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Internal Product Quality Audit Program
Portuguese Industrial Property Office
Portugal

The Problem

INPI had already been certified as having a Quality Management System compliant with the ISO 9001:2008 International Standard. However, the organization wished to implement internal operational quality audits that would provide detailed analysis of administrative procedures and decision-making processes. No such mechanisms existed, with statistics and reports being limited to purely quantitative inputs and outputs, with no qualitative examination routines established to foster continuous improvement initiatives or total quality management programs aimed at increasing INPI core business effectiveness.

The implementation of internal product quality audits was seen as the second phase of INPI efforts to enhance operational capacities. The first phase had successfully focused on increasing INPI core business efficiency by substantially upgrading the IT infrastructure and developing a proprietary IT workflow and document management system (SGPI – Industrial Property Management System) that greatly contributed to increasing workload outputs and reducing decision timeframes.

After guaranteeing these quantitative improvements,
the organization decided to develop tools that would
advance the quality of their products, in order to better
serve their clients and the public at large.

Solution and Key Benefits

 What is the initiative about? (the solution)
The Internal Product Quality Audit Programs have been very successful in developing and increasing the quality of operational administrative procedures and decision-making processes concerning the granting, maintenance and protection of Industrial Property Rights.

The program relies on Patent, Trademark and Design Examiners, as well as Administrative Staff, to conduct the audits, duly coordinated by a Head Auditor and supervised by the Director in charge of INPI core business operations (DMP - Director of Trademarks and Patents). This active participation by the organizational members who routinely carry out the processes and procedures being examined provides a fluid analytical environment that translated into the successful implementation of continuous improvement measures.

System flaws and complex technical and legal decisions are earnestly discussed, with multiple solutions being proposed in brainstorming sessions included in the audit process. The findings and proposals are then organized in reports and used by managers and working groups to promote and develop new operational quality
standards.

Actors and Stakeholders

 Who proposed the solution, who implemented it and who were the stakeholders?
Stakeholders:

 Directive Council (Board)
 DMP – Director of Trademarks and Patents
 Head of Trademarks and Design Department
 Head of Patent Department
 Head of Legal Appeals and Opposition Department
 Head Auditor
 Audit Teams – Comprising all Directorate of Trademarks and Patents Examiners and Administrative Staff members
 INPI Statistics Unit

(a) Strategies

 Describe how and when the initiative was implemented by answering these questions
 a.      What were the strategies used to implement the initiative? In no more than 500 words, provide a summary of the main objectives and strategies of the initiative, how they were established and by whom.
The need for an Internal Product Quality Audit Program was openly discussed by managers as a logical strategic extension of INPI’s certification as an ISO 9001:2008 Quality Management System compliant organization. Work groups were established with the objective of proposing methodologies and developing implementation schemes.

The work groups researched different audit methods and standards in order to create programs tailored to INPI’s internal operational reality. Formal proposals were then elaborated and test audits were performed with the objective of work out program bugs.

The Audit teams are supervised by the DMP and coordinated by a Head Auditor that does not actively participate in routine INPI operations. The teams are comprised by Examiners and Administrative Staff that analysis IP Rights files in which they have not participated.

A random sample of files is prepared by INPI´s Statistics Unit and audits conducted on a monthly basis.

The audit program is itself subject to analysis and improvements to the process are routinely included in the final monthly reports. At the end of each trimester
the most valid improvement proposals are discussed
and many implemented.

(b) Implementation

 b.      What were the key development and implementation steps and the chronology? No more than 500 words
1. INPI certified as having an ISO 9001:2008 Quality Management System.
2. Managers identify lack of Internal Product Quality Audit Program.
3. Work groups established to propose methodologies and develop implementation schemes.
4. Formal proposals elaborated and approved by the Directive Council.
5. Various test audits preformed to perfect processes.
6. Final proposals submitted and approved by the Board.
7. Formal audits begin
8. Audit Programs routinely analysed and improved every trimester.

(c) Overcoming Obstacles

 c.      What were the main obstacles encountered? How were they overcome? No more than 500 words
A lack of prior experience initially presented challenges to the work groups, Head Auditor and Audit Teams. Initial audits were subject to continuous tweaking and suffered from the inconsistent application of methodologies.

These problems were overcome with the experience acquired by the Head Auditor and Audit Teams during the program’s first year. Continuous improvements to audit procedures have also contributed to a more fluid, reliable and dynamic system.

(d) Use of Resources

 d.      What resources were used for the initiative and what were its key benefits? In no more than 500 words, specify what were the financial, technical and human resources’ costs associated with this initiative. Describe how resources were mobilized
The initiative relied upon internal human resources, with no extra financial costs involved. This initiative was part of the operational goals agreed annually between INPI and the Portuguese Government.

Sustainability and Transferability

  Is the initiative sustainable and transferable?
INPI´s Internal Product Quality Audit Program is very sustainable due to the fact that it was developed entirely in-house, using existing human and technical resources that required no additional financial expenditures.

INPI believes that many organizations can follow this cost-effective method to improve both product quality and human resource capacities.

Lessons Learned

 What are the impact of your initiative and the lessons learned?
Over time the quality of INPI products and operational procedures have and will continue to increase and benefit from the positive analytical and self-critical environment created by the Internal Product Quality Audit Program.

The utilization of internal resources to create added value is both cost-effective and enriching to the development of an organization’s human and technical capacities.

Contact Information

Institution Name:   Portuguese Industrial Property Office
Institution Type:   Public Agency  
Contact Person:   José Maurício
Title:   Director of Trademarks and Patents  
Telephone/ Fax:   00 351 218818100
Institution's / Project's Website:   00 351 218883720
E-mail:   jmmauricio@inpi.pt  
Address:   Campo das Cebolas
Postal Code:   1149-035
City:   Lisbon
State/Province:  
Country:   Portugal

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