Beneficence Association of Gouveia
The case of Popular Charity Association of Gouveia (ABPG), Private Institution of Social Solidarity (IPSS) allows an affirmative answer to both questions and draws a set of relevant lessons.
ABPG's mission is to "contribute to the integrated development of the Municipality of Gouveia, in the cultural, social and economic areas" and presents a multidisciplinary approach that covers the area of health, first and second childhoods, the elderly and the rehabilitation of people with disabilities.
This portfolio, combined with a premium service provision, in terms of facilities, means and equipment, methods and human resources, allows it to assume a prominent role in the regional context and, in some cases, such as health, in the context national.
With the objective of becoming a reference in supporting regional development, ABPG develops a set of focused but integrated initiatives, ranging from the modernization of support infrastructures to its provision of services, passing through the qualification of its human resources, to improving the mechanisms to support management and the decision-making process.
It is in this global and integrated perspective that ABPG's commitment to quality is inserted. It works, at the same time, as a differentiating element vis-à-vis the competition (the number of IPSS certified at national level is still low) and as a stimulus to the permanent measurement of the activity.
The quality management system was developed from an incremental perspective, in which the valences were worked on in a phased manner, starting the process with the Physical Medicine and Rehabilitation Clinic.
This strategy allowed the ABPG to create, in a period of one year, a positive dynamic around the implementation of the quality management system (by obtaining the clinic's certification). This dynamic was essentially reflected in the expressions of interest of the various heads of each of the other valences.
However, it is important to clarify that it was not the implementation of an ABPG quality management system that motivated the improvement of the organization and its performance. Prior to the implementation of the system, the Association was involved in a culture of continuous improvement.
What the quality management system made possible was real, measurable and systematic knowledge of performance, through the measurement of a set of key indicators related to the performance of human resources, the efficiency of internal processes, the performance of suppliers, etc. , and the respective impact, for example, in terms of business performance and customer satisfaction. Additionally, based on this structured measurement and through a critical analysis of the information produced, action plans were established with a view to increasing performance and which constitute guidance for the decision-making process and the daily activity of all employees.
It is in this perspective of leveraging the improvement process that a quality management system must be seen. The improvement is not the system, but the way in which the system is integrated into the organization's daily activities, how it mobilizes resources and how it supports the decision-making process.
Critical success factors for the implementation of a QMS
- Involve Top Management throughout the process, ensuring that this participation is easily perceived by employees;
- Motivate the involvement of all organizational levels;
- Establish an ambitious action plan, which allows results in a short period of time;
- Assuming the requirements of the reference standard as a reference for improving the organization's activity (and not trying to “box” the activity in the normative requirements);
- Establish activity development and performance objectives aligned with the business drivers and guide the system to respond to these same objectives;
- Establish a monitoring system that allows evidence of an effective improvement in performance and a real monitoring of the activity;
- Ensure the training of employees so that they gradually assimilate the necessary basic concepts and internalize the developed quality system;
- Systematically listen to employees (who effectively implement the system) so that it is possible to continually improve the QMS, making it more flexible and adapted to the reality of the organization, so that it becomes an effective added value;
- Continuously monitor the adequacy and effective implementation of the system, through audits;
- Establish criteria for selecting the certifying entity, in addition to the price of the service, including, for example, relevant experience in the sector in which the organization operates, responsiveness, etc.