Asst.Prof. Prasert Akaraprathompong

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Chulalongkorn University - Quality
Assurance Creative and Value Added integrated
with risk management system
by Asst.Prof. Prasert Akaraprathompong Departme
nt of Industrial Engineering, Faculty of
Engineering, Chulalongkorn University Asst to
President (Quality Assurance)

e-mail prasert.a_at_chula.ac.th
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SYSTEMS APPROACH
OBJECTIVES
effectiveness
SYSTEM
OUTPUT
INPUT
efficiency output / input
management resources human resource
material money, etc.
Objective-oriented rather than procedure-oriented
Note The expression of a system with its
objectives is due to Prof. Masao Akiba
(c) N. Kano, 94 AUG, REV 97 FEB
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Quality Concept Satisfaction of stakeholders
Quality
Start with Heart Think with Head Continually
developed the Quality Assurance
P-D-C-A Plan Do Check - Act

Created by A. Prasert / IE Chula / 15 Jan. 2004
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Definition of Quality Assurance

• Systematic Activity ( Key Input, Key Process for
  good Quality Output ) which will attract
  stakeholders (External organization executives,
  students, advisors, personnel, alumni, committee,
  doctors, nurses ) use the services of
• Faculties ..Teaching-Learning
  Organizations (CU-QA 84.1)
• Research Institutes Research Organizations
  (CU-QA 84.2)
• Offices?? Management and Supporting
  Organizations (CU-QA 84.3)
• Service Centers Academic Service
  Organizations (CU-QA 84.4)
• With confidence and use that(those)
  service(s) ( Quality Output ) satisfactorily and
  continually.

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(No Transcript)
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Strategy for organization
developmentStrategy 1 Good governance building
in management by developing fluent, distributed,
and authenticable management
Improvement of procedure and quality activities
and development of risk management system
Policy/Mission QA Promote using of CU-QA as a
tool of quality improvement, efficiency in
integrated management to achieve effective result
as defined in Chulalongkorn Universitys mission
(learning, teaching, research, academic services,
professions, management and support, as well as
arts and culture preservation) through the
network, representatives of management of quality
assurance and auditors/surveillants/auditors with
the aims of balance of satisfaction of
stakeholders in development, quality of life of
the continual operators, in present and future.
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Basic Requirements
4.1 Philosophy/Mission Statement, Objectives and
Plan of Action 4.2 Quality System of an
Organization 4.3 Teaching - Learning
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Basic Requirements
4.4 Research 4.5 Student Affairs 4.6 Academic
Services for Society 4.7 Promotion and
Preservation of Art and Culture
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Basic Requirements
4.8 Administration and Management 4.9 Finance and
Budget 4.10 Internal and External Audits 4.11
Correction/Improvement
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Basic Requirements
4.12 Human Resources Development 4.13 Development
towards Excellence 4.14 Activities to Enhance
Morality and Ethics
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Progressive Requirements
5.1 International Cooperation 5.2 Information
Technology 5.3 Interdisciplinary Program 5.4
Teaching Learning Material Development
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Progressive Requirements
5.5 Academic/Professional Leadership 5.6 Societal
Pillar 5.7 Integration of Research and Teaching -
Learning
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CU has assessed the standards as defined in the
indexes and standard criteria of the university
which have 34 indicators and 7 criteria in total,
in the forms of SAC (Self Assessment Checklist),
Internal self-assessment and SAR (Self Assessment
Report) assessment by the universitys auditors
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• 7 Levels (L) of indicators

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• Audition of Quality Assurance
• Internal Quality Assurance Assessment (IQA SAC)
  
• by organization itself once a year
• 2. Audit to obtain certificate every 4 years by
  the Universitys
• Committee
• 3. Surveillance SAR by the Universitys
  Committee
• every 2 years
• 4. External assessment e.g. by ONESQA,
  Professional
• Associations, TQA, etc.

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Risk-Control-Internal Auditing
Risk
Control
Wastes
Unacceptable

• Uncontrolled Objectives/goals are unacceptable
• Control without risk is resources loss
• - Risk without control is unacceptable
• - Internal Audition which not include risk and
  control is waste of time Abnormality Report
  Risk Based Auditing

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AUN QA Criteria
Criteria 1 on QA System
Criteria 2 on Teaching/Learning
Criteria 3 on Research
Criteria 4 on Services
Criteria 5 on Ethics
Criteria 6 on HRD
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AUN QA Guideline Manual 1. AUN-QA Policy and
Common Criteria 2. Teaching and Learning
Best Practice 3. Research Service Best
Practice 4. HRD Ethics Best Practice
5. QA System Assessment
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Next step of CU-QA Balanced quality of Work
Life Accept creative difference, Get over
regulations, Aim to Attractive Quality Creation
Innovation which all CU participate (Total
Quality Assurance) 1.p-d-c-a ( pls.-
dont -change -anything) ---gt P-D-C-A (
Plan-Do-Check-Act) ---gt C-A-P-Do (
Check/change Act/set better standard
Plan/challenge target- Do/self PDCA ) 2. Basic
Quality ( Standard) ---gt More Satisfier
(Continuous Improvement) ---gt Attractive Quality
( QA ---gt QI (Quality Improvement/Enhancement)/
Kaizen ---gt Innovation ) 3. System QA ---gt
Process QA ---gt Key Process ----gt Activity ---gt
Design/Creative QA 4. CU-QA 84 Standard/
Index ( Certification ) ---gt CU-QA Linkage
/Network ( Internal/External
Benchmarks)/ Learning Sharing ) ---gt
CU-Quality Prize ---gtBest Practices
---gtAward) 5.Document oriented QA ---gt Less
Document /Quality focused QA ---gt e-Document
QMS/ e-QA 6. QM/PM/WI/SD based IQA ---gt
KPI/KQI/Key Process / Key Activity based IQA
---gtProgram Accreditation/ Performance (Quality,
Effectiveness, Efficiency) /Risk based
Assessment
????????? CU-QA ?-??? ? ??.?. ????
???????? ???????? ?/ ? ?.?. ??
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(CU-Quality Prize)
New dimension in quality and efficiency creation
according to the organizations mission which is
over the expectation of stakeholders, and satisfy
them (Attractive Quality Creation), promote
values and prides for CU by using procedure of
outstanding in task system/projects or activities
seeking which lead to the creation of quality
prize criteria of CU
Kaizen, the goal of quality assurance
How to get Kaizen into the heart of CU
community, at least, everyone should have Kaizen
in its heart all the time in order to add value
into their works Enhance value/add care/support
to provide more convenience to stakeholders/add
more service time Reduce procedure/time in
working eg. parcels/budget, administrative
businesses, etc.
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Comparison of Capability to Performance
Excellence
What is Benchmarking? The practical method which
will lead the organization to achieve the
goal/excel The question that followed is How
to Benchmarking Find it out at
www.cu-qa.chula.ac.th For how to benchmarking in
order to seek the best practices
Accept the difference which is creative over the
expectation
Balanced Quality of Work Life
Voices to development and creation, exchange
aspects to a creative offering, every idea will
be presented to the correlated organizations
immediately and will collect operational info to
present to the universitys management team
meeting monthly
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Risk Manageable Risk
Chance to have errors, loss, leakage, wastes or
unexpected events which resulted in unsuccessful
goal, these are all causes or factors that lead
to risk in the operation How does CU deal with
these?
Chance to have errors, loss, leakage, wastes or
unexpected events which resulted in unsuccessful
goal, these are all causes or factors that lead
to risk in the operation How does CU deal with
these?
The final result is Risk management system and
internal control plan of every organization in
CU which can be immediately responded to the
external info, OPDC (Office of the Public Sector
Development Commission), OAG (Office of
the Auditor General of Thailand).
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TRC Training Researching Coaching
Study/research to improve, develop organization
management system or organization quality to
enhance the efficiency and effective result as
said in the organizational mission by integrating
or applying standard criteria, eg, TQA, OPDC
(Office of the Public Sector Development
Commission), ONESQA (Office of National
Educational Standards and Quality Assessment),
OAG (Office of the Auditor General of Thailand),
etc.
Which organization is interested to join, it can
send a proposal to get the supportive budget.
For more information in CU-QA, please visit
www.cu-qa.chula.ac.th
E-mail cu_qmr_at_chula.ac.th cu_auditor_at_chula.ac.
th
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KAIZEN INNOVATION
What should be (standard)
Level of development
Maintain
The actual occurance
What should be (standard)
Innovation only
Maintain
Innovation
The actual occurrence
Time
New standard
Level of development
Kaizen
New standard
Innovation
Innovation Kaizen
Kaizen
Innovation
Time
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Satisfaction of Service Recipient
Standard of quality management
TQM Total Quality Management
ltaccurate, fast, convenient, easy, prompt, more
skillful/ modern technology, save, literate,
moral(or noble)
TQA Thailand Quality Award
participation of personnel ( Total
Quality Assurance)
new standard
Innovation (policy)
Kaizen (Improvement) QA

• - Philosophy/ CU determination
• - Mission/vision/policy
• -Objectives/goal
• - Indexes/criteria ( KPIs/BSC )
• Stakeholders
• - quality, accurate, fast
• Tasks/projects
• - convenient, easy, prompt
• Learning, Grow
• - more skillful / IT
• Finance/Budget
• - economy
• - Operation plan

index/criteria (KPIs) 7 levels
Innovation (change) strategic plan
(current standard )
Kaizen (routine works)
External complaint Unsuccessful goal Imperfect
system CAR Meeting-Protect Improve
Standardization (keep-standard QM , PM, WI,
SD )
CU-QA 84 5sor activities
2004
2008
2006
Time
Figure 1 Audition for Keeping and Developing
Standard of Quality Management System (QMS)
Created by A. Prasert / Chula / 30 May 2004
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Strategy 1 Good governance building in
management
Development of surveillance procedure,
activities, quality and development of risk
management system
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Strategy 1 Good governance building in management
Development of surveillance procedure,
activities, quality and development of risk
management system
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Thank You
Asst.Prof. Prasert Akaraprathompong Department of
Industrial Engineering, Faculty of Engineering,
Chulalongkorn University Asst to Rector (Quality
Assurance)