10 The Division (QMD) has a new image after the renovation process which, was carried out in October 2008. The new offi ce is now divided into three units namely: Quality System (QS), Occupational Safety & Health (OSH), and Administration (AD). The restructuring processes, was one of the upgrading programs conducted by the director offi ce s. It was an initiatives of the quality division staff and offi cer. These upgrading programs were based on the requirement of clause 6.4 (work environment), quality manual documentation stated by the MS ISO 9001:2000 Standard. The QMD is responsible to ensure that the continuous improvement process especially on the department quality management system is sustained and up to date. The occupational safety and health program will also be intensively implemented in 2010 under the SFD OSH fi ve (5) year plan (FOSH 5). Meanwhile the master plan for the FOSH 5 will be prepared by the secretariat of the OSH Committee in 2009. The QMD s objective is to ensure that all the organization systems and procedures are up to date and comply with the 15 functions, towards the achievement of the organization vision and mission. There are four core businesses focused by the QMD namely (i) Forest Quality System Strategy Plan, (ii) Forest System, (iii) Quality System Monitoring & Evaluation, and (iv) Forest Occupational Safety and Health Management. Organization - 8 Principles Of The Departmental QMS The SFD management system achieved an improvement with the implementation of MS ISO 9001:2000. Based on the eight principles which, are underlined by the MS ISO 9000:2000 standard requirements, the principles focus is totally on the organization management system and work processes. This is followed by the organizational identifi cation analysis justifi cation which was done in 2007 by QMD, which adopted the eight principle concepts since the introduction of the MS ISO standard in the forestry department. Historically, the fi rst standard of ISO 9000 was applied in Beluran Forestry District and when the second standard was introduced in 2003, Beluran Forestry District continued to comply with the new procedures together with three other district forestry offi ces and supported by three core processes namely (i) royalty collection, (ii) curation of plant specimen and (iii) approval of CHPs. By the end of September 2010, the second version of this standard will be replaced with the third version of ISO 9001:2008. The new standard was released in November 2008. A few amendments were introduced in this new version. The process approach has more focus and compatibility with the environmental management system (EMS) which was highlighted in the ISO 14000 Standard series. Compatibility means that common elements of the standards can be QMD administrative office before restructuring QMD administrative office after restructuring Head of Division office before restructuring Head of Division office after restructuring 49
implemented by organizations in a shared manner, in whole or in part, without necessary duplication or the imposition of confl icting requirements. Therefore, the forestry department will start the transition processes by the year 2009 with program s and activities to be certifi ed under the new certifi cation of ISO 9001:2008 through registered certifi cation bodies. SFD s achievement for the eight principles are briefl y summarised as follows:- Principle 1 Customer Focus organizations depend on their customers and therefore should understand current and future customer needs, meet customer requirements and strive to exceed customer expectations Understanding the whole range of customer needs and expectations for products, delivery, price and dependability. Ensuring a balanced approach among customers and other stakeholders (owners, people, suppliers, local communities and society at large) needs and expectations. Communicating these needs and expectations throughout the organization. Measuring customer satisfactions and acting on results, and managing customer relationships. Beneficial achievements through this customer focus principle are: For policy and strategy formulation, making customer needs and the needs of other stakeholders such as SFMLA understood throughout the organization. For objective and target setting, ensuring that relevant objectives and targets are directly linked to customer expectations. For operational management, improving the performance of the organization to meet customer needs which is base on the operational objective. For human resource management, ensuring staff have the knowledge and skills required to satisfy the organization s customers. Principle 2 Leadership Leaders establish unity of purpose and direction of the organization and should create and maintain the internal environment in which people can become fully involved in achieving the organization s objectives Being proactive and leading by example. Understanding and responding to changes in the external environment. Considering the needs of all stakeholders including customers, owners, people, suppliers, local communities and society at large. Establish a clear vision of the organization s future. Establishing shared values and ethical role models at all levels of the organization. Building trust and eliminating fear. Providing people with the required resources and freedom to act with responsibility and accountability. Inspiring, encouraging and recognizing people s contributions. Promoting open and honest communication. Educating, training and coaching people. Setting challenging objectives and targets, and implementing strategies to achieve these objectives and targets. Benefits derived through these leadership principle are: For policy and strategy formulation, the top management establishing and communicating a clear vision of the organization s future. For objective and target setting, all levels of management translating the vision of the organization into measurable objectives and targets. For operational management, the top management empowered and involved SFD workers to achieve the organization objectives. For human resources management, having an empowered, motivated, well informed and stable workforce. Principle 3 Involvement of People people at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization s benefit Accepting ownership and responsibility to solve problems. Actively seeking opportunities to make improvements. Actively seeking opportunities to enhance their competencies, knowledge and experience in teams and groups. Focusing on the creation of value for customers. Being representing the organization to customers, local communities and society at large. Deriving satisfaction from their works, and be enthusiastic and proud to be part of the organization. Benefits achieved through theses involvement of people principle are: For policy and strategy formulation, the SFD staff are effectively contributing to the improvement of the policy and strategies of the organization. For objective and target setting, the SFD staff sharing ownership of the organization s objectives. For operational management, the SFD officers being involved in appropriate decisions and process improvements. For human resources management, the SFD workers being more satisfied with their jobs and being actively involved in their personal growth and development, for the organization s benefit. 50 Annual Report 2008
...continued Principle 4 Process Approach a desired result is achieved more efficiently when related resources and activities are managed as a process Defining the process to achieve the desired result. Identifying and measuring the inputs and outputs of the process. Identifying the interfaces of the process with the functions of organization. Evaluating possible risks, consequences and impacts of processes on customers, supplies and other stakeholders of the process. Establishing clear responsibility, authority, supplies and other stakeholders of the process, and when designing processes, consideration is given to process steps, activities, flows, control measures, training needs, equipment, methods, information, materials and other resources to achieve the desired results. Benefits that achieved through these process approach principle are: For policy and strategy formulation, the department utilizing defined processes throughout the organization will lead to more predictable results, better use of resources, shorter, cycle times and lower costs. For objective and target setting, the department understanding the capability of processes enables the creation of challenging objectives and targets. For operational management, the department adopting the process approach for all operations results in lower costs, prevention of errors, control of variation, shorter cycle times and more predictable outputs. For human resources management, the department establishing cost efficient processes for human resources management, such as hiring (temporary or contract), education and training, enables the alignment of these processes with the needs of the organization and produces a more capable workforce. Principle 5 System Approach to Management identifying understanding and managing a system of interrelated processes for a given objective improves the organization s effectiveness and efficiency Defining the system by identifying or developing the processes that affect a given objective. Structuring the system to achieve the objective in the most efficient way. Understanding the interdependencies among the processes of the system. Continually improving the system through measurement and evaluation, and Establish resource constraints prior action. Benefits achieved through these system approach to management principle are: For policy and strategy formulation, SFD does the creation of comprehensive and challenging plans that link functional and process inputs. For objective and target setting, the objectives and targets of individual processes are aligned with the department s ten (10) key objectives. For operational management, SFD defines a boarder overview of the effectiveness of processes which leads to understanding the causes of problems and timely improvement actions. For human resources management, SFD provides a better understanding of roles and responsibilities for achieving common objectives thereby reducing cross functional barriers and improving teamwork. Principle 6 Continual Improvement continual improvement should be a permanent objective of the organization Making continual improvement of services, processes and systems an objective for human resource in the organization. Applying the basic improvement against established criteria of excellence to identify areas for potential improvement. Continually improving the efficiency and effectiveness of all processes. Promoting prevention based activities. Providing every members of the organization with appropriate education and training, on the methods and tools of continual improvement such as PDCA, problem solving, and process innovation. Establishing measures and objectives to guide and track improvements, and recognizing improvements. Beneficial that achieved through these continual improvement principle are: For policy and strategy formulation, the department creating and achieving more competitive management plans through the integration of continual improvement with strategic planning. For objective and target setting, the department setting realistic and challenging improvement objectives and providing the resources to achieve them. For operational management, involving of all staffs in the department in the continual improvement of processes especially in the certificate location and those who applied the core and general processes. For human resources management, providing all staff in the department with the tools, opportunities, and encouragement to improve services, processes and systems. 51
...continued Principle 7 Factual Approach to Decision Making effective decisions are based on the analysis of data and information Taking measurements and collecting data and information relevant to the objective. Ensuring the data and information are sufficiently accurate, reliable and accessible, Analysing the data and information using valid methods. Understanding the value of appropriate statistical techniques, and Making decisions and taking action based on the results of logical analysis balanced with experience and intuition. Benefits that achieved through these factual approach to decision making principle are: For policy and strategy formulation, SFD top management plan and generate the department strategies based on relevant data and information which are more realistic and more likely to be achieved. For objective and target setting, SFD top management using relevant comparative data and information to set realistic and challenging objectives and targets. For operational management, SFD top management analyze all relevant data and information as the basis for understanding both process and system performance to guide improvements and prevent future problems especially in the core functions processes. For human resources management, the department analyzing data and information from sources such as people or worker surveys suggestions and focus groups to guide the formulation of human resource policies. Principle 8 Mutually Beneficial Supplier Relationships an organization and its suppliers are interdependent, and a mutually beneficial relationship enhances the ability of both to create value Identifying and selecting key supplier. Establishing supplier relationships that balance short-team gains with long-term considerations for the organization and society at large. Creating clear and open communications. Initiating joint a clear understanding of customers needs Sharing information and future plans, and Recognizing supplier improvements and achievement Benefits achieved through these mutually beneficial supplier relationships principle are: For policy and strategy formulation, the department creating competitive advantage through the development of strategic alliances or partnerships with suppliers. For objective and target setting, the department establishing more challenging objectives and targets through early involvement and participation of supplier. For operational management, the department creating and managing supplier relationships to ensure, on-time, defect-free delivery of supplier; and For human resources management, the department developing and enhancing supplier capabilities through supplier training and joint improvement efforts. Customer Satisfaction The Customer Satisfaction Feedback survey showed that the department s delivery services has fulfi lled the quality objectives once again. With this indicator, it is proven that establishment of good infrastructure in customer counter services infl uence the workers to do their job effi ciently and make our customer satisfi ed. To ensure sustainability of this achievement, monitoring activities must be done by the responsible offi cer in charge. And the fi ve criteria of evaluation must be taken into consideration. Review processes also must be implemented to defi ne if there s any improvement requirement needed from time to time. Chart 10.1, shows the Chart 10.1: Customers satisfaction survey chart results of the customers satisfaction survey based on fi ve categories, namely (a) Services, (b) Forestry Department Staff, (c) Offi ces, (d) Communication & Public Relationships, and (e) Customer Services. 5 S Management Systems The 5 S management system is based on fi ve Japanese words beginning with S, namely (i) Seiri (Sort), (ii) Seiton (Store), (iii) Seiso (Shine), (iv) Seiketsu (Standardize), and (v) Shitsuke (Sustain). This 5S philosophy focuses on effective work place organisation and standardised work procedures. It s part of the Toyota Production System and of Kaizen a Japanese management philosophy of continuous improvement. Note: Satisfaction Points achieved based on the Quality Objective of Customer Satisfaction was (i) Excellent 4.5 to 5.0, (ii) Medium 3.1 to 4.4 and (iii) Minimum 2.5 to 3.0. 5S Main Components 52 Annual Report 2008
The objective of the 5S system is to create and maintain order and tidiness on the working fl oor and is based on 5 steps. To organize the working place in a neat and effi cient manner, the system makes use of visual support such as signs, marks, icons, and pictures. One of the major advantages is that the system is very understandable to employees in terms of what is expected from them and how to implement the required issues. The QMD conducted an internal workshops on the 5S Management system on 13 th - 14 th May 2008, together with the Human Resource Development Division as one of the annual programs that has been planned by the quality division with the three main objectives namely (i) sharing knowledge and information about the 5S management system, (ii) the benefi t of using the 5S system, and (iii) to encourage the SFD staff to practice this 5S system in their workplace. These twoday-course conducted at the Auditorium was facilitated by an offi cer from the Malaysian Productivity Corporation (MPC). The MPC also arranged a fi eld visit to Serve Verse Power Sdn. Bhd. (Libaran Power Station), one of the companies in the Sandakan region which has been certifi ed through the 5S Certifi cation, to visualise how the 5S system s applied and the management in their workplaces. Based on the Serve Verse lead engineer, Mr. Roslan Ismail, this 5S concept gives a lot benefi ts to their company especially in arrangement of equipment and tools, machinery, waste stock, oil stock, safety procedure and systems, working environment, and of course manpower. With this tour experience it is hoped that department staff will have greater motivation to apply the 5S system in their workplaces. The 5S System Course Memento presented by Mr. Roslan Lalete (right) to MPC Officer Mr. Rusdi Muda (Ieft) SFD officer and staff who participated in the 5S workshop SFD staff briefed by the safety officer regarding the safety procedure before entering the power station tower Inside the power station tower, everyone must follow the walking track painted in green and yellow Briefing by the control system engineer at the main power control room SFD staff with the Serve Verse technician engineer 53
Y.Bhg. Datuk Sam Mannan, SFD Director with the KPI workshop participants Key Performance Indicator Internal Workshop The internal workshop for the Key Performance Indicator (KPI) was conducted by QMD on 4 th - 6 th November 2008, together with Human Resource Development division with the objectives to: (i) to introduce the KPI concept and (ii) how to create the performance indicator in our own fi eld of work. KPI are quantifi able measurements, agreed to beforehand, that refl ect the critical success factors of an organization. It will differ depending on the organization. Whatever KPIs are selected, they must refl ect the organization objective, it must be keys to its success, and it must be quantifi able (measureable). KPIs usually are long-term considerations. The defi nition of what it was and how it was measured do not change often. The objective for particular KPIs may changes as the organization s objective changes, or as it gets closer to achieving the objective. These three-day workshop facilitated by INSAN and organized at the Dewan Jati, SFD HQ, was attended by 30 participants from every division including Sandakan Forestry District and FRC. SFD plans to establish the internal guidelines on the KPI for least one or two activities based on the organization s functions. The arrangement towards this issue will be managed by QMD. Safety & Health Management Programs The Forestry Department occupational safety and health fi veyear plan or FOSH 5, basically was established based on four phases of implementation which were identifi ed by the OSH Committee in the fi rst meeting in September 2008. The four phases of implementation have been enhanced into fi ve categories with the different fi elds of work which become the major component of FOSH 5. The fi ve categories of major components in the OSH implementation are (i) Field Operation (including enforcement & investigation), (ii) Research & Development Activities (FRC), (iii) Sabah Forest Institute, (iv) Forest Parks, and (v) Building & Workshops Infrastructures. QMD underlines fi ve specifi c objectives in the fi ve-year OSH plan. The objectives will be evaluated based on the performance from each component and the key indicator will be listed. The specifi c objectives of FOSH 5 are as follow;- i. To establish standard OSH procedures for the high risk workers in forestry. ii. To achieve the standard recognition of OSH through the MS 1722 or OSHSAS18001 certifi cation. iii. To establish the personnel protection equipment & infrastructures based on the departmental OSH requirements. iv. Training and awareness program on the importance of practicing safety and health culture. v. Establishing the departmental OSH unit. QMD also emphasizes the action plans for FOSH 5 by implementing these fi ve major components summarised in Table 10.2. The action plans will be implemented phase by phase and the effi ciency of the performance will depend on the budget estimate. An early launching program of FOSH 5 will be arranged next year as the starting point and it will start with the Reduced Impact Logging (RIL) courses which will be conducted by the FME Manager together with the Forest Resource Management Division. 54 Annual Report 2008
Table 10.2: FOSH 5 Action Plans Phases i ii iii iv v Main Components Establish Safety Operation Procedure (SOP) for field operation Appointed the SOP TWG Data Collection Meeting & Field Visit Consultancy Data analysis Series of SOP Field Workshops base on Core Process (1-4) SOP Publication SOP Training Program SOP Implementation & Monitoring Establish the standard documentation of OSH certification based on the safety standard requirement MS 1722 or OHASAS 18001 Appointed the OSHC TWG Data Collection Meeting & Field Visit Consultancy Data Analysis Series of OSHC Workshop based to Core process (1-3) Adequacy Audit OSHC training & awareness activities Test-Run Compliance Audit OSHC implantation & monitoring activities Establish the Personnel Protection Equipment (PPE) PPE for the field operation (land, sea-stream, air) PPE for the workshops operations PPE for research activities PPE for training programs OSH Training & Workshops Based On Forestry Field Work Occupational Safety program Occupational Health program Ergonomics program Industrial Hygenie program OSH Tour program Establishing the SFD OSH Unit Establish the basic infrastructure (such ICT tools, vehicle, manpower) Arranging and implementing the department OSH monitoring & evaluation program Do not be embarrassed by your mistakes. Nothing can teach us better than our understanding of them. This is one of the best ways of self-education. Thomas Carlyle 55