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These principles were used by senior management as a framework to guide the BGTD in implementing a QMS and to work toward the desired performance improvement.
Leaders should create and maintain the internal environment in which people can become fully involved in achieving the organization's objectives." The BGTD ensured the leadership aspect would be present and active by making a commitment that the DMC and management be fully involved and supportive in all the stages of the implementation.
BGTD developed a QMS model consisting of four main activities: Service Realization, Measurement Analysis and Improvement, Management Responsibility, and Resource Management (see Figure 1).
BGTD identified eight processes as being essential to the business (see Figure 1).
The senior management of BGTD, the DMC, recognized the value of the leadership principle and created an environment of uniform understanding of the organization's direction by establishing the quality policy and quality objectives and communicating them to all the employees of BGTD.
A side benefit to this approach was the evolution of improved communications between the various levels of BGTD.
While processes were in place when the BGTD started this initiative, the overall picture of how the processes interacted was not fully understood, which resulted in various divisions functioning more or less independently and with lowered effectiveness and efficiency in delivering the services of BGTD.
The process approach constituted the bulk of the BGTD's effort in this initiative.
Addressing these issues benefited management, employees, and BGTD as a whole.
BGTD: a) identification of appropriate performance indicators to support cost recovery; b) improved capability to analyze the strengths and weaknesses of the regulatory review process; c) improved ability to identify essential documentation for business purposes (standard operating procedures, forms, and policies); and d) improved identification of process weaknesses and improvement measures using the continual improvement tools and auditing of the processes.
Prior to the QMS, improvements to BGTD's operations and service delivery were limited to the various work units, with little consideration of how the changes would affect other areas of the organization.