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Quality

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PENILAIAN PENGIKTIRAFAN PENGURUSAN KUALITI MENYELURUH BERDASARKAN
TOTAL QUALITY FAST TRACK MODEL (TQFTM)

untuk:

Universiti Tenaga Nasional (UNITEN)
SDN.
Tarikh Penilaian :
1 & 3 Jun 2011

Penilai :
Dr. Mohd. Azman Idris
En. Safuan Idris
En. Idrus Ali
Pn. Faizah Baba
Pn. Aliza Zainal Munir

Disediakan oleh;

PUSAT PENGURUSAN KUALITI & PERUSAHAAN, SIRIM Berhad

Segala maklumat yang terkandung dalam laporan ini adalah milik penuh SIRIM Berhad dan merupakan maklumat komersial yang khusus untuk UNITEN.

 (17 Jun 2011) SIRIM Berhad
Penggunaan atau pendedahan segala maklumat adalah tertakluk kepada perkara yang dinyatakan di muka surat hadapan dokumen ini

PENGENALAN

Penilaian Pengiktirafan Pengurusan Kualiti Menyeluruh berdasarkan Total Quality Fast Track Model (TQFTM) dilaksana pada 1 Jun 2011 di Kolej Pengurusan Perniagaan & Perakaunan (COBA) di UNITEN Kampus Sultan Haji Ahmad Shah, Bandar Muadzam Shah, Pahang, manakala pada 3 Jun 2011, penilaian dilaksanakan di UNITEN Kampus Putrajaya bagi Bahagian Pengurusan Universiti, Kolej Kejuruteraan, IT dan Asas & Pengajian Am.

Penilaian bertujuan untuk mengenalpasti amalan dan pelaksanaan di UNITEN berbanding kriteria penilaian TQFTM sebelum UNITEN dianugerahkan dengan sijil TQFTM SIRIM Berhad. Hasil penilaian ini juga akan membantu UNITEN mengenalpasti ruang - ruang peningkatan dalam pengurusan kualiti operasi keseluruhan organisasi untuk membantu UNITEN dalam usaha yang berterusan ke arah kecemerlangan.

LATAR BELAKANG ORGANISASI

Universiti Tenaga Nasional mula beroperasi pada tahun 1976 sebagai Institut Latihan Sultan Ahmad Shah (ILSAS), yang berkhidmat selama bertahun-tahun sebelum ini sebagai pusat latihan korporat untuk Tenaga Nasional Berhad (TNB) yang dulunya dikenali sebagai Lembaga Letrik Negara (LLN). Pada tahun 1994, ILSAS telah berubah menjadi sebuah institusi pengajian tinggi dan dinamakan sebagai Institut Kejuruteraan Teknologi Tenaga Nasional (IKATAN). Ia menawarkan program akademik dalam bidang kejuruteraan dan pengurusan perniagaan di peringkat prasiswazah dan siswazah melalui pautan berkembar dengan universiti tempatan dan luar negara.

Pada tahun 1997, IKATAN telah dinaikkan taraf kepada Universiti Tenaga Nasional (UNITEN). Ia merupakan salah satu universiti swasta pertama di Malaysia dan dimiliki sepenuhnya oleh Tenaga Nasional Berhad (TNB). Kolej Kejuruteraan, Kolej Teknologi Maklumat dan Kolej Asas & Pengajian Am terletak di Kampus UNITEN Putrajaya manakala, Kolej Pengurusan Perniagaan & Perakaunan terletak di Kampus UNITEN Sultan Haji Ahmad Shah, Bandar Muadzam Shah, Pahang.

KRITERIA 1: KOMITMEN PIHAK PENGURUSAN (MANAGEMENT COMMITMENT)

Kepimpinan hari ini sentiasa memerlukan perhatian terhadap faktor dalaman dan luaran – ianya tidak boleh beroperasi secara sendirian di dalam sesebuah organisasi. Ini adalah kerana, suasana yang berbagai (pasaran, teknologi, kewangan, politik, social, perundangan) dalam mana organisasi itu beroperasi, mempengaruhi setiap aktiviti dan idea dalaman. Oleh itu adalah perlu untuk melihat faktor-faktor utama kepimpinan organisasi kerana ianya akan mempengaruhi kewujudan dan operasi organisasi serta impaknya terhadap dunia yang lebih luas. Faktor-faktor tersebut adalah visi serta agenda yang terbit darinya, suasana dan budaya organisasi, kuasa, komunikasi, kepekaan terhadap masa termasuk kegigihan jangka panjang, hubungan dengan yang berkepentingan dan bagaimana untuk mempengaruhi dunia yang lebih luas begitu juga untuk menerima pengaruhnya.

KEKUATAN

• UNITEN merupakan salah sebuah universiti swasta yang pertama di Malaysia yang ditubuhkan pada tahun 1997. UNITEN merupakan anak syarikat sepenuhnya kepada Tenaga Nasional Berhad.

• UNITEN bermula dengan pusat latihan kakitangan di Kajang yang kemudiannya berkembang sebagai universiti dengan kampus cawangan di Muadzam Shah, Pahang.

• Pengurusan tertinggi UNITEN terdiri dari seorang Canselor, dua Pro-Canselor (salah seorang (ex-oficio) Pengerusi TNB), Naib Canselor yang merupakan Pengarah Urusan, dan tiga Timbalan Naib Canselor.

• Pihak berkuasa UNITEN adalah Lembaga Pengarah, Jawatankuasa Pengurusan Universiti (Naib Canselor, Timbalan Naib Canselor, Dekan Kolej dan Institut, Pendaftar, Pengawal Kewangan, dan Pengarah Startegic & Perancangan Korporat) Senat, Kolej-kolej, Institiusi-institiusi, Pusat-Pusat, Jabatan-jabatan Akademik, dan Jabatan-jabatan Sokongan.

• Struktur organisasi, bidang kuasa dan tanggngjawab di UNITEN adalah jelas. • Komitmen pihak pengurusan terhadap masa depan UNITEN telah ditunjukkan dengan mewujudkan visi, misi, dan falsafah UNITEN.

• UNITEN telah meminda visi dan misi universiti untuk memperkenalkan UNITEN sebagai sebuah ‘universiti tenaga’, dengan menjadikan Royal Institute of Technology Stockholm, Sweden sebagai penanda aras.

• Pelan strategi Universiti telah dibangunkan berasaskan strategi ‘Blue Ocean’ yang merupakan pendekatan baru dalam membangun pelan strategi organisasi. Adalah menarik untuk mengetahui hasil dari pendekatan ini.

• Komitmen pengurusan atasan terhadap kualiti telah dilihat melalui pengwujudan Polisi Kualiti, Objektif Kualiti dan Ikrar Kualiti UNITEN yang juga telah didokumenkan dan ditekankan dalam mesyuarat dan perbincangan.

• Pengurusan kualiti keseluruhan UNITEN dipacu melalui ‘Quality Council’ terdiri dari pengurusan atasan dan di pengerusikan oleh Naib Canselor.

• Perancangan Kualiti diwujudkan setiap tahun dan diperakui oleh ‘Quality Council’.

• Komitmen ke atas kualiti diterjemahkan melalui beberapa inisiatif dan aktiviti penambahbaikan dalam usaha memupuk budaya kualiti seperti ‘Best Practice Award’, ‘Integrety Talk’, Anugerah Kualiti Canselor, ‘Q-Month’

• Nilai-nilai kerja yang murni telah digariskan ialah Fokus Pelanggan, Penyayang, Kecemerlangan Perniagaan dan Integriti. Jawatankuasa di tubuhkan bagi memantau pencapaian dan dipengerusikan oleh Naib Canselor. Setiap nilai murni dijurus kearah pencapaian spesifik, contohnya, Fokus Pelanggan menjurus kepada peluang pekerjaan graduan yang tinggi dan graduan diambil bekerja di syarikat-syarikat tempatan dan antarabangsa.

• Komitmen keatas mengutamakan pelanggan ditunjukkan melalui Piagam Pelanggan.

• Komunikasi berkaitan visi, misi, falsafah, polisi dan objektif kualiti serta piagam pelanggan dilakukan menggunakan sepenuhnya kaedah ICT serta melalui struktur komunikasi universiti iaitu laman sesawang UNITEN, ‘booklet’, poster, program kesedaran seperti Program 1 Perjalanan 1 Destinasi, Hari Kecemerlangan UNITEN, Bulan Kualiti, Hari Kemuncak Bulan Kualiti.

• Hubungkait visi, misi, falsafah, polisi dan objektif kualiti serta piagam pelanggan digambarkan melalui ‘Eco-System Quality Framework.

• Latihan berkaitan kualiti dirancang melalui ‘Quality Initiative Calender’. Keperluan latihan ditetapkan berdasarkan tempoh perkhidmatan iaitu 5 hari untuk anggotakerja yang telah berkhidmat selama 2 tahun ke atas dan 3 hari untuk anggota kerja yang telah berkhidmat kurang dari 2 tahun.

• Sejumlah RM 4juta telah diperuntukkan bagi tujuan latihan untuk tahun 2011. Peruntukan latihan telah mengambilkira 4% dari jumlah gaji anggota kerja.

• Keperluan latihan berkaitan kualiti dan TQM ditentukan melalui penilaian prestasi angotakerja.

• UNITEN menggunakan kaedah 360o dengan lapan peringkat dalam kitaran penilaian prestasi anggotakerja menggunakan Sistem Pengurusan Prestasi.

• Anggota kerja boleh menilai sendiri prestasi mereka melalui ‘Competency-based Performance System’ (CbPMS). Sistem ini juga digunakan oleh pihak pengurusan untuk meneliti pengalaman anggota kerja, tingkah laku dan pengetahuan bagi membolehkan pergerakan dan penempatan kerja yang sesuai.

• Lapan peringkat kitaran penilaian prestasi tersebut ialah Perancangan, Penetapan Plan Presasi, Pemilihan ‘multi-rater’, Pengkadaran kompetensi, Pengkadaran KPI, Mesyuarat Penilaian dan kalibrasi tahunan, Sessi Rayuan dan Plan Pembangunan anggotakerja.

• UNITEN telah menjalankan kajiselidik penglibatan anggotakerja sejak tiga tahun yang. Keputusan kajiselidik adalah 67.2 dan 68.4 untuk tahun 2008 dan 2010. Kajiselidik ini dilaksanakan secara on-line menggunakan Kajiselidik Korporat UNITEN.

• UNITEN menggalakan gaya hidup sihat dan seimbang dengan menyediakan kemudahan-kemudahan kolam renang, gimnesium, gelanggang badminton, kuaters untuk anggota kerja, kafetaria dan medan-medan selera, surau dan mesjid serta dispensari.

• Di COBA, telah tersedia gelanggang tenis, bola tampar, dan futsal serta kemudahan ‘wall climbing’. Di samping itu, Banglo Tetamu, Banglo Kakitangan, rumah teres juga disediakan. COBA juga mengadakan Hari Keluarga bagi mengeratkan lagi perhubungan antara kakitangan.

• COBA melaksanakan aktiviti tanggungjawab sosial dengan mengadakan kelas belajar komputer kepada anak-anak kakitangan COBA.

KELEMAHAN & PELUANG PENAMBAHBAIKAN

• Meneruskan kajiselidik penglibatan anggotakerja untuk tahun 2011 dan mengguna pakai hasil kajian sebagai asas penambahbaikan berterusan melalui BoB atau ICC.

KRITERIA 2: 5S – KE ARAH PERSEKITARAN PEKERJAAN YANG BERKUALITI (5S – TOWARDS QUALITY WORK ENVIRONMENT)

KEKUATAN

• UNITEN telah melaksanakan aktiviti 5S sejak tahun 2007. Ia bermula dengan pekeliling yang dikeluarkan oleh Tenaga Nasional Berhad (TNB). Pelaksanaan 5S dikenali dengan nama ‘Quality Environment (QE)’ dan mendapat pensijilan QE melalui Malaysia Productivity Corporation (MPC). Pelaksanaan aktiviti 5S dipastikan kelansungannya melalui audit oleh MPC dan pembaharuan sijil, antaranya pada 13 Mei 2010 dan Mei 2011.

• Struktur Jawatankuasa Pemandu QE UNITEN yang dibangunkan terdiri daripada pihak pengurusan atasan (pengerusi: Timbalan Naib Canselor) dan melibatkan wakil- wakil pengurusan dari 25 zon yang terdiri daripada unit- unit perniagaan (ie. SBUs- jabatan, pusat, unit, institut dan kolej pengajian). Perancangan aktiviti 5S dinyatakan didalam ‘Quality Initiative Calender Activity 2010/2011’

• Setiap unit- unit perniagaan mempunyai carta jawatankuasa dan pelan perancangan masing- masing.

• Beberapa aktiviti 5S UNITEN yang dilaksanakan, antaranya:
1. Mesyuarat Jawatankuasa Pemandu QE (29 April 2011) dan dihadiri oleh Naib Canselor, Prof. Ir. Dr. Mashkuri Yaakob. Agenda mesyuarat merangkumi aktiviti audit, latihan, penglibatan pekerja dan keperluan barangan.
2. Program Readiness of Cleaning and Landskaping Personel Towards Quality Services pada 27 November 2010. Modul latihan dibangunkan oleh Pusat Pengurusan Kualiti.
3. Bengkel ‘Quality Environment’ untuk Wakil Kelompok Penginapan pada 15 November 2010.
4. Latihan ‘Management Innovation’
5. Latihan ‘ Sustaining Kaizen’
6. Latihan ‘QE for New Staff’
7. Penyertaan dalam MPC ‘National Quality Environment 5S Convention 2010’ pada 21 Disember 2010
8. Taklimat Kesedaran Amalan QE oleh MPC pada 12 Januari 2011.

• Garis Panduan Amalan QE bagi peringkat kelompok turut dibangunkan dalam memastikan kejayaan pelaksanaan 5S. Langkah pelaksanaan Amalan QE termasuk:
Langkah 1: Pembentukan Jawatankuasa Pemandu QE
Langkah 2: Mewujudkan zon QE
Langkah 3: Latihan QE
Langkah 4: Promosi QE
Langkah 5: Audit QE

• Pelaksanaan aktiviti 5S dilaporkan dalam mesyuarat ‘Quality Council’
• Hari 5S dilaksanakan sekurang- kurangnya 1 kali setahun. Pada tahun ini, Hari 5S UNITEN dijalankan pada 21- 25 April 2011. Terdapat unit-unit perniagaan yang menjalankan aktiviti 5S pada setiap hari Jumaat hujung bulan.

• Pertandingan 5S dilaksanakan diperingkat UNITEN secara tahunan. Terdapat juga unit- unit perniagaan yang menjalankan pertandingan 5S masing- masing. Pemenang 5S diberi pengiktirafan, antaranya dengan paparan nama pemenang, meja terbaik dan piala pusingan.

• Audit 5S UNITEN dijalankan sekali setahun oleh Pusat Pengurusan Kualiti. Sistem audit 5S dikenali dengan MBWA (Management By Walking About). Kriteria audit 5S merangkumi;
i. Keperluan Utama Pelaksanaan 5S ii. Bilik Pelajar iii. Tempat Umum iv. Kawasan Persekitaran Kelompok

• Pengiktirafan dan ganjaran diberi kepada pemenang 5S semasa Hari Kualiti UNITEN melalui pemberian plak, sijil dan duit (RM 2,000) untuk Best Centre, Best College, Best Department dan lain- lain.

• Audit 5S juga dilaksanakan oleh Malaysia Productivity Corporation (MPC) setahun sekali.

• Impak ketara pelaksanaan 5S dipantau oleh pihak pengurusan melalui;
i. Penjimatan penggunaan air ii. Penjimatan penggunaan elektrik iii. Safety Excellent Management Report (SEMS) (ie. Incident Board) iv. Pensijilan Halal untuk premis- premis makanan di UNITEN
v. Penggunaan tempat / ruang dengan berkesan vi. Penggunaan Visual Color Coding

• UNITEN Kampus Sultan Haji Ahmad Shah (COBA) telah diaudit oleh MPC dan telah dianugerahkan dengan Persijilan 5S. COBA juga telah dianugerahkan dengan Anugerah Kolej Terbaik Persekitaran Berkualiti (QE) 2011, QE Meja Terbaik 2011, QE Kaunter Terbaik 2011 dan QE Penjuru Terbaik 2011.

KELEMAHAN & PELUANG PENAMBAHBAIKAN

• Hasil penilaian berdasarkan soal- selidik, pemerhatian dan melihat rekod- rekod mendapati pelaksanaan aktiviti 5S telah dijalankan dengan baik dan wajar diteruskan.

• Penyimpanan rekod- rekod berkaitan perancangan (ie. Jadual Perancangan Aktiti 5S Unit Perniagaan) dan hasil pelaksanaaan aktiviti 5S di semua unit- unit perniagaan yang lain boleh diperkemaskan lagi bagi memudahkan pemantauan oleh Pusat Pengurusan Kualiti.
KRITERIA 3: SISTEM PENGURUSAN BERASASKAN STANDARD (STANDARD BASED MANAGEMENT SYSTEM)

KEKUATAN
-
• Pihak UNITEN telah mengguna pakai dan menerapkan dua (2) jenis sistem pengurusan kualiti yang saling melengkapi di antara satu sama lain iaitu MS ISO9001:2008 dan MS1900:2005.

• MS ISO 9001:2008 merangkumi skop “Design and Development of Education Program dan “Undergraduate and Post Graduate Program.”

• MS1900 pula merangkumi skop “INTEGRITY”( satu dari empat nilai-nilai yang dijadikan pegangan oleh semua warga UNITEN iaitu BUSINESS EXCELLENCE, CUSTOMER and CARE ).

• Bicara intergriti dilakukan sebulan sekali dan penilaian intergriti dibuat menerusi audit yang dijalankan menggunakan boring “Kriteria Audit Nilai”.

• Menerusi perlaksanaan MS 1900:2005 telah diwujudkan Manual Prosedur dan Operasi Jawatankuasa Penasihat Syariah UNITEN dan Garis Panduan Umum Hiburan, Sukan, Kewangan dan Kafeteria (Persijilan Halal) UNITEN.

• Sistem dokumentasi seperti Manual Kualiti ,prosedur-prosedur dan lain-lain semuanya disediakan dalam bentuk “paperless” dimuat dalam laman web UNITEN.

• Aktiviti berkaitan Audit Dalaman dan Mesyuarat Kajian Semula Pengurusan dilakukan setahun sekali dan segala maklumat berkaitan diupdate di dalam laman web yang hanya boleh di-access oleh staf UNITEN yang berkaitan.

• Aktiviti berkaitan Pembaikan Berterusan diwujudkan menerusi AMALAN 5S, KIK dan Penyelidikan (Research and Innovation/RMC) dan Skim Cadangan Staf.

• Kaedah menerima dan mengurus maklumbalas pelanggan dilakukan secara terus menerusi laman web ( i-Recommend ) .
RUMUSAN

Secara keseluruhan pelaksanaan dan penerapan sistem pengurusan kualiti MS ISO 9001:2008 dan MS1900:2005 berjalan dengan baik dan berkesan dengan dilaksanakan sepenuhnya menerusi laman web. Secara tidak langsung ini dapat menyumbang ke arah konsep menghijaukan alam sekitar (Go Green).

KELEMAHAN & PELUANG PENAMBAHBAIKAN

• Bicara Integriti didapati dibuat setakat bulan Mac 2011 dimana terdapat ketidaksinambungan.

• Laporan hasil audit yang dijalanakan hendaklah dibuat rumusan dan pelan tindakan seterusnya untuk memperbaiki segala kelemahan yang dikenalpasti.

KRITERIA 4: KUMPULAN KUALITI, PRODUKTIVITI & INOVATIF (QUALITY, PRODUCTIVITY & INOVATIVE TEAMS – QPIT)

KEKUATAN

• Initiatif dan aktiviti penambahbaikan berterusan di UNITEN telah disokong melalui peluang-peluang penambahbaikan yang telah di utarakan di dalam Mesyuarat Semakan Pengurusan ISO 9001 oleh setiap unit perniagaan di UNITEN.

• Pihak pengurusan atasan UNITEN menunjukkan komitment yang tinggi dalam memacu pelaksanaan kumpulan kualiti, produktiviti & inovatif. Ini dapat dilihat dengan penubuhan Majlis Kualiti (Quality Council) yang diterajui oleh pihak pengurusan tertinggi dan dianggotai oleh setiap wakil unit perniagaan UNITEN. Pusat Pengurusan Kualiti bertindak sebagai koordinator aktiviti kualiti di UNITEN dan aktiviti kumpulan kualiti, produktiviti dan inovatif telah disenaraikan di dalam kalendar initiatif kualiti tahunan UNITEN. Di samping itu, pelaksanaan aktiviti inovasi merupakan salah satu petunjuk prestasi bagi penilaian staf akademik. Pihak pengurusan UNITEN juga telah mewujudkan Bulan Kualiti dan program Anugerah Kualiti Canselor bagi memupuk pelaksanaan aktiviti kumpulan kualiti, produktiviti dan inovatif. Skim Cadangan Pekerja telah diwujudkan pada tahun 2009 dan Jawatankuasa Sumbangsaran dipengerusikan oleh Timbalan Naib Canselor Akademik.

• Untuk inovasi produk, sebanyak 17 produk yang telah dipatenkan pada tahun 2009/2010. UNITEN, melalui Pusat Pengurusan Penyelidikan (Research Management Centre) telah memenangi banyak anugerah di peringkat kebangsaan dan juga antarabangsa contohnya di International Invention Innovation Industrial Design & Technology Exposition (ITEX) Malaysia Technology Expo (MTE) dan International Exposition of Research and Interventions of Institutions of Higher Learning (PECIPTA) pada tahun 2010, seperti berikut:

No. Produk Inovasi Pencapaian
1 Intelligent Dynamic Bandwidth Allocator In An Ethernet Passive Optical Network Pingat Emas – MTE 2010
2 Perodua Eco-Challenge 2010 Juara Perodua Eco-Challenge 2010
3 A hierarchical Dynamic Bandwidth Allocator for Ethernet Passive Optical Network Pingat Emas – ITEX 2010
4 Intelligent Transmission Route Finder (ITRF) Pingat Emas – ITEX 2010 & Anugerah Henry Goh untuk ciptaan peka alam sekitar
5 Innovative Monitoring Rating System (IMRS) Pingat Emas – ITEX 2010 & TIPPA (Anugerah Persatuan Promosi Rekacipta Produk Taiwan)
6 Algorithm Precision Liquid Dosing Valve (APLD Valve) Pingat Emas – ITEX 2010 & TIPPA (Anugerah Persatuan Promosi Rekacipta Produk Taiwan)
7 An Interactive Multimedia Chemistry Experiments Tutor Pingat Emas – ITEX 2010 & Anugerah RamRais
8 Waste to Wealth: Coal Fly Ash to Na-A Zeolite Pingat Emas – ITEX 2010
9 Energy Management Based on IEEE 802.15.4 Standard for Wireless Sensor Network Pingat Emas – ITEX 2010
10 Short Holding Time in Developing Nano-Bioceramic Composite for Dental Application Pingat Emas – ITEX 2010
11 A Novel Highly Sensitive Fiber Laser Pressure Sensor Pingat Emas – ITEX 2010
12 Factory Waste-Derived Permanent Magnet Pingat Emas – MTE 2010
13 V-GenTM a Vibration-Based Micropower Generator for Self Powered Sensor Node Pingat Emas – ITEX 2010
14 Development of an Aging Resistant Zirconia Bioceramics for Orthopedic Application Pingat Emas – PECIPTA 2010

• Untuk inovasi proses perniagaan, UNITEN telah mewujudkan Anugerah Amalan Pengurusan Terbaik pada tahun 2009 dan 2010. Pertandingan adalah berdasarkan kepada pencapaian dalam amalan-amalan terbaik dan penambahbaikan proses-proses oleh setiap unit perniagaan. Setiap proses akan dinilai oleh penilai luar yang dilantik oleh UNITEN. Bagi tahun 2010, anugerah itu dimenangi oleh Sistem Rekod Pasca Siswazah (Post Graduate Record System-PGRS). Dengan menggunakan proses ini, masa tindak balas kepada pertanyaan adalah lebih cepat kerana maklumat boleh diperolehi secara on-line oleh pentadbir kolej dan kuliah.

• Konvensyen Kumpulan Inovatif & Kreatif (KIK) yang pertama (dahulunya dikenali sebagai Best of Best – BoB) telah dilaksanakan di UNITEN pada 30 Mac 2011. Terdapat 11 projek yang telah bertanding di dalam konvensyen tersebut:

No. Lokasi Kumpulan Tajuk Projek Faedah Projek
1 COGS Proses Pemilihan Siswazah • Memperbaiki aliran kerja proses permohonan
• Susunatur pejabat lebih teratur
2 SCP Sistem Pengemaskinian Fail • Penjimatan kos sebanyak RM 5,063.42
• 69.4% penjimatan masa
3 Perpustakaan Penyewaan Loker Yang Tidak Sistematik • Penjimatan kos sebanyak RM 2632
4 Pendaftar Sistem Fail Poket Universiti • Peningkatan penggunaan doket dari 11,200 (tahun 2008) ke 12,516 (tahun 2009)

5 Pusat Pengurusan Kualiti Sistem Pengurusan ISO • Sistem digunakan oleh beberapa syarikat di dalam TNB

6 Pusat Pengurusan Kualiti Bicara Integriti • Pelaksanaan program integriti dan ceramah motivasi
7 Pusat Pengurusan Kualiti Ops Trim - X • Aktiviti pengurangan kos
8 COE Masalah Kesukaran Memohon Cuti • Penambahbaikan proses pohon cuti
9 COIT COIT Collaboration Management System • Proses memperoleh data dapat dipercepatkan
10 HEA CRM-Customer Speak, We Listen • Peningkatan indeks kepuasan pelanggan dari 76.18% (tahun 2008) ke 78.39% (tahun 2009)
11 ITMS Desktop Video Broadcasting • Aktiviti dilaksanakan dan dikendalikan secara automatik

• Bahagian Teknologi Maklumat UNITEN (ITMS) juga aktif dalam melaksanakan penambahbaikan berasaskan sistem di UNITEN. Antaranya adalah:

No. Tajuk Aktiviti
1 Persekitaran Berkualiti Untuk mengetuai dan melaksanakan persekitaran berkualiti di ITMS
2 Penerbitan UNITEN Untuk mewujudkan sistem bagi menguruskan hasil penerbitan ahli akademik UNITEN
3 KPI Dashboard Taskforce Pemantauan ke atas Petunjuk Prestasi Utama UNITEN
4 Maklumat Pasaran (Market Intelligence) Menyediakan garis panduan untuk program baru antara jabatan-jabatan
5 Pasukan Petugas Penajaan & Francais Menyediakan garis panduan untuk aktiviti penajaan dan francais antara jabatan-jabatan

• Kakitangan COBA juga aktif dalam melaksanakan aktiviti penambahbaikan di mana 5 kumpulan Work Improvement Team (WIT) telah ditubuhkan dengan projek-projek yang masih lagi di dalam proses pelaksanaan.

• Latihan telah diberikan oleh pihak pengurusan atasan sebagai mencerminkan komitmen melaksanakan aktiviti kumpulan kualiti, produktiviti & inovatif. Antara latihan tersebut adalah:
i) Sustaining Kaizen Culture – 25 April 2010 ii) Management Innovation – 3 May 2010

• Impak produk inovasi dapat dilihat dari sudut memperkayakan ilmu para penyelidik dan pensyarah UNITEN dan seterusnya ini membuka peluang para pelanggan UNITEN, yakni penuntut, untuk berkecimpung dan terlibat di dalam perlaksanaan projek inovasi & penciptaan. Maka, tidak hairanlah dengan pendedahan ini, statistik menunjukkan bahawa 70-75% penuntut UNITEN akan diambil bekerja oleh industri dalam tempoh 3 bulan selepas tamat pengajian.

• Impak inovasi proses perniagaan dapat dilihat menerusi faedah-faedah projek yang dijalankan dari segi penjimatan kos, peningkatan indeks kepuasan pelanggan dan penambahbaikan proses kerja.

• Sebanyak 27 cadangan telah diberikan melalui Skim Cadangan Pekerja pada tahun 2010.

• Pihak pengurusan atasan UNITEN juga telah memberikan pengiktirafan kepada 3 projek inovasi yang berjaya mendapat markah tertinggi di dalam Konvensyen KIK. Hadiah adalah merupakan wang sebanyak RM1000, RM 800 dan RM 100. Bagi setiap cadangan yang boleh dilaksanakan di dalam Skim Cadangan Pekerja, RM 5.00 diberi sebagai insentif kepada si pencadang.

KELEMAHAN & PELUANG PENAMBAHBAIKAN

• UNITEN disarankan untuk memberi fokus kepada initiatif penambahbaikan ke atas perkhidmatan yang telah disenaraikan oleh unit-unit perniagaan di dalam Mesyuarat Semakan Pengurusan ISO 9001.

• Pada masa kini, hanya 11 projek dilaksanakan, berbanding lebih kurang 25 unit perniagaan di UNITEN. Pihak pengurusan atasan UNITEN perlu mencari jalan agar setiap unit perniagaan melaksanakan sekurang-kurangnya 1 projek penambahbaikan proses perniagaan / KIK setiap tahun. Ini boleh dilaksanakan dengan menyatakan ia sebagai salah satu petunjuk prestasi utama di dalam penilaian prestasi staf.

• UNITEN perlu memperbaiki kaedah mendokumentasi projek inovasi proses perniagaan / KIK. Analisa punca masalah dan pengukuran faedah projek secara kuantitatif (measureable metrics) adalah antara perkara yang perlu diberi penekanan.

• Pihak pengurusan atasan UNITEN perlu mencari jalan untuk mempromosikan Skim Cadangan Pekerja agar ada peningkatan di dalam bilangan cadangan yang diberikan.

KRITERIA 5: TQM – PENGUKURAN PRESTASI ORGANISASI (TQM – ORGANIZATION PERFORMANCE MEASUREMENT)

KEKUATAN

• UNITEN menggunakan Petunjuk Prestasi Utama (KPI) yang jelas dalam mengukur keberhasilan operasi.

• Kaedah BSC digunakan untuk menilai prestasi mengikut perspektif kewangan, proses dalaman, pembelajaran dan peningkatan serta perspektif pelanggan.

• Terdapat tiga belas pengukuran kategori KPI yang diukur iaitu tiga untuk kewangan, tiga untuk pelanggan, empat untuk proses dalaman dan tiga untuk pembelajaran dan pembangunan.

• Kebanyakan prestasi menunujukkan trend yang meningkat.

• Sebagai universiti yang berfokus kepada penggunaan tenaga, Royal Institute of Technology Stockholm, Sweden telah dipilih sebagai penanda aras (benchmark) bagi memandu UNITEN menuju ke arah visi yang telah dibangunkan.

• Pendapatan UNITEN dalam dan luar negara menunjukkan prestasi yang semakin meningkat walau masih belum memperolehi keuntungan sehingga tahun 2010. Dengan prestasi sekarang UNITEN menjangkakan akan memperolehi keuntungan menjelang tahun 2015.

KELEMAHAN & PELUANG PENAMBAHBAIKAN

• ‘Benchmarking’ digunakan sebagai pendekatan untuk memacu UNITEN kearah mencapai visi yang telah dibangunkan. Walaupun ‘comparison’ merupakan istilah yang digunakan untuk memudahkan pemahaman, namun proses ‘benchmarking’ memerlukan perancangan dan pemerhatian yang teliti keatas apa yang akan di ‘benchmark’. Proses ini perlu dilaksanakan secara formal dan berstruktur bagi mengelakkan berlakunya kekurangan maklumat setelah ‘benchmarking’ dilaksanakan. ‘Benchmarking’ ke atas proses-proses tertentu juga boleh dilaksanakan. ‘Benchmark’ oleh organisasi lain juga boleh diambil kira bagi menggambarkan status UNITEN amnya atau proses-proses organisasi khasnya.

• UNITEN perlu memberikan perhatian kepada trend prestasi, bukan hanya tertumpu kepada satu-satu tahun penilaian. Beberapa prestasi diperhatikan dengan trend yang menurun atau di tahap lama seperti peratus keputusan akademik dengan CGPA >3.0 dan nisbah produktiviti.

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