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(4) Management work should take on a preventive approach which is better than remedial actions afterwards. This will cut down on instances of asking staff to act as fire-fighters.
(5) Improvements to the qualities of municipal services should be backed up by effective and detailed planning.
(6) The Department should think more about each type of service and study the effectiveness of services.
(7) The concept of quantity and quality should be intensified. In the past, the communication channel used to be for superiors to hand down instructions. The convention should change now. Superiors and subordinates can study and plan matters together so that everyone can join in making progress.
(8) Set service targets and assessment standards for the targets so that work will be measurable and nothing will stay empty talk.
(9) The Department should create an internal culture of continual improvement.
(10) The Department should reward and encourage innovation. For work done exceptionally well, we as Council Members should also give encouragement to boost staff morale.
It would be good if we can achieve TQM, which is neither easy nor to be achieved overnight. I suggest that the Department commissions a consultancy to study the idea and find out areas that need improvement. A time schedule should be devised to take things by stage. We can pick out a section as a test point. We need not move forward in full scale until we have won their confidence and they are free from worries.
TQM concerns elements of management such as ISO 9000 and performance pledges. The crux of this concept is total commitment and the concerted efforts of everyone in the organization. The step by step way to proceed is to commission a consultancy to set the pace. We need at least two or three years before any achievement is apparent. If this Council is far sighted enough, we should make TQM our mid-term or long term development direction and as a way to supplement the implementation of our Five Year Plans. If we can do this, we will do well in future.
We should nurture a new Urban Council culture to meet the challenges of the next millenium. Mr. Chairman, with these remarks, I move the motion standing in my name.
MR. SAN STEPHEN WONG HON-CHING (in Cantonese):-Mr. Chairman, I second the motion.
Ms. Carlye Tsui Wai-ling (in Cantonese): -Mr. Chairman, in the Annual Convention Debates of this Council in 1993 and 1995, I proposed the introduction of quality programmes in work of the Urban Services Department for this Council.
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HONG KONG PROVISIONAL URBAN COUNCIL
(4) Management work should take on a preventive approach which is better than remedial actions afterwards. This will cut down on instances of asking staff to act as fire-fighters.
(5) Improvements to the qualities of municipal services should be backed
up by effective and detailed planning.
(6) The Department should think more about each type of service and
study the effectiveness of services.
(7) The concept of quantity and quality should be intensified. In the past, the communication channel used to be for superiors to hand down instructions. The convention should change now. Superiors and subordinates can study and plan matters together so that everyone can join in making progress.
(8) Set service targets and assessment standards for the targets so that work
will be measurable and nothing will stay empty talk.
(9) The Department should create an internal culture of continual
improvement.
(10) The Department should reward and encourage innovation. For work done exceptionally well, we as Council Members should also give encouragement to boost staff morale.
It would be good if we can achieve TQM, which is neither easy nor to be achieved overnight. I suggest that the Department commissions a consultancy to study the idea and find out areas that need improvement. A time schedule should be devised to take things by stage. We can pick out a section as a test point. We need not move forward in full scale until we have won their confidence and they are free from worries.
TQM concerns elements of management such as ISO 9000 and performance pledges. The crux of this concept is total commitment and the concerted efforts of everyone in the organization. The step by step way to proceed is to commission a consultancy to set the pace. We need at least two or three years before any achievement is apparent. If this Council is far sighted enough, we should make TQM our mid-term or long term development direction and as a way to supplement the implementation of our Five Year Plans. If we can do this, we will do well in future.
We should nurture a new Urban Council culture to meet the challenges of the next millenium. Mr. Chairman, with these remarks, I move the motion standing in my name.
MR. SAN STEPHEN WONG HON-CHING (in Cantonese):-Mr. Chairman, I second the motion.
Ms. Carlye Tsui Wai-ling (in Cantonese): -Mr. Chairman, in the Annual Convention Debates of this Council in 1993 and 1995, I proposed the introduction of quality programmes in work of the Urban Services Department for this Council.
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