1997 — Page 213

Urban Council Proceedings 市政局議事錄 All AI Reviewed

Page 213 of 654

214

# HONG KONG PROVISIONAL URBAN COUNCIL

customer satisfaction year after year, reduction of cycle time for processing orders, cutting down on mistakes, cutting cost, increasing staff satisfaction and others. Large enterprises in Hong Kong that adopt the TQM culture include banks, finance corporations, information technology businesses, consumer product manufacturers, the service industry and major public transport companies. We have here the Hong Kong Benchmarking Clearing House to facilitate the adoption of TQM. We have the Baldridge Award of U.S.A., Deming Award of Japan and others of Europe to commend achievements. Recently in Hong Kong, the Hong Kong Management Association has started to present Quality Awards too.

The Urban Services Department is the executive arm of the Provisional Urban Council with a 16,000 strong establishment to provide services to over 3 million people in the urban area. In scope, service and complexity, the Department can be compared to any large organization. The Department is responsible and accountable to rates payers and all citizens. The public has the right to enjoy improved qualities of life. It is the obligation of the Department to continue to improve customer satisfaction, to make best use of public funds, to increase productivity and to enhance staff satisfaction. TQM is being implemented in the public sector elsewhere. This is to improve services to the public, not to stand up for competition. This is to meet the increasing demands of the public and to meet the challenge to excel oneself.

Today's needs cannot be met through yesterday's ways and methods. Likewise, we should equip ourselves in order to cope with the needs and challenges of society in future. This Council is the provider of varied and complex services. One can say that there are thousands of work processes in operation for this Council, including the issue of licenses for the food premises, the promotion of cultural programmes, selling tickets, managing parks, markets, museums and libraries. We need to establish work processes in these regards to prepare for future needs. We need to establish an infrastructure for those in the frontline and those in support and training. We should focus on quality at each process and dedicate ourselves to improvements and TQM.

A performance management system is required for the implementation of TQM. Teams should be formed to implement work processes. Teams should be empowered to make decisions for performance improvement and elements of work standards such as the ISO 9000 series should be introduced. The standards are targeted at improved efficiency, cost reduction and guaranteed service.

Each job should be done correctly on the outset. To do this, the mastering of knowledge is important. The purpose of any TQM programme is to increase cost effectiveness, step up performance and address matters correctly. To do so, wisdom is required. A TQM programme incorporating ISO standards dictates the use of appropriate methods the first time. Usually, it takes 2 to 3 years before any result of TQM can be seen. For a TQM culture to take root, some 5 to 7 years would be required.

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Page 213 of 654 54 Page 213 of 654 214 # HONG KONG PROVISIONAL URBAN COUNCIL customer satisfaction year after year, reduction of cycle time for processing orders, cutting down on mistakes, cutting cost, increasing staff satisfaction and others. Large enterprises in Hong Kong that adopt the TQM culture include banks, finance corporations, information technology businesses, consumer product manufacturers, the service industry and major public transport companies. We have here the Hong Kong Benchmarking Clearing House to facilitate the adoption of TQM. We have the Baldridge Award of U.S.A., Deming Award of Japan and others of Europe to commend achievements. Recently in Hong Kong, the Hong Kong Management Association has started to present Quality Awards too. The Urban Services Department is the executive arm of the Provisional Urban Council with a 16,000 strong establishment to provide services to over 3 million people in the urban area. In scope, service and complexity, the Department can be compared to any large organization. The Department is responsible and accountable to rates payers and all citizens. The public has the right to enjoy improved qualities of life. It is the obligation of the Department to continue to improve customer satisfaction, to make best use of public funds, to increase productivity and to enhance staff satisfaction. TQM is being implemented in the public sector elsewhere. This is to improve services to the public, not to stand up for competition. This is to meet the increasing demands of the public and to meet the challenge to excel oneself. Today's needs cannot be met through yesterday's ways and methods. Likewise, we should equip ourselves in order to cope with the needs and challenges of society in future. This Council is the provider of varied and complex services. One can say that there are thousands of work processes in operation for this Council, including the issue of licenses for the food premises, the promotion of cultural programmes, selling tickets, managing parks, markets, museums and libraries. We need to establish work processes in these regards to prepare for future needs. We need to establish an infrastructure for those in the frontline and those in support and training. We should focus on quality at each process and dedicate ourselves to improvements and TQM. A performance management system is required for the implementation of TQM. Teams should be formed to implement work processes. Teams should be empowered to make decisions for performance improvement and elements of work standards such as the ISO 9000 series should be introduced. The standards are targeted at improved efficiency, cost reduction and guaranteed service. Each job should be done correctly on the outset. To do this, the mastering of knowledge is important. The purpose of any TQM programme is to increase cost effectiveness, step up performance and address matters correctly. To do so, wisdom is required. A TQM programme incorporating ISO standards dictates the use of appropriate methods the first time. Usually, it takes 2 to 3 years before any result of TQM can be seen. For a TQM culture to take root, some 5 to 7 years would be required.

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Page 213 of 654 54 Page 213 of 654 214 HONG KONG PROVISIONAL URBAN COUNCIL customer satisfaction year after year, reduction of cycle time for processing orders, cutting down on mistakes, cutting cost, increasing staff satisfaction and others. Large enterprises in Hong Kong that adopt the TQM culture include banks, finance corporations, information technology businesses, consumer product manufacturers, the service industry and major public transport companies. We have here the Hong Kong Benchmarking Clearing House to facilitate the adoption of TQM. We have the Baldridge Award of U.S.A., Deming Award of Japan and others of Europe to commend achievements. Recently in Hong Kong, the Hong Kong Management Association has started to present Quality Awards too. The Urban Services Department is the executive arm of the Provisional Urban Council with a 16 000 strong establishment to provide services to over 3 million people in the urban area. In scope, service and complexity, the Department can be compared to any large organization. The Department is responsible and accountable to rates payers and all citizens. The public has the right to enjoy improved qualities of life. It is the obligation of the Department to continue to improve customer satisfaction, to make best use of public funds, to increase productivity and to enhance staff satisfaction. TQM is being implemented in the public sector elsewhere. This is to improve services to the public, not to stand up for competition. This is to meet the increasing demands of the public and to meet the challenge to excel oneself. Today's needs cannot be met through yesterday's ways and methods. Likewise, we should equip ourselves in order to cope with the needs and challenges of society in future. This Council is the provider of varied and complex services. One can say that there are thousands of work processes in operation for this Council, including the issue of licenses for the food premises, the promotion of cultural programmes, selling tickets, managing parks, markets, museums and libraries. We need to establish work processes in these regards to prepare for future needs. We need to establish an infra structure for those in the frontline and those in support and training. We should focus on quality at each process and dedicate ourselves to improvements and TQM. A performance management system is required for the implementation of TQM. Teams should be formed to implement work processes. Teams should be empowered to make decisions for performance improvement and elements of work standards such as the ISO 9000 series should be introduced. The standards are targetted at improved efficiency, cost reduction and guaranteed service. Each job should be done correctly on the outset. To do this, the mastering of knowledge is important. The purpose of any TQM programme is to increase cost effectiveness, step up performance and address matters correctly. To do so, wisdom is required. A TQM programme incorporating ISO standards dictates the use of appropriate methods the first time. Usually, it takes 2 to 3 years before any result of TQM can be seen. For a TQM culture to take root, some 5 to 7 years would be required.

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Page 213 of 654

214

HONG KONG PROVISIONAL URBAN COUNCIL

The Urban Services Department is the executive arm of the Provisional Urban Council with a 16 000 strong establishment to provide services to over 3 million people in the urban area. In scope, service and complexity, the Department can be compared to any large organization. The Department is responsible and accountable to rates payers and all citizens. The public has the right to enjoy improved qualities of life. It is the obligation of the Department to continue to improve customer satisfaction, to make best use of public funds, to increase productivity and to enhance staff satisfaction. TQM is being implemented in the public sector elsewhere. This is to improve services to the public, not to stand up for competition. This is to meet the increasing demands of the public and to meet the challenge to excel oneself.

Today's needs cannot be met through yesterday's ways and methods. Likewise, we should equip ourselves in order to cope with the needs and challenges of society in future. This Council is the provider of varied and complex services. One can say that there are thousands of work processes in operation for this Council, including the issue of licenses for the food premises, the promotion of cultural programmes, selling tickets, managing parks, markets, museums and libraries. We need to establish work processes in these regards to prepare for future needs. We need to establish an infra structure for those in the frontline and those in support and training. We should focus on quality at each process and dedicate ourselves to improvements and TQM.

A performance management system is required for the implementation of TQM. Teams should be formed to implement work processes. Teams should be empowered to make decisions for performance improvement and elements of work standards such as the ISO 9000 series should be introduced. The standards are targetted at improved efficiency, cost reduction and guaranteed service.

1997 — Page 213

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