How Does A Dandelion Seed From the Oversea Root in and Thrive: The Successful Implementation of TQM in Hainan University Library

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How Does A Dandelion Seed From the Oversea Root
in and Thrive The Successful Implementation of
TQM in Hainan University Library

• Zhan Changzhi, Zhang Hongxia
• Hainan University Library P.R. China

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Thanks

• Thanks the experts of the Professional Committee
  of SILF 2006 to give us this cherished chance
• Thanks Mr. Steve OConnor, Chief Executive
  Officer of CAVAL Collaborative Solutions,
  Australia
• Thanks Ms. Eileen Breen,Emerald Group Publishing
  Limited(UK)

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The Library of Hainan University
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TQM in the librariesin the west countries

• In the 1990s TQM was adopted gradually by the
  libraries in the western countries and become
  pervasive.
• The first international conference on TQM and
  Academic Libraries was held on April 20-22, 1994
  in Washington, DC with the title of total
  quality management in academic libraries initial
  implementation efforts

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TQM in the libraries in China

• In China, the research on TQM in the library
  started in the very late 1990s,
• but now few libraries implement the TQM and make
  the quality management strictly conform to the
  requirements of ISO 9000
• A few libraries have passed the authentication of
  ISO9000, such as Shanghai Library, Chinas Macao
  University, the libraries of Dalian University of
  Marine Affairs, Qingdao University of Marine
  Affairs, Shanghai University of Marine Affairs
  together with their institutes

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TQM and ISO9000in the Library of Hainan
University

• implemented the TQM in July, 2004 and
• passed the authentication of ISO 9000 2000 on
  July 19, 2005.
• The management innovation in Hainan University
  Library gradually became a real eye catcher.
• A national workshop on quality management and
  performance management in the library was held in
  April, 2006, co-sponsored by Hainan University
  Library and Academic Library Society,
  China Society for Library Science.

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The authentication of ISO 9000
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The QMS Documentation
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The QMS Documentation
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Before the implementation of TQM in the library

• TQM and ISO9000 sounded like a dandelion seed
  from the oversea wanted to root in the unsuitable
  soil.
• the library staffs were so suspect
• what is TQM?
• Is it possible or necessary to get the
  certification of ISO 9000 in our library?
• the users were suspect
• the library would actually attach importance
  to their opinions?

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The background of implementing the TQM

• an obsolete model of inertial thinking and
  customary behaving
• not caring about the cost and efficiency
• lacking of the mechanism of evaluation and
  motivation
• Serious situation of that
• the financial shortage
• uneven levels of the staff competence
• non-systematical development of resources
• limited scopes of service provision
• outdated management patterns
• resulted in
• not only the dissatisfaction and many
  complaints from the users,
• but also not effective suitability for the
  overall level of the Universitys development.

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Why do we need the TQM and ISO9000?

• The top management keenly had awareness of this
  serious situation
• it was time that the library needed to change
• in order to innovate the traditional management
  pattern
• improve the overall service quality to meet the
  requirements of the uses

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How to face all those challenges

• implement the TQM in the entire library
• integrate into the authentication of ISO 9000 to
  improve the overall service quality

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Experience the implementation of TQM and the
authentication of ISO9000

• Start a journey of exploring of TQM and ISO9000
• Change the concept from collection-centered to
  people-centered
• Build quality into the standardized process and
  remove the barriers that divide departments
• Provide the trainings for all staff and involve
  all staff participating
• Establish the quality management system
• User focus and user involvement
• Change Managing by data-driven

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Start a journey of exploring of TQM and ISO9000

• to explore the feasibility for what we want to do
• have collected many literatures for study
• Many staffs are participating in the research
  with great passion
• have also collected and translated the standards
  ISO 11620 and ISO 2789

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Change the concept from collection-centered to
people-centered

• Traditional thinking

• Nowadays, change to

acquisition
cataloguing
People are the staffs (For an organization)
Centered on the library collection
Centered on people
etc,.
People are the users (for the purpose of the
organization)
circulation
reference
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Build quality into the standardized process and
remove the barriers that divide departments

• establish the quality policy
• formulate the quality objectives including
  overall and concrete objectives
• compile the quality management system (QMS)
  documentation
• integrate the national and local professional
  regulations into the quality requirements
• effective communications between departments are
  required

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Provide the trainings for all staff and involve
all staff participating

• From Jul. 2004 to May 2005, intensively have
  conducted
• some ten times trainings, such
  as
• TQM orientation
• ISO90002000 standard
• TQM awareness
• overall quality policy and objectives
• QMS documentation compiling
• internal auditor training
• manner training
• computer operation skills
• automation system operation skills
• usage of the library traditional and digital
  resources
• professional skills
• etc.,

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Establish the quality management system

• set up a special office of quality management
• build a teamwork to executive the quality
  control, analysis and assessment some ten
  internal quality auditors
• employ Plan-Do-Check-Act cycle to exercise
  self-assessment
• each month, the head of each department
  makes a self-check
• each year conduct the internal audit
  twice
• the outside third party review one time each year
  

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User focus and user involvement

• All we do for what? --The user satisfaction
• To what extent, we actually know the current and
  potential need of the user?
• To what extent, does the library meet the need?
• How do we communicate with the user?

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User focus and user involvement

• three major channels
• The first channel conduct the user survey
  periodically
• The second channel often invite the users to
  participate in the workshops, seminars to
  communicate face to face
• The third channel provide a daily channel to
  collect, analyze and feedback the user opinions
  and suggests through setting up a user opinion
  book physically in the library lobby and online
  virtual user opinion bulletin

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online virtual user opinion bulletin
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online virtual user opinion bulletin
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Focus on user opinions

• In order to find the root cause of the low degree
  of the user satisfacation
• From Sep. 2004 to May, 2005, we have had 33
  volumes of the user opinion books with a total of
  1056 opinions
• From Sep. 2005, we started to initiate the online
  user opinion bulletin and now have had 581
  feedbacks

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How dose the user opinion affect the
decision-making and the quality improvement
Statistics during the different period

• From Nov. 29, 2004 to Jan. 21, 2005, with a
  period of 54 days, we had a total of 354
  responses
• From Dec. 29, 2005 to Apr. 9, 2006, with a period
  of 104 days, we had only a total of 50 responses
• Because various measures have been taken to
  resolve issues

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Change Managing by data-driven

• Is it necessary to provide the course for the
  faculty?
• conduct a survey to investigate the usage of the
  librarys electronic resource among the faculty
• The rate of the usage of electronic resources is
  34.5, the percentage of the faculty who dont
  know how to use or dont well know the electronic
  resources is very high, reaches 29
• Now we have had the regular courses for the
  faculty
• provide the courseware posting on the library
  website, but also went to every college and
  department to lecture one by one. At the same
  time we publicize the new and changed information
  of the resources both on the university website
  and the library website.

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Conclusion

• have done the utmost to widen the scope and depth
  of the library services, constantly pursue the
  excellence of quality
• Now, the top management is carefully planning to
  introduce the concept of zero defects, push the
  TQMthis dandelion seed not only rooted in
  deeply, but also thrive forever by establishing a
  long term mechanism, in spite of personnel change
  
• opening its eyes from tunnel vision to a broad
  world, a silent, ordinary library really made
  some difference
• the library is a member of IFLA
• in 2005 the director of the library has been
  elected as a standing committee member of IFLA
  Academic and Research Libraries Section
• the international exchange and cooperation is
  becoming increasingly active