikurniakan pahala syahid marakah dan memasuki syurga tanpa hisab..Amin... 

Sekalung takziah juga kepada ibubapa dan saudara-mara serta para sahabat mangsa. Semoga redha dengan takdir Allah SWT dan semoga beroleh kebaikan dan dapat kita sama-sama menghayati hikmahnya.

Selamat Hari Malaysia juga diucapkan kepada seluruh rakyat Malaysia tidak kira bangsa dan agama atau di mana juga berada.

Kesimpulannya tragedi ini perlu melihat kepada 5 isu utama :

a) FAKTOR AGAMA/KEROHANIAN - memberikan anak-anak perkhidmatan pendidikan tahfiz akan mendapat ganjaran dunia dan akhirat berlipatkaliganda. Kesedaran ibubapa mengenai pentingnya menghayati agama menerusi Al-Qur'an sudah mula bercambah dan perkara ini perlukan sokongan yang padu - kerana ini juga salah satu cara pencegahan anak-anak kecil dari terdedah kepada unsur-unsur yang tidak baik seperti isu moral terutamanya premis yang diuruskan di tengah-tengah bandaraya.

b) FAKTOR PERUNDANGAN, KUALITI, KESELAMATAN/KESIHATAN PEKERJAAN DAN PENGURUSAN ALAM SEKITAR - hak anak-anak dan pengurusan untuk mendapat perlindungan dan keselamatan (termasuk isu sabotaj/khianat kerana isu sabotaj/khianat JUGA adalah isu "security" yang termasuk dalam HSSE (Health, Safety, SECURITY and Environment) dan Kualiti) mengikut lunas perundangan dan sememangnya dituntut oleh Islam (sebahagian daripada usaha ikhtiar) 

Utamanya perhatian perlu diberikan ialah : apabila berlaku tragedi seumpama ini, LANGKAH PENCEGAHAN, PENGENALPASTIAN RISIKO SECARA PROAKTIF/MITIGASI bagi memastikan tragedi ini tidak berulang lagi atau dapat diminimakan.

Antara perkara yang perlu diberikan perhatian ialah : Latihan/Induksi/Fire Drill (keutamaan), Perundangan, Penguatkuasaan, Akses dan Pelan Lantai, Penilaian Bangunan, penentuan "Assembly Point", Pelan Kecemasan Kebakaran/Bencana Alam termasuk "sabotaj", pemadaman api, pemeriksaan berkala, pencegahan menerusi alat pengesan kebakaran/asap/kebocoran gas, pendawaian elektrik, penggunaan mesin/janakuasa dll, CCTV, KAWALAN KESELAMATAN seperti di IPT dsb.(lihat faktor (e) - semuanya ini perlu mengambilkira dalam fasa rekabentuk, tender, pembinaan, pasca-pembinaan dan penyerahan tapak. Susulan pemantauan perlu juga dilakukan semasa premis itu beroperasi.

Saya juga mengharapkan agar jangan segera menutup premis-premis yang berorientasikan kebajikan sekiranya terdapat perlanggaran undang-undang dan piawaian, sebaliknya berilah nasihat dan pengusaha premis-premis seumpama ini perlu bersikap terbuka terhadap perkara ini.

Selain itu, kaunseling professional perlu diberikan terhadap mangsa-mangsa kebakaran yang mungkin mengalami trauma terhadap kejadian ini.

c) FAKTOR KEMANUSIAAN  - orang ramai terutamanya umat Islam yang dipelopori oleh KDYMM Seri Paduka Baginda Yang Di Pertuan Agong sebagai Ketua Agama Rasmi Negara dengan sokongan Duli-Duli Yang Maha Mulia Raja-Raja, Mufti, Ulama dan mereka yang ingin menjalankan tanggungjawab sosial korporat (CSR) perlu membantu dana tahfiz dan mereka yang memerlukan (asnaf - anak yatim - fakir miskin - mereka yang tiada tempat tinggal - rumah orang-orang tua dll seumpamanya) 

Di sini kerajaan perlu mempertimbangkan lebih pelepasan cukai dari kadar yang ada sekarang untuk menggalakkan sumbangan diberikan dan sampai ke sasaran. Saya pasti Lembaga Zakat di seluruh Malaysia dapat membantu untuk memastikan dana pengusaha ini mencukupi.

d) FAKTOR POLITIK - secara negatifnya, isu ini jangan dipolitikkan, jangan diapi-apikan (kerajaan perlu mengambil tindakan tegas atas mereka yang menghasut tetapi bertopengkan agama) dan jangan pula ada kisah-kisah bantuan yang tidak sampai ke sasaran. Secara positifnya, semua ahli politik (tidak kira mana-mana parti) perlu membawa isu ini ke peringkat Parlimen untuk diperdebatkan. 

Saya pasti isu ini akan dipersetujui secara majoriti tidak mengira parti dan perhatian akan segera diberikan dengan mengambilkira faktor (a) - (c) dan (e) di atas dan point berikutnya.

Saya juga mengharapkan pihak berkuasa seperti SPRM memainkan peranan yang lebih baik dalam memantau kemungkinan berlakunya rasuah dalam kelulusan bangunan termasuk dalam fasa pembinaan. (lihat faktor (e)

e) FAKTOR PERNIAGAAN - Kita tidak boleh nafikan wujudnya sesetengah premis yang membantu anak-anak yatim, fakir miskin, asnaf dan tahfiz sesetengahnya mengenakan caj yang sangat tinggi. Walaupun ada sebab-sebab tertentu seperti penggajian kakitangan dan tenaga pengajar termasuk kos tanggungan elektrik, air, internet, penyediaan kemudahan/infrastruktur/sumber/makan-minum dll., maka di sinilah faktor (c) perlu memainkan peranan yang amat besar. 

Pihak berkuasa juga saya minta; walaupun syarat perlu diperketatkan; agar tidak mengenakan caj yang tinggi termasuk memberikan pelepasan cukai (bukan sahaja pada penderma),  pengusaha-pengusaha, kontraktor, perunding dll seumpama ini kerana mereka melakukan pekerjaan yang amat mulia sekali.

Semua pihak juga saya nasihatkan agar tidak mengambil peluang untuk "berniaga" sebaliknya membantu secara ikhlas - niat kita ialah "membantu menyelamatkan nyawa" secara proaktif - saya pasti usaha murni kita akan mendapat perhatian ramai dan sudah tentu ada insentifnya nanti.

Yang pastinya, seruan dari rakyat Malaysia termasuk saya ialah memberikan hukuman yang paling berat setelah terbukti mensabotaj/mengkhianati sehingga menyebabkan kebakaran dan kematian. 

Pihak berkuasa yang berkenaan juga perlu memastikan penguatkuasaan yang tinggi terhadap pengedaran/penyeludupan/penyalahgunaan dadah kerana ianya telah melanda anak-anak muda kita pada hari ini.

----------------------

Petikan laporan dari Utusan Malaysia

Elak sikap ‘bina dulu, mohon kemudian’

Oleh : Mohd. Yusof Ahmad - 17 September 2017 3:00 AM

KUALA LUMPUR 16 Sept. – Niat untuk menubuhkan pusat pendidikan tahfiz perlu diiringi dengan usaha untuk memenuhi semua syarat ditetapkan pihak berkuasa terutamanya berkaitan keselamatan tempat yang hendak didirikan sekolah tersebut.

Mufti Negeri Sembilan, Datuk Mohd. Yusof Ahmad berkata, kesedaran dalam kalangan orang ramai yang mahu mendirikan pusat pengajian seperti itu harus dipuji tetapi ia belum mencukupi sebelum beberapa faktor tertentu diambil kira berkaitan cara ia beroperasi.

Justeru itu katanya, sikap ‘bi­na dulu dan mohon kebenaran kemudian’ patut dielakkan oleh mereka yang berhasrat menubuhkan pusat pendidikan persendirian.

"Seperti yang kita tahu, pusat pendidikan agama seperti tahfiz tumbuh macam cendawan sama ada oleh secara berkumpulan atau secara individu. Kadang-kadang kurang daripada 10 pelajar pun sudah mahu tubuh pusat tahfiz.

"Kesedaran ini kita puji tetapi pengendali masih perlu patuh kepada syarat-syarat pihak berkuasa terutamanya berkaitan ke­selamatan pelajar dan kita tidak boleh hanya berharap semua itu akan dapat diatasi selepas kita tubuhkan dulu sekolah ini," kata­nya dalam sidang akhbar selepas Majlis Konvokesyen Tahfiz Darul Ulum, Negeri Sembilan yang di­ras­mikan Undang Luak Johol, Datuk Muhammed Abdullah hari ini.

Yang turut hadir Setiausaha Majlis Agama Islam Negeri Sembilan, Kamal Amran Kamaruddin; Pengarah Jabatan Hal Ehwal Agama Islam Negeri Sembilan, Datuk Selamat Paigo dan Pengerusi Akademi Darul Ulum, Mustaffa Daharun.

Semalam, seramai 21 pelajar dan dua orang warden Pusat Tahfiz Darul Quran Ittifaqiyah di Jalan Keramat Hujung, Datuk Keramat di ibu negara, maut selepas terperangkap dalam tragedi kebakaran asrama.

Dalam pada itu Mufti Selangor, Datuk Mohd. Tamyes Abd. Wahid mengingatkan ibu bapa supaya emilih pusat tahfiz yang menawarkan kemudahan pem­belajaran yang selamat untuk anak-anak dalam mempelajari ilmu akhirat kerana menjaga ke­selamatan diri itu juga dituntut dalam Islam.

Menurutnya, dalam menuntut ilmu, prasarana dan keselamatan anak-anak di tempat belajar perlu diambil kira.

Malah katanya, ibu bapa juga diingatkan supaya tidak hanya memikirkan syafaat menghantar anak mempelajari ilmu al-Quran semata-mata, sebaliknya banyak perkara lain yang dituntut dalam Islam termasuk aspek ke­selamatan.

"Suka diingatkan apabila memilih anak-anak belajar di pusat tahfiz dengan tujuan mendapat ilmu, perkara utama yang perlu difikirkan adalah kemudahan-kemudahan yang disediakan.

"Pilihlah tempat yang lebih efisien serta menjamin ketenteraman (keselamatan) anak-anak untuk mengejar ilmu akhirat," katanya kepada Mingguan Malaysia ketika dihubungi hari ini.

Sementara itu, Mufti Kelantan, Datuk Mohamad Shukri Moha­mad berkata, pusat-pusat tahfiz di negara ini perlu memperbaiki kemudahan yang ditawarkan serta mematuhi peraturan yang ditetapkan oleh pihak berkuasa tempatan serta Jabatan Bomba dan Penyelamat.

Katanya, perkara tersebut yang juga meliputi aspek keselamatan adalah dituntut dalam Islam.

ONE IS SERIOUS, THE OTHER IS NOT - TRUE ACCOUNT by Nik Zafri

DESIGN THINKING - BASICS - Nik Zafri

THE NEW ISO 9001:2015 - NIK ZAFRI

WHAT TO EXPECT IN THE NEW ISO 9001:2015 (PART 1)

Disclaimer : Most of the contents here are not the 'actual/literal' text of the actual new ISO 9001:2015. It's the personal interpretation of the author.

0.1 – QMS as a strategic decision, a robust Quality Management Systems (QMS) – to help organization to improve its overall performance and forms an integral component of sustainable development. Design and implementation of QMS is influenced by the context of organization and   (including) the changes.

Definition

a. Strategic– Identification of long term/overall aims and interest and means to achieve them (taking into account coping up with fundamental changes – susceptible to the surroundings (what is happening around you) – law, competition, regulations, standards, trends, new technology, innovation, Research and Development etc.)

b. Robust– a process, system able to withstand or overcome adverse conditions (defects, non-conformance, corrective action request)

c. Improve overall performance – integral component of sustainable development– no system is perfect, it should be improved and become part and parcel of company's culture to achieving excellence.

d. Designed and Implemented by the sort of industry-specific – service/product provided by the company (to achieve such purpose – goals and objectives) – customization/tailor-made (1)

The rest of the content in 0.1 also talks about culture (already covered), external factors – socio-economic conditions under which it operates) – when we talk about socio-economic conditions – it talks about how the process - impacts the general public, public perception, surroundings  – possibly employment opportunity and most important – the organization must realize its financial capacity –not to do something way beyond their ability. Do something that suits the organization ONLY  (2)

Also touched on QMS can differ from one organization to another(See (1) - customization)

0.2 – not much have been changed except more emphasis is given in point no. 2 – ISO 9001 – improved internal communication, better understanding and control of process – reduction in defects and waste 

(the only way to do all these is to adopt principle of “no walls, no politics, no overlapping of duties, no pinpointing, no blaming culture” - so 100 points go to"Improved Internal Communication"  - everything starts here....

and also point no. 4 of 0.2 – ISO 9004 which touches on configuration management; apart from other elements – quality plan, project QM, measurement process/equipment, documentation, (and again - ) financial/economic benefits of the system (See (2), Statistics etc.

Definition

Configuration Management - system engineering process for establishing and maintaining consistency of a product's (or services) performance, functional and physical attributes with its requirements, design and operational information throughout its life.

0.3– comprehensive process-approach explained in better details. What's interesting are the words “understood” and “understanding” are being used. It means that the system HAS to be understood – on company-wide basis.

There is no point making a system only to be understood by a certain 'exclusive top management level'.

How to make everyone understand?

Mind you, I'm not talking about the typical (word by word) memorizing the policy or objectives – remember UNDERSTAND is totally different than MEMORIZE....

- a laymen understanding – is to understand QMS in their OWN work! (refer Job Description and Responsibilities/Authorities) – if these are not clear, DON'T HOPE everyone to understand – you will receive typical provoking comments from them just like when the previous system was implemented - “This is not my job?” “Having ISO is like having NOTHING – no impact – nothing for me” - hence - they don't feel the system!

0.4 including Figure 1 and 2 talk about 'Plan-Do-Check-Act” in much more simple understanding but implementable.

0.5 Something new – Risk-Based Thinking (in fact it's partial risk management) – which I agree 100%.

Definition

Simply look back at your Management Review Meeting, Data Analysis and Continual Improvement Plan (if you have any - if you don't, then 'BIG TROUBLE') – now PROACTIVELY start identifying, assess and prioritize the risks (the effect of "uncertainty") – how do you that? 

Yes, look back at frequent problems in your data? 

And prioritize - put them according to order, mark them with RED, YELLOW or GREEN and discuss the solution further. You can also integrate ITP, HIRARC, SHASSIC, CONQUAS or whatever specific assessment/inspection system you have (if you have one - if you don't, then go for the normal inspection that you do - incoming, in-process and outgoing) etc. into it. 

No overlapping please...let all the system be harmonized and co-exist.

Now, should you have a full (projected) Risk Management Plan before starting the operation? (Preliminary, Design, Interim and Final) – if you have the time – the answer is YES!

Project Management - Critical Path Method - justify the RED ones by thinking outside the box (outside the software) - there must be alternative ways of justifying it. Yes, I have the great CPM and the 'technical S Curve'  but why is there still delay?

Just match it with your MRM Data...you'll be on the right track.

0.6– compatibility with other management systems – explained in greater details.

VERDICT?

Yes, the new ISO 9001:2015 is attempting to cover and solve ALL kinds of management and technical problems (sound kind of ambitious - don't you think?) – however, lots of cross-referencing need to be made. Act smart for a while...please

(wait for Part 2)

9 FAKTOR KEGAGALAN PERNIAGAAN ANDA – oleh Nik Zafri

1. FOKUS KEPADA 'BEKERJA' DAN BUKANNYA 'BERNIAGA' – mungkin anda sudah terlalu biasa dengan suasana pejabat tempat anda bekerja dahulu. Jadi kerja yang anda lakukan tidak ubah seperti seorang yang ‘makan gaji’. Sepatutnya fokus anda ialah terhadap pembesaran perniagaan dan bukan semata-mata 'bekerja makan gaji'.

2. ANDA MUNGKIN SEORANG 'TUKANG KAYU YANG HEBAT' TETAPI MALANGNYA ANDA TIDAK TAHU BAGAIMANA HENDAK MENJALANKAN 'PERNIAGAAN PERTUKANGAN KAYU'  – ini disebabkan anda terlalu fokus kepada menjadi seorang tukang kayu tetapi anda lupa bahawa perniagaan pertukangan kayu menuntut anda untuk mengetahui aspek-aspek lain seperti *bajet, pemasaran, perancangan, operasi, penstoran, pemeriksaan, aspek kepuasan pelanggan dll*. Dengan kata lain, anda terlalu menumpukan perhatian kepada satu aspek kecil operasi semata-mata.

3. TERLALU CEPAT UNTUK BERKONGSI – mungkin anda merasakan anda tidak cukup modal, maka anda membuat keputusan tergesa-gesa mencari seorang rakan kongsi yang mempunyai wang. 

Akibatnya perniagaan anda tiba-tiba 'tidak menjadi' – bukan kerana anda tidak bijak tetapi anda membiarkan kuasa wang rakan kongsi anda menguasai perniagaan yang anda sendiri bina.

Rakan kongsi anda sebenarnya beranggapan dia adalah seorang pelabur dan bukannya rakan kongsi. Apabila ada ‘mindset’ seperti ini, maka rakan kongsi anda akan menuntut keuntungan kerana dia akan mendakwa bahawa perniagaan anda tidak akan berdiri tanpa bantuannya.

Sebenarnya contoh perkongsian terbaik ialah apabila anda benar-benar telah mendapat keuntungan yang besar setelah beberapa lama berniaga atau keperluan untuk ‘diversify’.  Atau mungkin juga, anda sendiri ingin menjadikan salah satu jabatan anda sebagai  ‘profit centre’ untuk ditukarkan menjadi satu entiti perniagaan kerana potensinya yang besar. Ini adalah beberapa contoh bilakah anda memerlukan perkongsian

Langkah yang baik dan selamat ; jika anda belum bersedia berkongsi; adalah mengambil kakitangan yang berpengalaman dalam perniagaan dan dibayar gaji .

4. ANDA MEMULAKAN PERNIAGAAN DARI 'TIADA APA-APA' DAN BUKANNYA MEMBELI PERNIAGAAN YANG SEDIADA - Walaupun anda membuka perniagaan sendiri kerana anda ingin menjimatkan kos tetapi anda lupa bahawa untuk membina perniagaan anda, banyak aspek* yang anda perlu tahu terutamanya untuk pemasaran dan membina reputasi syarikat – ini akan memakan masa yang amat panjang.

Jika anda tidak mengambilkira faktor-faktor sistem pengurusan yang betul, perniagaan anda tidak akan bertahan lama.

Adalah lebih baik anda membeli sebuah perniagaan yang telah sediada dan bina perniagaan berkenaan sehingga berjaya.

5. BERANGGAPAN BAHAWA BILA IDEA TERCETUS MAKA TERBINALAH SESUATU PRODUK DAN PERNIAGAAN AKAN BERMULA - Sebenarnya pandangan ini kurang tepat.  Perniagaan yang berjaya bukan bergantung kepada idea atau produk semata-mata tetapi kualiti tenaga kerja dan perkhidmatan. 

Tumpukan masa untuk mengambil kakitangan yang benar-benar berpengalaman dan boleh melakukan kerja. Kerana jika anda terlalu ingin berjimat, sudah pasti anda akan membayar gaji yang murah. Hasilnya, walaupun produk anda berpotensi – anda gagal dalam perkhidmatan pembekalan produk dan memenuhi kehendak/kepuasan pelanggan.

6. DUIT ATAU KEUNTUNGAN? – kesilapan banyak usahawan yang baru bermula ialah untuk mendapat duit atau pendapatan yang banyak dalam tempoh yang paling cepat.  Ini merupakan pemikiran ‘kuantiti dan bukannya kualiti’ – kurang sabar, pengurusan masa yang tidak teratur dsb.  Ini merupakan antara faktor yang paling popular yang menyumbang ke arah kejatuhan sesuatu perniagaan.

Sepatutnya, anda perlu menumpukan untuk mendapatkan keuntungan dan bukannya pendapatan atau duit. Fokus anda ialah kepada pelan perniagaan dan unjuran kewangan. Kesabaran sangat penting kerana walaupun kadangkala memakan masa sedikit tetapi hasilnya sangat memuaskan.

Jika anda tumpukan kepada mendapat duit, maka anda akan risau bila duit anda habis. Sudah menjadi sifat usahawan seumpama ini akan membeli peralatan, automasi pejabat, mesin dsb. yang mahal serta diluar kemampuan. Lebih-lebih lagi apabila lekas ingin mendapat gayahidup 'berjenama dan mewah' - termasuklah tabiat suka 'berjoli'. Maka perniagaan anda hanyalah dibina berdasarkan angan-angan semata-mata.

7. ANDA BERTANDING HARGA SEMATA-MATA - Anda lupa bahawa tujuan perniagaan adalah untuk mendapatkan keuntungan - walaupun pulangannya kecil tetapi margin keuntungan amatlah besar.  Ianya akan memanjangkan hayat perniagaan anda daripada ‘pertandingan mengurangkan harga’ yang biasanya tidak menghasilkan keuntungan yang tinggi atau mungkin 'tidak untung langsung'!

8. ANDA TIDAK MENJALANKAN R & D DAN TINJAUAN PEMASARAN YANG LENGKAP – Anda lebih suka berniaga sesuatu produk mengikut trend semata-mata(orang lain buat, kita juga perlu buat). 

Perniagaan tanpa R and D dan tinjauan pemasaran yang lengkap pastinya mengakibatkan kerugian kepada perniagaan anda.

9. ANDA MENDAPAT WANG YANG BANYAK UNTUK 'KALI PERTAMA DAN KALI TERAKHIR' – keghairahan anda untuk mendapatkan wang yang banyak sehingga anda lupa bahawa pelanggan anda itu sepatutnya dijaga. Apabila pelanggan anda tidak dijaga, maka dia pasti tidak lagi menggunakan perkhidmatan dan produk anda.

Lebih 'berat' lagi bila pelanggan anda itu menyebarkan kepada pelanggan-pelanggan yang lain akan betapa teruk dan rendahnya kualiti produk dan perkhidmatan anda terutamanya cara anda memenuhi kehendak dan mengendalikan aduan pelanggan.

ISO 9000 - TYPICAL DOCUMENTATION GUIDELINES (CONSTRUCTION) - NIK ZAFRI

This is a promotional article. The contents are not meant for implementation. As the author/consultant, I shall not be held liable/responsible for any inaccuracies should the readers/implementers decide to utilise this document.

It is highly advised that -  further details on tailor-made/customized documentation development, workshops, conferences or training, please contact nikzafri@yahoo.com or nikzafri@gmail.com or fill up this enquiry form for RFQ

TRAINING, CONSULTANCY, WORKSHOP, SEMINAR, CONFERENCE - NIK ZAFRI

#Training #Consultancy #Workshop #Seminar #Conference

CONSTRUCTION - ISO 9000 CERTIFIED - SO WHAT? IMPROVEMENT REQUIRED.... (NIK ZAFRI)

These are part of my training slides for ISO certified company (using a high-impact approach). Further enquiry on the training, please e-mail nikzafri@yahoo.com (genuine RFQ only!)

QUALITY CONTINUOUS JOURNEY – WHAT ELSE CAN BE IMPROVED?

Introduction/Refresher

1.0 QUALITY MANAGEMENT SYSTEM

Definition for Quality: 

• Fitness for Purpose (Internal and External Quality Control - 50%) and 

• Client's and Internal Satisfaction (Internal and External Quality Assurance – 50%) - Both QC and QA have respective specifications to be fulfilled – combined both = Quality Management System (QMS)

Common Challenge 1

The word “Quality” on Manual, Policy, Procedures etc. should not be narrowed only to the Quality Department or Management Representative.

Quality is always a shared commitment.

Then Quality Manual, Quality Policy, Quality Procedures are to be deemed and understood as your Company's Manual, your Company's Policy, your Company's Procedures.

Rationale : to avoid 'finger pointing'

Common Challenge 2

Quality, Health and Safety, Security, Environment - Domino Theory – One tile fall, so will the others – ALL IS REQUIRED

Once again, the same as Common Challenge 1 – not to be narrowed to a certain department e.g. Safety & Health and Security is a SHARED COMMITMENT thus making them your Company's Manual, your Company's Policy, your Company's Procedures.

Rationale : to avoid 'finger pointing'

BRANDING :

THIS IS THE WAY YOUR COMPANY WORKS!!!

COMMON ERROR

Your Company is Certified NOT Accredited (by ISO....)

CERTIFICATION BODY – A body that issued the certificate according to the nature of business – e.g. SIRIM QAS, DET NORSKE VERITAS, LLOYDS, SGS ETC. 

ACCREDITATION BODY - A Body that accredits the scope of business/industry in order to qualify the certs issued by the certification body (Accredited Certification Body) e.g. – DEPARTMENT OF STANDARDS MALAYSIA (DSM), UNITED KINGDOM ACCREDITATION SERVICE (UKAS), ANSI-ASQ – NATIONAL ACCREDITATION SERVICE (US) ETC. (MINISTRY OF SCIENCE, TECHNOLOGY AND INNOVATION (MOSTI)

OTHER KNOWN EXAMPLES

Education

INSTITUTIONS OF HIGHER LEARNING MALAYSIA (CERTIFICATE PROVIDER – PHD, DEGREE, DIPLOMA IN ???) MUST BE ACCREDITED BY MALAYSIAN QUALIFICATION AGENCY (MQA) – USED TO BE CALLED LAN. MINISTRY OF EDUCATION

Competency and Skills

COMPETENCY BASED INSTITUTION (CERTIFICATE PROVIDER – SKM 1 – 5 IN ???) MUST BE ACCREDITED BY NATIONAL VOCATIONAL TRAINING CENTRE (MLVK) – MINISTRY OF HUMAN RESOURCES

2.0 DOCUMENTATION

2.1 Quality Manual

- Common Error : Do it make sufficient reference to the Laws, Regulations, Standards etc.? e.g. This Manual is developed by taking into account the following Laws, Regulations, Standards as far as is applicable:

a. Occupational Health and Safety Act 1994

b. Environmental Quality Act, 1974

c. The International Safety Management Code (ISM) – an International Management Code

for the Safe Operation of Ships and for Pollution Prevention,

d. Petroleum Mining Act, 1966

e. ISO 9001:2008

f. OHSAS 18001: 2007

g. EMS ISO 14000 : 2004

WHY?

This is :

a. To assure the Client's that every measure has been taken to customize the documentation to support contractual requirements.

b. To ensure a stringent enforcement

NOT A GREAT CHALLENGE : TO INTEGRATE QUALITY, HEALTH & SAFETY, SECURITY, ENVIRONMENT (HSEQ) MOST OF YOU HAVE DONE IT!

CHALLENGE 1 : CERTAIN CERTIFICATION BODIES VIA ADEQUACY/ COMPLIANCE/SURVEILLANCE ASSESSMENTS - TENDS TO TREAT QUALITY AS A SEPARATE ISSUE - (ISO 9000), HEALTH AND SAFETY A SEPARATE ISSUE (OHSAS 18000), ENVIRONMENT A SEPARATE ISSUE (EMS ISO 14000)

CHALLENGE 2 : THE RESPONSIBILITY SPELLED OUT IN PROCEDURES COMPARED TO JOB DESCRIPTION, DUTIES, RESPONSIBILITIES AND AUTHORITIES. INTEGRATE BOTH IN THE JD! NO OVERLAPPING!

CHALLENGE 3 : METHOD STATEMENTS VS JOB SAFETY ANALYSIS – INTEGRATE OR NOT TO INTEGRATE?

3.0 MANAGEMENT RESPONSIBILITY

What is RESPONSIBILITY? What is COMMITMENT?

Simple Formula

A) RESPONSIBILITY + COMMITMENT = ACCOUNTABILITY

Responsible for WHAT?

- Budget, Plant and Machinery, Conducive Working Environment, Transportation, ICT etc.

Commited to WHAT?

- ensure implementation of The LAW, Quality, Safety, Security, Environment, Standards, Customer Requirements/Specifications, Vision, Objectives, KRA-KPI, Balance Scorecard etc. 

ACCOUNTABLE to providing resources to ensure smooth operation from start to end.

So - the equation : 

   ACCOUNTABILITY 

+ RESPONSIBILITY 

+ COMMITMENT 

--------------------

= LEADERSHIP

-----------------

LEADERSHIP of WHAT?

PEOPLE

Common Error

KEY PERFORMANCE INDICATORS, KEY RESULT AREAS, BALANCE SCORECARDS, DEPARTMENT/UNIT OBJECTIVES ARE OF DIFFERENT PLANETS – NOT LINKED TO ONE ANOTHER - OBJECTIVES SHOULD BE CONSISTENT WITH KPI, KRA, BALANCE SCORECARD ETC. (CASCADING PRINCIPLE – PETER DRUCKER – MANAGEMENT BY OBJECTIVES) 

4.0  TRAINING

5.0  PLANNING, OPERATION, PROCUREMENT, CONTROL (PRODUCT REALIZATION)

5.1 Planning

You have proper scheduling – CONGRATULATIONS - with all the Critical Path Method (CPM) – Pert Analysis, Gantt Chart etc. GOOD! 

Improvement: The RED BAR to indicate CPM on every activity

Additional explanatory notes are REQUIRED besides than depending on the data inputs from the software. This is WHERE Quality comes in with the experience of Data Analysis and Improvement to be made! Thus the CPM should also take into account quality setbacks based on experience running a project. Hence will improve the timing accuracy 

THIS CAN BE REFLECTED IN THE PROJECT MANAGEMENT/PROGRESS REPORTS

Common Error 1

AUDIT? – A SCHEDULED & PERIODICAL ASSESSMENT ON THE OVERALL MANAGEMENT SYSTEM – BE IT QUALITY, SAFETY, ENVIRONMENT

INSPECTION? – A ROUTINE UNSCHEDULED ASSESSMENT ON PRODUCT & WORKMANSHIP (PROJECT) - CONTRACTED

SIMILARITY : BOTH CAN ISSUE NON-CONFORMANCE REPORTS (NCR) /CORRECTIVE ACTION REQUEST (CAR)

CHALLENGE

DO CLIENT REQUIRE PROJECT QUALITY (OR HSEQ) PLAN? OR PROJECT EXECUTION PLAN (IF YOU ARE IN THE CONSULTING/DESIGN CAPACITY) OR YOU JUST DEPEND ON THE CONTRACT SPECS OR IF THE CLIENT DO NOT NEED IT – WHY DO IT? (PROACTIVE VS REACTIVE!)

6.0 MEASUREMENT ANALYSIS AND IMPROVEMENT

DO YOU MEASURE COST OF QUALITY

(IS IT STATED ANYWHERE IN THE NCR?, SITE DIARY, LOGS - INTANGIBLE COST)

PREVENTIVE ACTION :

DO YOU TAKE INTO ACCOUNT PAST DATUM OF WASTAGE CONTROL, POSSIBLE REPAIR ETC (CONTINGENCY) - TAKEN INTO ACCOUNT IN THE FUTURE COSTING/BQ? 

QUALITY CAN HELP IN MAKING YOUR CONTINGENCY COST BETTER. ANALYSIS OF DATA, CONTINUAL IMPROVEMENT PROPOSAL FROM THE MANAGEMENT REVIEW MEETING - CAN BE TAKEN INTO ACCOUNT WHEN DOING FUTURE COSTING AND BILL OF QUANTITIES.

E.G. BUFFER STOCK – WHERE DID THE DATA CAME FROM?

CONCLUSION

QUALITY IS A CONTINUOUS JOURNEY.

DO NOT BE IN THE COMFORTABLE ZONE.

YOU’LL KNOW HOW IMPORTANT THIS IS WHEN YOUR COMPANY STARTS DIVERSIFYING FURTHER!

(well...THEY MIGHT!)

What Is Wrong With The System? - NIK ZAFRI

Today, some might say that all these management buzzwords such as ISO, TQM, Knowledge Management, Key Performance Indicators, Leadership etc. are waste of time, money and  most commonly...they are burdening. 

"Let us work...we're not thinkers, we don't have time for all these extra documentation"  commonly used phrases not only from the downliners but surprisingly the top management as well.

Ok, let's revisit some of the systems - not too technical but some 'loose ends to tie up'.

a) Is the system required by the organization? If so... why? If it's not required, why do it?

b) If the system is required, then how to go about it? Where to start?

c) Is the system tailored-made to the organization scope of services or product?

d) Do the system require 3rd party help? If so...do we need to spend a lot of money?

e) Will the system generate profit? How much?

f)  What do I get implementing the system?

These are the questionnaires that go unanswered. Even though there are some responses but the answers are inconsistent from one person or one company to another.

Before I go on answering these questions..let me emphasize that :

"There is NOTHING wrong with the system"

"It is always about the people running the system"

So, here comes the answers but don't count on them. They are based on my own true experience. Looking into what I have below, you will find a paradox in each of them.

a) Study the work-culture of the company first. (mind you...not the professional part but the human factor)

You may have a very good Human Resources Department in the front line, conduct psychometric tests in interviews, hiring the best candidates for the job, thorough JD and KPIs, organizing trainings and workshops and so on. 

But you will be perplexed of so many candidates being interviewed have some similarities : they always promise you 'miracles' but after being hired, they appear not to be so motivated anymore except at month end and awaiting final performance evaluation.

Yes, you can have motivation and team buildings sessions, bring them on a company trip or organizing a family day with good meals, you still can't make it, not long after the meaningful event, they go back to their old ways!

Thus, what sort of system that you need to bring in? Strange it might seems...the system must go according to the work culture and environment of the company. Bring change but not changing the work culture - the changes in the existing work culture is the prerogative of the MD or President only. 

Surprising, the top management will feel offended when people start questioning or changing the work culture. So...do not touch the work culture - even how negative it may seem to you, bring in any system, it will eventually work!

b) The system will be required when THE COMPANY START TO LOOSE MONEY! or there is a law governing the need of the system.

So bring in or suggest a cheap and affordable system first but ensure that you give a comprehensive information. 

No hiding! 

No "who move my cheese" policy! 

No "pay me first and I'll do the job"

Give the company or the top management what they need and not what you need...(money). 

Believe me, they will share the cake with you. (those who overlook to give you bonus or raise or payment - should the company is successful due to your contribution...will always LOOSE in the end - trust me..I know - it's like karma)

c) Tailor made? Yes, it must be customized according to the type of services or scope of work of the company. Do not introduce something totally irrelevant even how good you are.

d) On the issue of requiring 3rd party help...the answer is YES and NO. 

"Yes" - if you are not familiar with the system or you do not have the confidence doing the system. And later after the system is established and running, there is NO need for a consultant's help unless for maintenance only.

"No" - if you are bold enough "to go where no man has gone before" then conduct your own research - there are plenty of information and data online. Join public training, conventions, buy books or materials, join forums online etc. Ask a second opinion only when required - remember, choose the right people that you wish to enquire, otherwise you'll end up with suggestions like "let me be your advisor and consultant" and you will be back at square one.

e) The system will generate profit provided that the organization is TRANSPARENT, not greedy for money and started to control money stingily. Do not alter the figures to avoid detection of PROFIT by the financial auditors prior to year-end audit. What is there...present them...adopt a high integrity and sincerity. 

Give away bonus or perks to those who have worked hard and dilligent. There may not be a need for the employers to see 'documented evidence'. 

Just look at your subordinates below...you'll be surprised - how many staff are willing doing good job without wanting recognition (now this is what we call "JOB SATISFACTION")- just reward them...give them your full attention! These are your loyal supporters!!

f) The question of what do you get out of the implementation is subject to the following :

a) The willingness to change your mindset on :

i) If you have a Safety or Quality Policy, it is NOT a safety/quality policy, it is YOUR COMPANY's Policy - so goes to the Safety or Quality System or KRA or KPI etc. It is the COMPANY's system. It is about the way your company work and not "I'm doing this because I want the ISO cert" 

Believe me..after you get some international recognition, you and your staff will abandon the system eventually. And this abandonment will also happen when : 

ii) you think that the system is burdening you, then you will be 'murdering' the system or hoping for some miracle that the system will become an android one day and work by itself. 

iii) you have some funny ideas that "this is not part of my Job Description", "I'm not paid to this system", "I want a raise"..then you and your staff will shy away and not feel part of the system. (No OWNERSHIP feeling)

And please.... Stop the madness about qualifications and affiliationships, MBAs, PhDs, Chartered Member of some Space Garrison etc. 

-  Hire the person who can do the job,

-  Do not discriminate the 'less qualified' person by giving a low paid salary, (pay according to his performance)

-  Hire a sincere person,

-  Reward the person regardless to his/her position - office assistant, despatch rider or even a general labour if proven the person is responsible enough to promote your company and bring good projects  and prospects to you.

Think of the system as a PROFITABLE investment to you. So, be happy and proud of the system and when implementing it or reviewing them...

CHANGE THE WAY YOU LOOK AT NEGATIVENESS! 
TURN NEGATIVENESS INTO POWERFUL POSITIVE ONES!

Feel the system and you'll be fine.