Quality Management System in the Czech Statistical Office Statistics

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Quality Management System in the Czech
Statistical OfficeStatistics Investment in
the future 2Jirí Krovák, Alena Bokvajová
jiri.krovak_at_czso.cz, alena.bokvajova_at_czso.cz
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Quality Management System (QMS) in the Czech
Statistical Office (CZSO)History, origin

• briefly from the history of the QMS
• QMS has been systematically built since 2003
• first elements of the QMS were methodological
  audits and TQM activities (2003)
• then COCOCO activities and Redesign SIS were
  added (2005)
• quality reports for some segments of statistics
  are part of the QMS
• at the level of the top management, the part of
  the QMS are the Top management meeting and the
  Collegium of the President

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Quality management system in the CZSO
within statistics
between statistics
infra superstructure
Top management meeting
Quality reports (General Methodology and
Registers Branch)
COCOCO Committee
Collegium of the President
Redesign SIS
Methodological audits (audit groups)
TQM Committee
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Dimensions of quality

• there are two (broad) dimensions of quality
• quality of management, leadership, processes
  (mainly TQM activities)
• quality of statistics, statistical data, outputs
  (mainly COCOCO activities)

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QMS in the CZSO Institutions

• institutions are (more or less) permanent, they
  are
• TQM (Total Quality Management) Committee
• COCOCO (COnsistency, COherence, COmparability)
  Committee
• Redesign SIS Steering Committee (and project
  teams)
• Top management meeting
• Collegium (Board) of the President
• General Methodology and Registers Branch
• TQM unit
• the first 3 are project management, the other 4
  line management

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QMS in the CZSO Activities

• some activities are temporary (temporary project
  teams), some permanent (mainly line management)
• TQM activities
• COCOCO activities
• methodological audits
• quality reports
• Redesign SIS activities (typically temporary
  project activities which go beyond the scope of
  the QMS but for their quality enhancement
  implications must be included in the QMS)

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Quality reports

• since 1998 structural business survey
• Phare projects support for first reports,
  methodology of quality indicators
• focus on fulfilment of legislative requirements
• regularly for 16 statistics (SBS, STS, LFS, LCS,
  EU SILC, GNI)
• compliance with ESS methodology
• from pilot versions to extensive reports
• future support for quality reports SMS Quality
  checklist SW

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Methodological audits

• for all segments of statistics (altogether 23)
• a rolling five-year scheme every segment of
  statistics audited every five years
• compliance with EU regulations and Eurostat
  quality standards
• compliance with best practices
• started in the 4Q03
• all methodological audits completed by the 4Q08

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COCOCO activities (selection)

• coherence and comparability of industrial and
  construction statistics vs. national accounts
• coherence of family budgets and retail sales
• price indices and their use for deflation
• coherence of source data
• differences between CZSO and Eurostat data
• impact of globalisation on data quality and
  interpretation

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TQM activities (1/7)

• User satisfaction surveys
• every year since 2003
• average overall satisfaction mark 2.04 2.22
  2.24 2.10 (2005, 2006, 2007, 2008)
• response of returned questionnares between 300
  400
• Respondent satisfaction surveys
• three major surveys (2004, 2006, 2009)
• average overall satisfaction mark 2.12 2.17
  2.00
• (2004, 2006, 2009)
• response rate 48 29.50 23.32 (2004, 2006,
  2009)

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TQM activities (2/7)

• Employee opinion polls
• every year since 2003
• overall satisfaction (with employment in the
  CZSO) mark 2.06 2.07 2.13 (2006, 2007, 2008)
• response rate 47.50 48.14 43.86
• (2006, 2007, 2008)
• Survey among the CZSO partners
• (i) contractual (business) partners (ii)
  partners within the state statistical service

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TQM activities (3/7)

• for the first time in 2006
• overall satisfaction mark (i) 1.37, (ii) 1.75
• response rate (i) 22.8, (ii) 61.5
• EFQM self-assessment
• every year since 2005
• 36 employees in 9 self-assessment teams
• participation in the Czech Quality Award
  competition
• the score received in 2006 250 points, in 2007
  374 points, in 2008 ? points

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TQM activities (4/7)

• Linking EFQM results to strategic goals and
  sub-goals of the CZSO
• links between EFQM criteria and strategic
  sub-goals defined
• CZSO Key performance indicators
• 22 indicators selected to measure performance
• related to quality and volume of services
• each indicator has an owner (and data owner)
• integral part of motivation system

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TQM activities (5/7)

• 8. Process management and cost controlling
• two major projects completed by an external
  management consultancy by 2006
• implementation started in 2007, monitoring of
  time consumption on projects, cost centres,
  projects, grants, etc. started in 2008
• New system of strategic planning
• replaces the old system since 2007
• has 3 basic components (i) Mission, vision,
  strategic goals and sub-goals, (ii) Medium-term
  plan, (iii) Priorities for the year

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TQM activities (6/7)

• 10. Company intranet journal
• initiative of the TQM Committee to improve
  internal communication, bi-monthly since 2006
• placed on the CZSO intranet pages
• 11. System of analytical activities
• complements COCOCO activities towards external
  users

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TQM activities (7/7)

• 12. and many other activities (selection)
• quality policy papers, revision policy
• annual employee assessment reviews
• training and workshops for employees (managers)
• electronic notice board on the intranet
• regular meetings of top management with
  representatives of main user groups

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Other elements of the QMS system (1/3)

• Top management meeting deals particularly with
  operational management of the CZSO, fulfilment of
  current tasks and other assignments, records
  important decisions taken at other CZSO
  managerial levels
• Collegium (Board) of the President discusses in
  particular (i) conceptual documents concerning
  State Statistical Service, (ii) Programme of
  Statistical Surveys, (iii) draft budget and (iv)
  other tasks decided upon by the President

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Other elements of the QMS system (2/3)

• Redesign SIS and SMS activities (managed by
  Redesign SIS Steering Committee)
• a typically long-term project activity
• started in 2005, implementation of the new SIS
  starts in 2008
• completely new system of statistical surveys
• new technologies, managerial practices (SLM) and
  methodologies
• much more use of administrative data, lower
  burden on respondents

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Other elements of the QMS system (3/3)

• General Methodology and Registers Branch
• in line management responsible for (the
  methodology of) quality in general
• in line management responsible for the
  development of SMS
• responsible for administrative data quality
  assessment
• methodology of comparability analysis and
  statistical data consistence on the basis of data
  quality assessment

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Thank you for your attention

• Alena Bokvajova
• alena.bokvajova_at_czso.cz