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Quality Management System


in Academic and Research
Libraries for Quality Service

 
      
  

 
 
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%r Employees feel better about themselves
and their efforts on the job, and they take
greater pride in their workr
r Administrators often feel less isolated,
misunderstood, and burdenedr
r Productivity goes up, as work processes
are improved continuouslyr
r Provides better service to its primary
customers ± students, employees and
employersr
r Increased viability and profitability
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( 4r ailure of top management to be
personally involved in their company¶s
effort toward qualityr
( r It is viewed as the flavor of the month or
as ³project for this school year´
( r Paying inadequate attention to internal
and external customersr
( r Inability to change organization culturer
( r Lack of continuous training and
educationr
( r Improper planningr
( r Insufficient resourcesr
Ä 
ÄQM - A comprehensive and
fundamental rule or belief for teaching
and operating a school aimed at
continually improving performance over
the long term by addressing the needs
of all customersr
Source: ISO
ÄQM is not just a technology and a
system, it requires a PROACÄIVE
AÄÄIÄ Er
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( Ähe primary purpose of an academic
library is to support the teaching,
research, and other academic
programs of its parent organizationr An
academic library is part of a service
organization which delivers products
personally to the customerr
( Quality can mean many thingsr In the realm
of higher education--in the sense used here--
quality refers primarily to academic quality:
the quality of programs, the quality of
instruction, and the quality of an institution's
graduatesr Ähe quality of an institution's
facilities, library, grounds, accounting
systems, and other non-academic
characteristics certainly have an impact on a
university's qualityr
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After World War II, rr Wr Edwards
eming and his fellow American
statistical expert Joseph Juran took
ÄQM to Japan to help the Japanese
restructure their economyr After
recognizing the improvement in
quality Japanese products and
services, American managers in the
private and public sectors are now
applying the tenets of ÄQMr
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( 4rMicro Level
( Classroom Setting (as a
teacher)
( School Wide Setting (as an
administrator)
( r Macro Level
( Philippines Education Program
( education sector)
± # ÄOÄAL Q ALIÄ
( Äotal Quality is Äotal in two senses:
, It covers every process/function
(academic affairs, student affairs,
marketing, accounting, finance,
human resources, etcr)
, It covers every job (top and middle
management, teachers, students, non
teaching employees)r
( Compatibility that exists between
ÄQM and Marketing
( Marketing ± the ultimate
objective is to understand and
satisfy the needs and wants of
customersr
( ÄQM is anchored in the concept
of customer satisfactionr
WHAÄ IS MARKEÄING ROLE
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*    Enrollment-Research-Instruction-
Community Extension (ERIC)

Ä 

 

      


Ä  

!  3 hetter Äomorrow for Everyone

     Effective se of Resources
3 Efficiency Improvement
Economic Operation

Ä
 4 Q
  |  M
S SS QC KM PM ISO
h 
4
&   ACCREIÄAÄION IQ AME
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Organization and Administration
Purposes and Objectives

 
Student
aculty Personnel
  
Services
 
Laboratory   Purposes
  and
Library   Objectives
   aculty
Physical Instruction
acilities Student Personnel
Services
Social Orientation and
Community Involvement
'
Japanese English ilipino

SEIRI  Ä S RIIN

SEIÄON Ä Ä  SIN PIN

SEISO   SIM ÄIN

SEIKEÄS  Ä  SIG R HIN


ANG
KALINISAN
SHIÄS KE  *+ SARILING K SA
  * 
  * Ä 
Customer focus
Continual Improvement
Leadership
Involvement of people
Process approach
System approach to Management
actual approach to decision-making
  
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( In a service organization like an academic
library the customer satisfaction means
fulfilling expectationsr
( Librarians must find out what readers want
and concentrate upon providing itr
( esigning an appropriate service means
asking
( ‡ Who are the customers
( ‡ What do they want
( C SÄOMER SERVICE IS NOÄ EASr
EVERONE HAS AÄ SOME ÄIME hEEN
CHALLENGE h A IIC LÄ
C SÄOMERr

( ÄHE SKILLE RONÄLINER IS


CONSÄANÄL ACE WIÄH SIÄ AÄIONS
ÄHAÄ REQ IRE ÄHE ÄMOSÄ SKILL,
IPLOMAC, AN POSIÄIVE AÄÄIÄ E
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( C SÄOMERS ÄALKr WHEÄHER SERVICE
IS GOO OR hA, ÄHE ÄALKr
( I O PROVIE EXCEPÄIONAL
C SÄOMER SERVICE, O R
C SÄOMERS MA ÄELL AS MAN AS
ÄWO OR ÄHREE PERSONS,
( h Ä WHEN SERVICE IS LESS ÄHAN
EXPECÄE, ÄHOSE SAME C SÄOMERS
WILL GIVE ÄHE NEGAÄIVE EXPERIENCE
ÄO ÄWENÄ ÄO ÄHIRÄ POÄENÄIAL
C SÄOMERS
( RESEARCH SHOWS ÄHAÄ 90%- 9%
O NHAPP COMPLAINING
C SÄOMERS WILL hECOME O R
MOSÄ LOAL C SÄOMERS I WE
HANLE ÄHEIR PROhLEMS IN A
PROMPÄ, POLIÄE, AN
PROESSIONAL MANNERr
( WHEN O ACCEPÄE O R
POSIÄION, O AGREE ÄO PROVIE
AN EXCELLENÄ SERVICE ÄO O R
C SÄOMER IN REÄ RN OR A
MONÄHL SALARr
( SÄAÄISÄICS INICAÄE ÄHAÄ 90% O
C SÄOMERS ARE Ä RNE AWA h
AN AÄÄIÄ E O RONÄLINE
PERSONNEL
Ä"
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Everyone must participate in the
quality transformationr Quality is not
just the school board or ean¶s
responsibilityr It is everyone¶s
responsibilityr Quality demands that
everyone contributes to the quality
effortr
ormation of Quality Circles Among
Library Staff
Quality Circle is a group of employees who
meet regularly and discuss situations
affecting their section/unit and implement
immediate solutionr
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Continuous Improvement or
³KAIZEN´ means on going
improvement that involves everyone
in the school, including both
managers and employeesr In
business or in school, everything
changes, including customers and
suppliersr
eming & Shewhart developed the
Plan, o, Check, Act, or PCA cycler
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Quality is above all an attitude
of mindr It seeks to
continually improve what
already exists (Kaizen)r It is
based on the belief that one
can do things better today
than yesterday and better
tomorrow than todayr - CEI
ÄHANK O !
rr Conrado Er Inigo, Jrr
E mail ± crinigo@yahoorcom
Cell phone ± 094- 4- 4