Presentation on theme: "How Does A Dandelion Seed From the Oversea Root in and Thrive: The Successful Implementation of TQM in Hainan University Library Zhan Changzhi, Zhang Hongxia."— Presentation transcript:
How Does A Dandelion Seed From the Oversea Root in and Thrive: The Successful Implementation of TQM in Hainan University Library Zhan Changzhi, Zhang Hongxia Hainan University Library P.R. China
Thanks Thanks the experts of the Professional Committee of SILF 2006 to give us this cherished chance Thanks Mr. Steve O’Connor, Chief Executive Officer of CAVAL Collaborative Solutions, Australia Thanks Ms. Eileen Breen ， Emerald Group Publishing Limited(UK)
TQM in the libraries in the west countries In the 1990s TQM was adopted gradually by the libraries in the western countries and become pervasive. The first international conference on TQM and Academic Libraries was held on April 20- 22, 1994 in Washington, DC with the title of “total quality management in academic libraries: initial implementation efforts”
TQM in the libraries in China In China, the research on TQM in the library started in the very late 1990s, but now few libraries implement the TQM and make the quality management strictly conform to the requirements of ISO 9000 A few libraries have passed the authentication of ISO9000, such as: Shanghai Library, China’s Macao University, the libraries of Dalian University of Marine Affairs, Qingdao University of Marine Affairs, Shanghai University of Marine Affairs together with their institutes
TQM and ISO9000 in the Library of Hainan University implemented the TQM in July, 2004 and passed the authentication of ISO 9000: 2000 on July 19, 2005. The management innovation in Hainan University Library gradually became a real eye catcher. A national workshop on quality management and performance management in the library was held in April, 2006, co-sponsored by Hainan University Library and Academic Library Society, China Society for Library Science.
Before the implementation of TQM in the library TQM and ISO9000 sounded like a dandelion seed from the oversea wanted to root in the unsuitable soil. the library staffs were so suspect: what is TQM? Is it possible or necessary to get the certification of ISO 9000 in our library? the users were suspect: the library would actually attach importance to their opinions?
The background of implementing the TQM an obsolete model of inertial thinking and customary behaving not caring about the cost and efficiency lacking of the mechanism of evaluation and motivation Serious situation of that the financial shortage uneven levels of the staff competence non-systematical development of resources limited scopes of service provision outdated management patterns resulted in ： not only the dissatisfaction and many complaints from the users, but also not effective suitability for the overall level of the University’s development.
Why do we need the TQM and ISO9000? The top management keenly had awareness of this serious situation it was time that the library needed to change in order to innovate the traditional management pattern improve the overall service quality to meet the requirements of the uses
How to face all those challenges implement the TQM in the entire library integrate into the authentication of ISO 9000 to improve the overall service quality
Experience the implementation of TQM and the authentication of ISO9000 Start a journey of exploring of TQM and ISO9000 Change the concept from collection-centered to people- centered Build quality into the standardized process and remove the barriers that divide departments Provide the trainings for all staff and involve all staff participating Establish the quality management system User focus and user involvement Change Managing by data-driven
Start a journey of exploring of TQM and ISO9000 to explore the feasibility for what we want to do have collected many literatures for study Many staffs are participating in the research with great passion have also collected and translated the standards ISO 11620 and ISO 2789
Change the concept from collection-centered to people-centered Traditional thinking Nowadays, change to Centered on people acquisitioncataloguing circulationreference etc,. Centered on the library collection People are the staffs (For an organization) People are the users (for the purpose of the organization)
Build quality into the standardized process and remove the barriers that divide departments establish the quality policy formulate the quality objectives: including overall and concrete objectives compile the quality management system (QMS) documentation integrate the national and local professional regulations into the quality requirements effective communications between departments are required
Provide the trainings for all staff and involve all staff participating From Jul. 2004 to May 2005, intensively have conducted some ten times trainings, such as: TQM orientation ISO9000:2000 standard TQM awareness overall quality policy and objectives QMS documentation compiling internal auditor training manner training computer operation skills automation system operation skills usage of the library traditional and digital resources professional skills etc.,
Establish the quality management system set up a special office of quality management build a teamwork to executive the quality control, analysis and assessment: some ten internal quality auditors employ Plan-Do-Check-Act cycle to exercise self-assessment: each month, the head of each department makes a self- check; each year conduct the internal audit twice; the outside third party review one time each year
User focus and user involvement All we do for what? --The user satisfaction To what extent, we actually know the current and potential need of the user? To what extent, does the library meet the need? How do we communicate with the user?
User focus and user involvement three major channels The first channel: conduct the user survey periodically The second channel: often invite the users to participate in the workshops, seminars to communicate face to face The third channel: provide a daily channel to collect, analyze and feedback the user opinions and suggests through setting up a user opinion book physically in the library lobby and online virtual user opinion bulletin
Focus on user opinions In order to find the root cause of the low degree of the user satisfacation From Sep. 2004 to May, 2005, we have had 33 volumes of the user opinion books with a total of 1056 opinions From Sep. 2005, we started to initiate the online user opinion bulletin and now have had 581 feedbacks
How dose the user opinion affect the decision- making and the quality improvement Statistics during the different period From Nov. 29, 2004 to Jan. 21, 2005, with a period of 54 days, we had a total of 354 responses From Dec. 29, 2005 to Apr. 9, 2006, with a period of 104 days, we had only a total of 50 responses Because various measures have been taken to resolve issues
Change Managing by data-driven Is it necessary to provide the course for the faculty? conduct a survey to investigate the usage of the library’s electronic resource among the faculty The rate of the usage of electronic resources is 34.5%, the percentage of the faculty who don’t know how to use or don’t well know the electronic resources is very high, reaches 29% Now we have had the regular courses for the faculty provide the courseware posting on the library website, but also went to every college and department to lecture one by one. At the same time we publicize the new and changed information of the resources both on the university website and the library website.
Conclusion have done the utmost to widen the scope and depth of the library services, constantly pursue the excellence of quality Now, the top management is carefully planning to introduce the concept of “zero defects”, push the TQM—this dandelion seed not only rooted in deeply, but also thrive forever by establishing a long term mechanism, in spite of personnel change opening its eyes from tunnel vision to a broad world, a silent, ordinary library really made some difference the library is a member of IFLA in 2005 the director of the library has been elected as a standing committee member of IFLA Academic and Research Libraries Section the international exchange and cooperation is becoming increasingly active