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Implementation of a quality management system; ISO 9000 ( 2001)
Mauritius Institute of Training and Development, Ex Industrial and Vocational Training Board
Mauritius

The Problem

The Industrial and Vocational Training Board (IVTB) was set up in 1988 as a bipartite parastatal body, associating both public and private sectors. Its aim is to promote vocational education and training with the purpose of supplying a properly trained workforce for the industrial, services and domestic sectors. It operates in Mauritius under the aegis of the Ministry of Education, Culture and Human Resource. It has 18 training centres located across the island and they provide vocational training leading to the National Trade Certification (Foundation and levels 3 and 2), Diploma and Higher National Diploma levels. In 2009, IVTB has embarked in providing top up degree programmes in selected areas targeting the Hotel and Information Technology sectors. The IVTB is at present in a period of transition with a soon name changing to Mauritius Institute of Training and Development (MITD) and an additional training centre and additional responsibility of becoming an awarding body attached to it.
Since its inception and down the years, the activities within the IVTB have grown considerably in as much that more and more responsibilities had to be devolved to the different levels of operations, particularly in training centres and divisions. With this devolution, a situation resulted whereby procedures and practices adopted at the different levels of operation diverged and were neither consistent nor systematic.

Solution and Key Benefits

 What is the initiative about? (the solution)
Numerous benefits resulted from the initiative. While the main objective to implement standard operating practices was achieved, the responsibilities of each and everyone were defined and understood. A systemic process approach was established and there was no divergence of ways of doing things.
The key benefits resulting can be classified as follows:
1. An overriding good practice was worked out and established.
2. The key result areas were identified and standard operating practices elaborated and implemented.
3. The process led to a team understanding and commitment to the process.
4. Control procedures were established.
5. Cost was being monitored through observance of the procedures.
6. Alignment with organizations having such good practice culture.
7. Became the pioneer, role model and benchmark for organisations operating in the training environment.
8. National, regional and international recognition was acquired.
9. The process of development of the organisation saw an upward curve.
10. The initiative enabled procedures manuals to be developed and followed.

Actors and Stakeholders

 Who proposed the solution, who implemented it and who were the stakeholders?
The solution was proposed by the Senior management following observation that there was no consistency in ways of doing things. There was an overriding desire to standardise the process. Implementation was across the organisation and they were championed by a resource person specially identified and recruited for that purpsoe. The stakeholders comprised the IVT Council members, internal and external customers.

(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.
Prior to the initiative being implemented, the situation was such that there was no standard way of doing things. While the business environment and the expectations were understood by one and all, not everyone was following the same common practice. In face of this situation, IVTB senior management looked upon a consultant to steer the initiative. The choice fell on an experienced resource person namely Mr Ted Miller. The latter upon taking the assignment took the necessary time to understand the process and elaborate the procedures that would enable the organisation to adopt a common way of doing things. Training programmes were elaborated and responsible officers were exposed with the change happening. Internal auditors were trained to ensure that the implementation of the initiative yielded the desired benefits in the short and long run. Pilots were undertaken and there was continuous updating of the procedures so that they captured and reflected the exact business situation.

(b) Implementation

 b.      What were the key development and implementation steps and the chronology? No more than 500 words
By adopting the initiative, the organisation was working towards establishing itself as a pioneer and role model in the training field. Indeed, the team approach and strong leadership of the senior management had a say in the initiative being implemented successfully.
With the implementation of the initiative, each stage yielded its share of development. They are highlighted below:

1 Assessment of situation A cut across feeling and need was established for a common standardised practice and procedure to be elaborated and implemented.
2 Senior Management commitment and drive Senior management gave their formal commitment to the initiative and steered the different forum to ensure that the process is well planned and implemented.
3 Buy in of staff Staff saw the necessity to embark on the process and showed commitment.
4 Appointment of an external consultant The aim of having an external consultant was to ensure that he provides the necessary drive required by the process.
5 Training and retraining The training elaborated the key parameters of the initiative and also established the roles and responsibilities of one and all
6 Teams developed The teams were elaborated to steer at higher level of responsibility and to document the new process, and develop required records, forms, and work instructions at other levels. They also trained staff members on how the new process works.
7 Writing of procedures The procedures enabled to have a systemic view of the operations of the business and established the key result areas.
8 Validating of procedures Validation enabled the procedures to be streamlined.
9 Internal Audit The internal audit meant to look at the areas that needed to be refocused.
10 Management review meetings Management review meeting was to inform the non conformities observed and whose responsibility it is to address the situation.
11 Registration The registration enabled to adopt the ISO as a practice and elaborate the necessary compliance.

(c) Overcoming Obstacles

 c.      What were the main obstacles encountered? How were they overcome? No more than 500 words
Like any change situation, some obstacles did arise. They were however resolved so that the initiative could yield the required results.
Obstacles encountered
1 Confusion from staff as regards the process The staff saw the process as confusing and could not gauge the exact necessity of the process. The obstacle was overcome by communicating the plan and providing adequate training particularly elaborating on the strengths of the initiative and how will it make their job easier.
As the implementation progressed, staff were encouraged to take ownership of processes, and to take pride in their accomplishments. Achievements were celebrated.
2 Resistance to change from some staff This was overcome through communication channels being established and the benefits of the process elaborated.
3 Lower level staff did not understand the process. The process was explained to the staff in simple terms and it was ensured that they understood at the end of the session.
4 Remuneration of internal auditors Internal auditors asked to be remunerated for the audit exercise. An incentive plan was elaborated towards motivating the staffs who are internal auditors to participate.
5 Apprehension of Internal auditors who are lower in hierarchy to audit someone higher in the hierarchy The process was well explained to all staff whether lower or higher in hierarchy and each one was called to participate as per their specific roles.
6 Procedures cumbersome and lengthy The procedures were reworked and simplified during the implementation phase.
7 Staff unable to write procedures in format required The staff were shown how to write the procedures through formal training sessions.
8 Fear that higher level staff would shun the outcome of the internal audit Staff were communicated that the process required participation from one and all and absence of commitment might lead to failure of the entire exercise.

(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 required the involvement and solicitation of the following resources:
1. Human resource.
Since the initiative was to take effect across the organisation, the mobilisation of all staff was necessary. Senior Management steered the process and a consultant was hired to champion the process. Internal auditors were identified and trained. Senior management had to commit their time in the buying in and communicating the process stages. Business had to be reported in cases when mass training was undertaken and the customers were informed of changes that resulted from the process implementation.
2. Finance
The finance aspect of the process implied mainly quantifying and catering for the cost of the different resources that is those involved in establishing, enabling and implementing the process. There were other recurrent costs such as cost of the paper work and other stationeries involved and also the registration to the Mauritius Standards Bureau. The recurrent had to be budgeted in subsequent financial provisions.
3. Technical
The Technical aspect implied logistics and support. Here the Information technology had a primary role in enabling the implementation of the process.

Sustainability and Transferability

  Is the initiative sustainable and transferable?
The initiative has indeed proved to be sustainable and transferable. Since the activities of the organization comprised the training centres which are scattered around the island, reinforcement mechanisms had to be established. They are outlined below:

Reinforcement mechanisms
1. Surveillance assessments.
2. Management reviews.
3. Internal audits.
4. Measurement and analysis.

Lessons Learned

 What are the impact of your initiative and the lessons learned?
There have been numerous impact and they are:
1. The process has given customers confidence. IVTB was easily sold as a brand and household name posing as a firm that can meet its quality commitments. Customers don’t have to audit us themselves. Nor do they have to take our word for it. They have the judgment of a qualified, objective third-party registrar; the Mauritius Standards Bureau.
2. Provides access to markets. Most companies registering to ISO 9000 today are doing so because key customers are demanding quality products registered to ISO standards.
ISO 9000 registration has improved customer confidence, provided access to markets, improved competitive standing, and reduced supplier quality assurance program costs.
3.Reduces operating costs. The ISO compliance has reduced operating costs by more than 10 percent on average.
4.Provides competitive advantage. ISO 9000 registration is a powerful marketing tool for its holder. Registered firms proudly display their certificate and logo, and their names appear in registries of approved firms. Quality is already a strong differentiator in parity markets. ISO 9000 registration is objective, confirmed evidence of an active, thriving quality system. All these have proved to be true at the IVTB.
5. Increased confidence among staff.
IVTB staffs have accepted the change so well that it has become part of their daily work. It has enabled to create consistence at all levels.
6. Tool for senior management to identify areas of improvement
The ISO registration of IVTB has enabled management and staff to have a consistent holistic understanding of the activities of the organization. This has enabled the staff to set their targets and senior management to evaluate achievement of these targets.

The main lesson learned is that ISO implementation has enabled IVTB to do its business otherwise. It has enabled to make the organization get closer to its customers and provide consistent service at all points of operation. Hence it has understood that quality particularly as regards ISO can but be beneficial to organizations.

Contact Information

Institution Name:   Mauritius Institute of Training and Development, Ex Industrial and Vocational Training Board
Institution Type:   Other  
Contact Person:   DUBOIS ROLAND
Title:   DIRECTOR  
Telephone/ Fax:   00230 6018000
Institution's / Project's Website:   002306984200
E-mail:   rdubois@ivtb.mu  
Address:   IVTB House, Pont Fer, Phoenix
Postal Code:   None
City:   Phoenix
State/Province:   not applicable
Country:   Mauritius

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