Issue: Draft

Introduction
QO 0.1 The Regional Operations and Development Group
The Regional Operations and Development Group (RODG) is one of the
Functional Groups (FG) of the Department of Trade and Industry (DTI)
mandated to champion business development and consumer empowerment in
the regions. It is tasked to contribute in all the five (5) Major Final Outputs
(MFOs) of DTI:

MFO 1: International Trade, Policy Negotiation, Facilitation and
Promotion;
MFO 2: Industry Development and Investment Promotion,
Generation and Facilitation;
MFO 3: Micro, Small and Medium Enterprise (MSMEs) Development
and Promotion;
MFO 4: Consumer Welfare and Protection, and Trade Regulation; and
MFO 5: Good Governance.

Anchored on the Medium-Term Philippine Development Plan (MTPDP), the
RODG is a catalyst in the fight against poverty in the regions by nurturing
industries and MSMEs to generate exports, jobs and investments, and ensuring
the protection and empowerment of consumers, in the process of attaining
Global Competitiveness.

Introduction
Figure 1. DTI Roadmap to Development
ULTIMATE GOAL Poverty Reduction

Improved Quality of Life
IMPACT Economic Growth
Global Competitiveness
DELIVERABLES DTIS 5 MFOs
Increased Exports
Increased Investments
Strengthened MSMEs
Empowered Consumers
Improved Governance
Introduction
QO 0.2 The Mandate
The Department of Trade and Industry is a government
body and a service agency created under the Executive Order
No. 133 on February 27, 1987, reorganizing the Ministry of
Trade and Industry, including its attached agencies, and
streamlining corresponding functions and responsibilities.
Under this Order, the DTI is mandated to serve as a primary
coordinative, promotive, regulative and facilitative arm for
trade, industry and investment activities in the country. DTI
shall act as the catalyst for intensified private sector activity
to accelerate and sustain economic growth and to champion
both business and consumers in the regions.

Introduction
QM 0.3 Vision and Mission
The DTI Vision
We see the Philippines occupying its rightful place in a
community of nations, prosperous and free.
Together with business, we are an active and leading
partner in propelling the Philippines toward a dynamic and
thriving economy. Our success is anchored on global
competitiveness, with social responsibility and consumer
welfare as our guiding principles. In all of these, we adhere
strictly to the tenets of professionalism, integrity and
transparency.
We continue to be the Filipino peoples Agency of Choice,
an organization where creativity, innovation, professional and
personal growth find full expression.
WE ARE UNITED IN PURPOSE AND ACTION.

Introduction
QM 0.3 Vision and Mission
The RODG Mission
RODG is committed to:

Champion business and consumers;
Foster active involvement of dynamic people-centered
enterprises to ensure equitable distribution of resources
and gains and improvement of the quality of life;
Provide excellent services to all its clients; and
Ensure professional growth and development of personnel,
exercising the highest standards of integrity and
transparency.

Introduction
QM 0.4 The Organization
RODG adopts a management approach which aims to
strengthen various operating offices through enhancing of
complementation, achieving synergy and developing sustainable
programs and projects for nationwide implementation. It
endeavors to reorient the planning process in the regions and
steer it towards the bottom-up approach. Considering that the
Philippines is archipelagic, each and every island economy has
distinctive characteristics which can be strategically captured using
said approach.
More importantly, the bottom-up approach is said to be highly
effective in supporting long-term development through the
following: (a) Supporting entrepreneurship, (b) Developing human
capital, (c) Spreading innovation, and (d) Building local institutions
and firm networks. These four are exactly the basic value-adding
services that DTI-RODG continues to build and strengthen.

Introduction
QM 0.4 The Organization
The RODG Functional Structure (Figure 2) illustrates the
complementation between the Head Office, the Bureaus and
the Regional Offices, as well as the functional relationships of
various operating units to the RODG Logical Framework
Summary as illustrated in Figure 4.
The organization structures of various Bureaus, Regional
and Field Offices are described in their respective Operations
Manuals and posted in conspicuous areas within office
premises as mandated under the Citizens Charter as
embodied in the Anti Red Tape Act of 2008.

Introduction
Figure 2. RODG Functional Structure

Introduction
Considering the importance of the RODG to the entire DTI bureaucracy,
Figure 3 shows the vertical and horizontal coordination of RODG to the Office
of the Secretary and its linkages with the other DTI functional groups.
Figure 3. Department of Trade and Industry Organizational Structure
Introduction
QM 0.5 RODG Operating Framework
As embodied in the RODG Action Plan 2008-2010, the five (5) Major Final
Outputs (MFO) shall anchor on the delivery of Business Development Services (BDS)
and Consumer Welfare and Protection. The MFOs are described, as follows:
Figure 4. The RODG Logical Framework
Introduction
QM 0.5 RODG Operating Framework
1. Trade Development and Promotion as MFO 1 aims to support both export
and domestic market expansion;
2. Industry Development and Investment Promotion as MFO 2, includes
business registration facilitation as one of the activities for increased
inflow of investments;
3. Small and Medium Enterprise Development as MFO 3, covers access to
credit, improved technology and promotion of good policy environment;
4. Consumer Welfare and Protection as MFO 4, comprising of consumer
empowerment activities and the enforcement of Fair Trade Laws; and
5. Good Governance as MFO 5, which includes the establishment,
management and improvement of systems and processes, to support all
other MFOs.

This logical flow of MFOs, from the input to output levels, will ensure the
achievement of bottomline and operational objectives.
Introduction
QM 0.6 Commitment to Quality Service
This Quality Manual manifests the Department of Trade and Industry REGIONAL
OPERATIONS AND DEVELOPMENT GROUPs commitment to champion the interests of
businesses and consumers, provide customer satisfaction, promote good governance
and improve the quality of its services by adhering to the requirements of ISO
9001:2008 through Quality Management System. This commitment is specified in the
QUALITY POLICY:

We, the Regional Operations
and Development Group,
commit to champion business and consumers.

We shall help build an enabling environment
for business to grow and
for consumers to get best value for money,
as we foster professionalism, integrity
and competence among ourselves in DTI.

We shall continually improve
our Quality Management System
to deliver better, faster and
more efficient services to our clients.
Introduction
QM 0.7 QMS Implementation
To ensure the effective implementation of QMS, RODG shall create a functional
structure from the Head Office to the Field Offices, that would provide efficient flow of
communication and coordination of activities. Figure 5 demonstrates a functional
structure that may be adopted throughout RODG, as deemed appropriate:
Figure 5. RODG QMS Implementation Structure
Introduction
QM 0.7 QMS Implementation
The structure emphasizes the flow of implementation emanating from
the Secretary, who will provide the general direction, to be executed by the
RODG Undersecretary.
To ensure the continuous supervision over the Head Office and the
Regional Offices, a National Quality Management Representative (NQMR)
shall be designated, who will be ably supported by a National QMS
Improvement Team (NQIT) and a National ISO Coordinator (NISOC).
The Head Office, consisting of RODG-HO and the Bureaus, as shown in
Figure 2, shall be treated as a group under one (1) ISO 9001 certification.
The Undersecretary shall determine the groups QMR, Bureau DQMRs and
the composition of the units as presented in Figure 5.
Each Regional Office shall have each of their own QMS structure in place
and will be treated as independent units to be certified under ISO
9001:2008. The Regional Director (RD) shall designate the Regional QMR,
DQMRs and other members of the QMS team in the regional and field
offices.
Introduction
QM 0.7 QMS Implementation
Specifically, the QMRs ensure the establishment, implementation and
maintenance of the QMS. The ISO Coordinators shall be the central
facilitator of all QMS-related concerns.
The QMS Improvement Team shall serve as the Technical Working
Group, directly reporting to the QMR. They shall plan related activities,
monitor progress, initiate improvement measures and assist the ISO
Coordinators.
The Document Control Officers shall ensure that all quality documents
are properly processed according to the Document Control Process.
He/she shall also ensure implementation of Records Control Procedure.
Internal Quality Audit Team shall ensure that the system is maintained
and operated according to the RODG Quality Management System and in
continued compliance to the requirements of the standards.
There will be a total of 17 functional units to be certified, consisting of
the 16 Regional Offices and 1 Head Office group.
QM 1. Scope and Application
Scope: Provision of Trade and Industry Programs and Services.

Application.
The Quality Management System and its certification to the ISO
9001:2008 is programmed to become the platform for the functional
integration and seamless flow of the service processes in the RODG,
from its baseline structures in the regional to the different bureaus and
other functional groups of the Department.
The QMS shall apply to all Regional and Field Offices, and Bureaus
under the RODG, according to their mandates, implementing the 5
Major Final Outputs.
Figure 6 as shown in the General Requirements (QM 4) presents the
Service Process, which would guide all offices under RODG in
implementing Quality Management System.


QM 2. Normative References
1. Standards:
PNS ISO 9001:2008 Quality Management Systems - Requirements
PNS ISO 9000:2005 Quality Management Systems Fundamentals and
Vocabulary
PNS ISO 9004:2000 Guidelines for Performance Improvements
PNS ISO 19011:2002 Guidelines for Quality and/or Environment System
Auditing
GQMSS Government Quality Management System
Standards Guidance for Implementing ISO
9001:2000 in Public Sector Organizations

2. The Integrated DTI-RODG Work Plan 2008-2010; and

3. Department of Trade and Industry Road Map 2008-2010.

QM 3. Terms and Definitions
For the purposes of the Quality and Operations Manuals, the
following terms and definitions, and those given in the ISO 9000
International Standard shall apply:
1. RODG one of the Functional Groups (FG) of the Department of
Trade and Industry covering the Bureaus (CITC, BMSMED, BDTP, DTI-
CARP NPO) and Regional Offices.
2. Regional Office refers to the regional offices under the RODG
including the Field Offices.
3. Field Office refers to city/provincial offices under the supervision
of the Regional Office.
4. Citizen a natural or juridical person that pays for and/or receives a
service from the RODG, and considered as the ultimate beneficiary
of services.
QM 3. Terms and Definitions
For the purposes of the Quality and Operations Manuals, the
following terms and definitions, and those given in the ISO 9000
International Standard shall apply:
5. Clients / Customers refers to both internal and external clients,
where the service requirements will emanate, as illustrated in
Figure 5.
6. Core Services Processes needed to the overall mission and
objectives of RODG.
7. Support Services Processes needed to ensure the satisfactory
performance of the core services.
8. External Documents Documents of external origin, determined to
be necessary for planning and operations. These include Republic
Acts, Executive Orders, Administrative Orders, DAOs, Circulars,
Guidelines and Manuals; Examples of which include the DTI
Roadmap, Enforcement Guidelines, New Government Accounting
System (NGAS) Manual, etc.

QM 3. Terms and Definitions
For the purposes of the Quality and Operations Manuals, the
following terms and definitions, and those given in the ISO 9000
International Standard shall apply:
9. Standard Forms A structured document with specified data field,
whether as a requirement of a certain regulation or necessary in
achieving desired service outputs; Standard forms are considered
records when duly filled out.
10. Process Control Sheet Documents defining identified processes
needed for effective planning, operation, monitoring and control of
processes; It includes flowcharts, process activity details, scope and
purpose, responsible persons, quality measures and references,
definition of terms, and records required; Process Control Sheets are
classified as (1) General Processes, (2) Mandatory Processes, and (3)
Service Processes per MFO.
11. Management refers to the Management Committees of various
offices under the RODG, to include the RODG MANCOM, Bureau
MANCOM, and Regional MANCOM.

QM 4. Quality Management System
4.1 General Requirements
Figure 6. The RODG Process Map.

QM 4. Quality Management System
4.1 General Requirements
The Process Map defines the level of understanding of RODG in implementing
Quality Management System, illustrating the organizations focus in planning and
implementation of its programs and projects, giving importance to the various
requirements of clients. It also outlines value-adding activities that are essential in
enhancing the quality of services, presented as the link to various bureaus under the
RODG and external Business Service Organizations. Further, it provides an avenue for
continual improvement, through the Plan-Do-Check-Act approach.
Process Maps for each MFO shall be contained in the Regional Offices Operations
Manuals.

Outsourced Services/Processes.
An outsourced service is defined as those acquired by RODG from external parties
that are relevant to the performance of its services and the attainment of objectives.
In most cases, these are services needing specialized skills, knowledge or technology.
The organization shall apply appropriate control measures to ensure the conformance
of these processes to the requirements set by RODG units. Examples of control
measures include Contracts, Terms of Reference, Memorandum of Agreement and
Terminal Reports, among others.

Document Control
Process by
NISOC/RISOC
Document Control
Process by
RISOC/DCOs
Records Control
Process by
Division/Section/
Process Users
QM 4. Quality Management System
4.2 Documentation Requirements.
This diagram shows the hierarchy and level of documentation of DTI-RODG
according to its importance.
Figure 7.
Documentation
Diagram

QM 4. Quality Management System
4.2 Documentation Requirements

The Quality Policy is regarded as top most in the hierarchy
since it serves as the overall guiding principle in the
operations of RODG. It provides the framework in
formulating Quality Objectives. The Quality Policy is prepared
by the RODG Undersecretary and approved by the
Department Secretary. There shall only be one Quality Policy
applicable to all offices under the RODG. The Quality Policy
shall be reviewed by RODG MANCOM annually for continuing
suitability.

QM 4. Quality Management System
4.2 Documentation Requirements
The Quality Objectives is considered to be the heart of the quality
management system. It sets the purpose and reason for every activity
conducted. It is categorized according to the 5 Major Final Outputs
(MFOs). The Quality Objectives as a document is prepared and
controlled by the National ISO Coordinator (NISOC) in DTI-RODG. There
shall only be one template for Quality Objectives for all DTI Offices
under RODG. Quality Objectives as a record shall be prepared by each
bureau and regional office. In setting the Quality Objectives, the
following criteria shall be observed:
S - Specific;
M - Measurable;
A - Attainable;
R - Realistic;
T - Time-bounded; and
C - Controllable.

QM 4. Quality Management System
4.2 Documentation Requirements
The Quality Manual provides the generic policies for implementing
DTI programs, projects and activities. The Quality Manual is prepared
by the National QMS Improvement Team (NQIT) and shall be controlled
by the National ISO Coordinator (NISOC). There shall only be one Quality
Manual applicable to all offices under RODG. The Quality Manual shall
contain the following data:
a) General Information;
b) Scope;
c) Quality Policy;
d) DTI and RODG Organizational Structures;
e) RODG QMS Structure;
f) Process Map (Interaction of DTI-Processes); and
g) Policy Statements.

QM 4. Quality Management System
4.2 Documentation Requirements
The Operations Manual provides guidance and quality control in the
conduct of specific DTI processes. Each bureau or regional office shall
prepare and control their own Operations Manual. Its contents,
however, shall be established on a standards set by the Quality
Improvement Team (QIT) in DTI-RODG. The Operations Manual shall
have the following contents:
a) General Information;
b) Organizational Structure;
c) Process Maps (Per MFO);
d) Service Process Control Sheets (Per MFO)
e) General Process Control Sheets;
f) Mandatory Process Control Sheets;
g) Masterlist of Standard Forms;
h) Masterlist of External Documents;

QM 4. Quality Management System
4.2 Documentation Requirements
The Quality Records serve as evidences of DTI in the performance of
its mandate. It includes proposals, project briefs, reports, duly filled-out
standard forms and etc.
The Document Control Process and Records Control Process are
specified in the various Operating Manuals under the mandatory
processes of each bureau and regional office.

QM 4. Quality Management System
4.2 Documentation Requirements
Classification, Coding and Numbering
For purposes of uniformity and ease of identification, all quality documents shall
have reference codes based on classification, code and number as follows:
a. Document Coding System (Manual Code)

Document Name Code Document Coding System Sample Format
Quality Policy QP (Department)-(Functional Group)
(Document Code)
DTI-RODG-QP
Quality Objectives QO (Department)-(Office Code)-
(Document Code)-(YYYY)
DTI-R01-QO-2009
Quality Manual QM (Department)-(Functional Group)
(Document Code)
DTI-RODG-QM
Operations Manual OM (Department)-(Office Code)-
(Document Code)
DTI-R01-OM
QM 4. Quality Management System
4.2 Documentation Requirements
Classification, Coding and Numbering
For purposes of uniformity and ease of identification, all quality documents shall
have reference codes based on classification, code and number as follows:
a. Document Coding System (Document Code)

Document Name (Code) Document Coding System Sample Format
General Information (GI) Office Code- Document Code+series (2digits) R01- GI01
Organizational Structure (OS) Office Code- Document Code+Series(2 digits) R01- OS01
Process Map (PM) Office Code- Document Code+MFO No. (2 digits) R01- PM01
Service Process Control Sheet
(SP)
Office Code- Document Code(First Digit:MFO No. + Last
Two Digits:Series)
R01- SP101
General Process Control Sheet
(GP)
Office Code- Document Code+Series (2 digits) R01- GP01
Mandatory Processes Control
Sheet (MP)
Office Code-Document Code+Series (2 digits) R01- MP01
Standard Form (SF) Office Code-Document Code+Series (3 digits) R01-SF001
External Documents (ED) Office Code-Document Code+Series (3 digits) R01-ED001
QM 4. Quality Management System
4.2 Documentation Requirements
Classification, Coding and Numbering
For purposes of uniformity and ease of identification, all quality documents shall
have reference codes based on classification, code and number as follows:
a. Document Coding System (Office Code)

Office Code Office Code
a. Head Office (RODG Head Office + CITC, BMSMED, BDTP & DTI-CARP NPO) RHO
b. DTI Region 1 R01 j. DTI Region 7 R07
c. DTI Region 2 R02 k. DTI Region 8 R08
d. DTI Region 3 R03 l. DTI Region 9 R09
e. DTI Region 4A R4A m. DTI Region 10 R10
f. DTI Region 4B R4B n. DTI Region 11 R11
g. DTI NCR NCR o. DTI Region 12 R12
h. DTI Region 5 R05 p. DTI-CARAGA R13
i. DTI Region 6 R06 q. DTI-CAR CAR
QM 5. Management Responsibility
5. 1 Management Commitment
Under the direct supervision of the Secretary, the Undersecretary of
RODG epitomizes the leadership for the entire functional group.
Correspondingly, the Regional and Bureau Directors represent the
leadership in their respective offices. Laden with such responsibility,
they shall be responsible in adhering to the eight (8) Quality
Management Principles in their respective areas of responsibilities.
QM 5. Management Responsibility
5.1 Management Commitment
In particular, they shall uphold the principles of:
1. CLIENT-FOCUS by properly communicating to the organization the
importance of meeting the requirements of its citizens as well as
statutory and regulatory requirements;
2. LEADERSHIP by establishing unity of purpose and direction in the
organization and creating and maintaining the internal environment in
which people can be fully involved in achieving the organizations
Quality Policy and Quality Objectives;
3. INVOLVEMENT OF PEOPLE by acknowledging that people at all levels
are the essence of the organization, and that their full involvement
enables their abilities to be used for the organizations benefit;
4. PROCESS APPROACH by efficiently managing activities as a process in
order to best achieve a desired result;
QM 5. Management Responsibility
5.1 Management Commitment
In particular, they shall uphold the principles of:
5. SYSTEM APPROACH by identifying, understanding and managing
interrelated processes as a system that would contribute to the
organizations effectiveness and efficiency in achieving its Quality
Objectives;
6. CONTINUAL IMPROVEMENT by making every effort to continuously
enhance the overall performance of the organization;
7. FACTUAL APPROACH TO DECISION MAKING by making effective and
informed decisions based on analysis of data and information; and
8. MUTUALLY BENEFICIAL SUPPLIER RELATIONSHIP by recognizing that
the organization and its suppliers are interdependent and a mutually
beneficial relationship increase the ability of both to create value.

Regional Directors and Bureau Directors manifest their commitment
to the above stated principles by signing the Pledge of Commitment.
QM 5. Management Responsibility
5.2 Customer Focus

The citizens satisfaction shall be the primary concern of management
in planning and implementation of programs, activities and projects.
Thus, the needs and expectations of the citizens shall always be
determined and are met satisfactorily, within the framework of its legal
powers and resources available. Management shall ensure a balance
approach in satisfying citizens vis--vis its mandate.
QM 5. Management Responsibility
5.3 Quality Policy
Based on the organizations mandate, vision and mission, the
management shall develop the Quality Policy to focus on a client-
responsive service delivery, giving emphasis on providing better, faster
and more efficient processes. As such, management shall ensure that
the quality policy is understood by its officers and employees, and
posted in conspicuous places within RODG offices. It shall be recited in
all DTI meetings and gatherings to serve as guide in decision-making in
observance of the principles of good governance.
The Quality Policy, prepared and approved by the RODG
Undersecretary and the Department Secretary, respectively, shall be
reviewed annually for continuing suitability. There shall only be one
Quality Policy for all offices under the RODG.
QM 5. Management Responsibility
5.4 Planning
Under the direction of the RODG Undersecretary, the Bureau and
Regional Directors, each functional level shall set its Quality Objectives.
They shall encourage the entire organization to recognize the
importance of setting and achieving the objectives and ensure that they
are communicated and understood.
Through the Quality Objectives, the management shall emphasize
on the significance of prioritizing programs, activities and projects under
the 5 Major Final Outputs, based on the Results-based Management
Framework, using the RODG Log Framework Analysis as outlined in the
Integrated RODG Work Plan.
The guidelines for setting the objectives are provided in the Quality
Objectives.
Management shall ensure periodic planning for the implementation
and maintenance of Quality Management System. It shall
institutionalize a mechanism that will draw the participation of all
members of the organization from the province/city to the head office.
QM 5. Management Responsibility
5.5 Responsibility, authority and communication
Management shall define individual roles within the organization to
effect the implementation of programs, activities and projects. These
shall be embodied in organizational charts presenting the hierarchical
levels of authority and office orders containing duties and
responsibilities.
Management shall provide the appropriate communication facilities
and mechanisms to ensure the seamless flow of information from the
province/city to the head office. A system of tracking incoming and
outgoing communications shall be developed and implemented.
QM 5. Management Responsibility
5.5 Responsibility, authority and communication
The RODG Undersecretary shall appoint a National Quality
Management Representative (NQMR) and Deputy QMRs (DQMR) in the
RODG HO and in the Bureaus, who shall be in charge of:
a) Ensuring that processes needed for the operation are established,
implemented and maintained;
b) Reporting to the top management on the performance of the
operation and the need for improvement; and
c) Promoting the awareness of determining and meeting citizen
requirements.
Accordingly, Regional Directors shall appoint their Regional QMRs and
Deputy QMRs in their respective provinces and cities.
QM 5. Management Responsibility
5.6 Management Review
Management shall ensure that Management Reviews (MR) are
conducted periodically and whenever the need arises. On the national
and regional levels, management reviews are conducted during
Management Committee (MANCOM) meetings.
RODG shall initiate MR to provide guidance to the Regional and Field
Offices, and its attached bureaus. This is a venue to verify the adequate
functioning of the quality management system, assess its effectiveness,
planning methodologies, and ensure that processes and policies meet
the requirements and objectives to achieve the key performance
indicators.
QM 5. Management Responsibility
5.6 Management Review
Inputs for management reviews include the following:
a) Targets and accomplishments;
b) Follow-up actions from previous Management Reviews;
c) Appraisal, evaluation and analysis of programs and projects;
d) Results of audit;
e) Client satisfaction feedbacks and complaints;
f) Changes in the organization that could affect the QMS;
g) Recommendations for improvement; and
h) Third party certification results, among others.
QM 5. Management Responsibility
5.6 Management Review
Outputs shall be included in Management Review Records or
Minutes of Meeting, containing decisions by management on vital issues
and concerns, including:
a)Corrective actions to non-conforming services;
b)Progress of implementation of actions relative to agreements,
including corrective and preventive actions;
c)Assessments of the effectivity and improvement of programs,
activities and projects and their compliance to ISO 9001 standards;
d)Actions related to policy changes;
e)Resource management; and
f) Prioritization of programs, activities and projects.
QM 6. Resource Management
6.1 Provision of Resources
The RODG shall ensure to continuously identify, determine and
make available the resources necessary to implement service goals and
objectives. Budgetary provision shall be guided by pertinent laws, rules
and regulations as promulgated by the Department of Budget and
Management. Budgeting vis--vis prioritization of programs and
projects, and provision of facilities is included in the RODG and Regional
and Field Office Annual Work and Financial Plans.
The New Government Accounting System (NGAS) Manual is the
primary external document used for financial transactions. It contains
the policies and procedures for budgeting, accounting, cashiering and
supply management. These policies and procedures shall serve as the
definitive control for these functions.
QM 6. Resource Management
6.2 Human Resource
DTI-XI services are highly technical, thus requiring qualified and
competent human resource. Management, through the Finance and
Administrative Divisions (FAD) of RODGs respective offices, shall
determine, implement and maintain job qualification standards in
screening, hiring and placement of staff, adhering to the requirements
set by the Civil Service Commission.
Prior to the provision of job assignments, RODG offices shall ensure
that duties and responsibilities of the personnel are clearly defined and
procedures related to their work are well understood. The Human
Resources Management Officer (HRMO) shall facilitate orientation and
guidance to newly-hired personnel before deployment.
QM 6. Resource Management
6.2 Human Resource
In evaluating the competence of personnel, a Competency Gap
Assessment for each employee shall be prepared and evaluated in order
to come up with a training plan. The Training Plan shall address the gaps
identified in the Competency Gap Assessment.
Based on the assessment, RODG shall provide external, in-house and
on-the-job trainings to ensure that all staff have availed of training in
every given year. The Finance and Administrative Division shall also
undertake regular evaluation of the training program to gauge its
effectiveness in improving staff performance.
QM 6. Resource Management
6. 3 Infrastructure, and Work Environment
Resources shall be made available for the improvement of physical
facilities and working environment, aimed at making the organization
more cohesive and effective in enhancing management and staff
capabilities. It shall be RODGs policy that physical facilities shall exude a
corporate atmosphere conducive for the citizens, particularly the private
sector, to transact business.
All facilities shall be kept in operating conditions and well
maintained. Respective support services shall develop and implement a
program of maintenance to ensure that the facilities continue to meet
the needs of the organization. Evaluations on physical facilities shall be
included in internal quality audit and management review reports.
QM 7. Service Realization
7.1 Planning of service realization
In planning for service realization, the following shall be
considered for every service under the 5 Major Final Outputs
(MFOs):
a) Citizen Requirements;
b) Quality Objectives of each service process;
c) Type of Programs, Activities and Projects (PAPs) to be
implemented;
d) Availability of resources (budgetary, human resource,
infrastructure and work environment); and
e) Process Control Sheets to be used.
The Work and Financial Plan (WFP) and Quality Objectives
(QO) are the documented outputs suitable for DTI and serves
as its quality plan.

QM 7. Service Realization
7.1 Planning of service realization
Further, the plans shall be aligned to:
a) The 3-year Roadmap of the department coming from the Head
Office;
b) The Integrated DTI-RODG Work Plan;
c) Development plan of the respective regions as developed by
Regional Development Councils (RDCs);
d) Development plan of the LGUs and Private Sectors; and
e) Other Stakeholders.

The Service Process Control Sheet of the Planning Process is
included in the operations manual of each office under RODG.
Planning sessions shall be conducted on a periodic basis. Other
planning sessions, e.g. project-based, may be convened as necessary.

QM 7. Service Realization
7.1 Planning of service realization
Further, the plans shall be aligned to:
a) The 3-year Roadmap of the department coming from the Head Office;
b) The Integrated DTI-RODG Work Plan;
c) Development plan of the respective regions as developed by Regional
Development Councils (RDCs);
d) Development plan of the LGUs and Private Sectors; and
e) Other Stakeholders.
The Service Process Control Sheet of the Planning Process is included in
the operations manual of each office under RODG.
Planning sessions shall be conducted on a periodic basis. Other planning
sessions, e.g. project-based, may be convened as necessary.
A vital component of the planning process shall include development and
adoption of a monitoring and evaluation system which will verify and validate
service delivery and acceptance.
Outputs of planning shall be in the form of a Medium-Term Strategic
Framework Plan, Annual Work and Financial Plans and others as deemed
necessary.


QM 7. Service Realization
7.1 Planning of service realization
7.2 Customer-related processes
The organization shall determine and review the requirements of
each service required by its customers. Apart from business entities and
consumers as its clients, the Field and Head Offices shall give internal
customers equal importance in providing appropriate services to ensure
proper interactions as embodied in the process approach: Output of a
particular unit is input to another. Client requirements are outlined in
the General and MFO-focused Service Processes contained in the
Operations Manual.
Handling of Citizen Request is a process especially designed to
determine the needs of citizens as a whole. Service processes in the
operations manual include instructions on how to determine citizen
requirements on a per process basis.


QM 7. Service Realization
7.2 Customer-related processes
Review of requirements related to the services is typically done
during the planning process. On a need to know basis, the process of
Handling Citizen Request shall include review of the requirement of
each citizen.
To ensure the successful participation of target clients in its
programs, activities and projects, multi-media broadcasting shall be
made part of the processes of the organization, among all other forms
of communication, such as information dissemination through the
internet and printed materials. Customer feedback, whether verbally or
on paper, shall be dealt with utmost importance, being inputs to
planning, program implementation and as basis for providing
appropriate actions by management.

QM 7. Service Realization
7.3 Design and Development - refer to QM 1 Scope and Application
(Exclusion)
7.4 Purchasing
As a public sector organization, purchasing in the RODG shall be in
accordance with R.A. 9184 or the Government Procurement Reform Act and
other regulatory provisions related to the procurement of goods and services.
Principles of transparency, cost-efficiency and effectiveness shall be observed
in the process of procuring goods and services.
The minimum reliability requirements that the supplier must meet shall be
clearly defined in the Purchase Order (PO) or Work Order (WO). Supply
Officers shall maintain a record of evaluation of suppliers based on established
criteria.
Property Inspectors shall inspect the goods delivered to the office as to its
completeness and whether it meets the requirements defined in the Purchase
Order or Work Order.

7.4 Purchasing
As a public sector organization, purchasing in the RODG shall be in
accordance with R.A. 9184 or the Government Procurement Reform Act
and other regulatory provisions related to the procurement of goods
and services. Principles of transparency, cost-efficiency and
effectiveness shall be observed in the process of procuring goods and
services.
The minimum reliability requirements that the supplier must meet
shall be clearly defined in the Purchase Order (PO) or Work Order (WO).
Supply Officers shall maintain a record of evaluation of suppliers based
on established criteria.
Property Inspectors shall inspect the goods delivered to the office as
to its completeness and whether it meets the requirements defined in
the Purchase Order or Work Order.

QM 7. Service Realization
7.5 Control of Service Provision
The operations manual of RODG Head Office, Bureaus and Regional
Offices shall include Process Control Sheets such as:
a) Service Process Control Sheets (per MFO)
b) General Process Control Sheets (applicable to all MFOs); and
c) Mandatory Process Control Sheets (as required by the standard and
applicable to all MFOs)

QM 7. Service Realization
7.5 Control of Service Provision
These Process Control Sheets shall serve as the definitive control of
service provision (see Figure 1.3). It shall include the following:
a)Title;
b)Scope and Purpose;
c)Responsible Persons;
d)Flowchart of the Activity;
e)Quality Measures and References;
f) Process Activity Details (includes specific policies, instructions and
guidance);
g)Definition of Terms; and
h)Records required at the end of the activity.

QM 7. Service Realization
7.5 Control of Service Provision
Indicates the persons
responsible and
accountable for the
process.
Indicates the extent of
the coverage of the
service from beginning
to end.
Document Control
Process
Indicates the Quality
Measures the process
intend to achieve.
References needed for
the process is also
indicated in this box.
E.g. laws, guidelines,
AOs, DOs and etc.
The reason why the
process is to be
conducted.
Indicates the
sequential flow of
activities in the
process.
Terms used in the
process including
acronyms used are
defined here.
This portion provides details for each activity indicated in the box. Details include specific policies, suggestion and
informative statements.
Statements containing the word shall indicates a specific policy.
Statements containing the word may indicates a suggestion.
Where neither of the word exists, it indicates an informative statement.
Enumerates the records
to be maintained after
each process.
Signifies
Management
Responsibility for
the process.
QM 7. Service Realization
7.5 Control of Service Provision
Determination of Client Requirements
In cases where deficiencies cannot be verified by subsequent monitoring or
measurement during activity proper, management shall ensure that materials,
procedures, staff complement and other control measures should be
appropriately planned and reviewed, and validation of processes done vis--vis
preparations in implementing PAPs. Indicators/parameters would include:
a) Specific aims/objectives;
b) Specific equipment and information materials required;
c) Qualification of resource persons; and
d) Specified evaluation method.

For DTI services, validation of results of processes can be generally verified
through monitoring and measurement. Examples of validation include Sales
Monitoring Report for Trade Fairs, Market Matching Forms for business
matching and etc. Validation of processes shall be included in every service
process.

QM 7. Service Realization
7.5 Control of Service Provision
Identification and Traceability
RODG shall institute a system of identifying and tracing relevant
information in its processes, including:
a) Coding, as instituted in various electronic systems;
b) Business regulation certificates, licensing and permits;
c) Case dockets;
d) Service manuals; and
e) Equipments and facilities.

Coding system for Quality Documents and Quality Records are
specified in this Quality Manual and in the Document Control Process
and Records Control process in Operations Manual.

QM 7. Service Realization
7.5 Control of Service Provision
Citizen Property
The RODG shall identify, verify, protect and safeguard all citizens
properties that are integrated into the RODG services. These shall include
client information, documents submitted to RODG, product samples, among
others. Appropriate controls shall be instituted, including inventory and
distribution, in accordance to existing rules and regulations. Personal
information of clients shall be treated with utmost confidentiality.
All customer properties shall be safeguarded from unauthorized use or
withdrawal.

In cases where part of the service is the handling of products for delivery to
intended clients, i.e. (1) business and market matching, and (2) product
sampling as a result of Consumer Welfare-related monitoring, proper handling
shall be observed to ensure that the products retain their original state upon
reaching destination, as such would be crucial in determining the outcome of
the process.

QM 7. Service Realization
7.5 Control of Service Provision
Citizen Property
The RODG shall identify, verify, protect and safeguard all citizens
properties that are integrated into the RODG services. These shall include
client information, documents submitted to RODG, product samples, among
others. Appropriate controls shall be instituted, including inventory and
distribution, in accordance to existing rules and regulations. Personal
information of clients shall be treated with utmost confidentiality.
All customer properties shall be safeguarded from unauthorized use or
withdrawal.

In cases where part of the service is the handling of products for delivery to
intended clients, i.e. (1) business and market matching, and (2) product
sampling as a result of Consumer Welfare-related monitoring, proper handling
shall be observed to ensure that the products retain their original state upon
reaching destination, as such would be crucial in determining the outcome of
the process.

QM 7. Service Realization
7.6 Control of monitoring and measuring devices
Monitoring and measuring equipment shall include those being used
in consumer welfare activities, such as enforcement of Fair Trade Laws.
These devices are used to measure the weight, length, width and
thickness of products subject to regulation by the Bureau of Product
Standards for the protections of consumers. Examples of which include
deformed steel bar, angle bar, cement, LPG, metal sheet and plywood.
These consist of calipers and weighing scale, among others. The
organization shall ensure that calibration is undertaken, according to the
period required, to ensure that monitoring reports are accurate.

QM 8. Measurement, Analysis and Improvement
General
Monitoring and Measurement
The RODG shall plan and implement its system for the monitoring,
measurement, analysis and improvement of it services:
To ensure client satisfaction through the delivery of quality service;
To demonstrate and ensure compliance to all existing statutory
and regulatory requirements;
To continually improve the effectiveness of its operation; and
To ensure conformity to the International Standard.
QM 8. Measurement, Analysis and Improvement
a. Monitoring and Measuring Client Satisfaction
The use of client satisfaction feedback (CSF) forms serves as a
primary tool in monitoring and measuring client satisfaction. It shall be
integrated in all DTI service processes as applicable. Bureaus and
Regional Offices shall develop forms suitable for each service process. A
system of tabulating the CSF forms shall also be formulated.
The following may also be resorted to in monitoring and measuring
client satisfaction:
a) Focus Group Discussions
b) Conduct of Survey
c) CSC required forms (Mamamayan Muna Forms)
d) Walk-in and mailed citizen complaints
e) Quad-media Reports and
f) Awards and Recognitions received
QM 8. Measurement, Analysis and Improvement
b. Monitoring and Measurement of Service Processes
The Results-based Monitoring and Evaluation Diagram will show the
relationships between the processes of various operating units, their
programs, activities and projects (PAPs), and various monitoring and
evaluation tools. It emphasizes on the various parameters which are
important in Results-based Management (RBM), which would be
essential in the planning process.
Foremost, customer requirements, both internal and external, shall
be the basis of setting quality objectives, which will then be the
benchmark to ascertain the attainment of targets in the activity/input,
output and outcome levels, as presented in the Work Breakdown
Structure (WBS). The role of management shall be critical in
determining the effectiveness of PAPs as reflected in accomplishment
reports and other records such as those generated through internal
audits and evaluations made by Management Audit Units.
QM 8. Measurement, Analysis and Improvement
Figure 8. Results-Based Monitoring and Evaluation Diagram
Bureau/Regional Programs
Activities Projects
Province/ City
PAPs

Bureau/Regional Annual
Physical Targets

Division, industry cluster PAPs Division/ Individual
Targets
Province/ City
Annual Physical
Targets
Province/ City
Physical
Accomplishments
Bureau/Regional Physical
Accomplishments
(SCORECARD)
Post Activity Reports
Work and Financial Plan (WFP)
Accomplishment Report
Quality Objectives
(Target)

Quality Objectives (Result)

Quality Objectives
EFFECTIVE?
YES
Action: ADAPT and/or AIM HIGHER
-Effective PAPs are to be adapted in succeeding years plan.
-Increase in Targets may be considered.

Action: ADJUST or ABANDON
-Tagged as Unmet Target and shall undergo Nonconformity and Corrective Action
Process.
-PAPs shall either be adjusted to become effective or abandoned if completely
ineffective.
NO
Customer Requirements
QM 8. Measurement, Analysis and Improvement
b. Monitoring and Measurement of Service Processes
The Quality Objectives established for all service processes
shall be given utmost consideration in developing programs,
activities and projects (PAPs). PAPs that would yield higher
significant contribution to the attainment of Objectives shall
be prioritized. Divisions or Units shall prepare Annual Work
and Financial Plans (WFP) stating their PAPs and Physical
Targets for the year. Plans shall then be consolidated per
province, region or bureau, and will serve as input to the
RODG Workplan. Physical Accomplishments (Scorecards)
shall be reported on a monthly, quarterly or annual basis, as
required by Head Office.
QM 8. Measurement, Analysis and Improvement
b. Monitoring and Measurement of Service Processes
Based on the WFP, each province or city shall prepare their
quality objectives target and measured against the quality
objective results based on the Accomplishment Report
(Scorecards). This serves as the primary measurement of the
effectiveness of PAPs and Service Processes. Effectiveness or
ineffectiveness of PAPs as determined will serve as inputs to
the planning process. As a policy, PAPs which are found to be
ineffective ARE CONSIDERED NON-CONFORMITIES and shall
undergo the Nonconformity and Corrective Action Process.
The PAPs could either be adjusted to become effective or
completely abandoned if found to be ineffective.
QM 8. Measurement, Analysis and Improvement
c. Internal Quality Audits
In principle, Internal Quality Audit (IQA) is a value-adding
activity in measuring the effectiveness of the service
processeses in an impartial and objective manner. It triggers
improvements by identifying nonconformities within the
system and properly addressing them through corrective
actions. Opportunities for Improvement are also part of
auditing to facilitate improvement in operations.
Each office under RODG shall compose its own Internal
Quality Audit (IQA) Team, under the supervision of the
RQMRs/BQMRs. Competence through training and
experience shall be considered in selecting members of the
team.
QM 8. Measurement, Analysis and Improvement
c. Internal Quality Audits
The Chair of the Internal Quality Audit Team shall prepare
an annual Audit Programme stating all the audit activities for
the year. Lead Auditor/s shall be selected to conduct audit in
various operating units, and will be responsible in crafting
audit plan/s, based on the audit programme, specifying the
audit criteria, audit objective, service processes to be audited,
schedules, reference standards to be used and individual
assignments of auditor/s who will be part of a particular
team.
In order to uphold independence and objectivity in the
conduct of the audit, in no case shall any auditor be assigned
to audit his/her own work.
QM 8. Measurement, Analysis and Improvement
c. Internal Quality Audits
Since Internal Quality Audit is a process in itself and must
also be part of the audit, a competent auditor who is not a
member of the IQA Team shall be designated to audit the IQA
Process.
Process for Internal Quality Audit is defined in the
Operations Manual of each office under the RODG.
QM 8. Measurement, Analysis and Improvement
8.3 Control of Nonconforming Services
Continual improvement in a management system is best
achieved when nonconformities or problems are identified and
properly addressed. Hence, it is imperative that the
organization shall provide immediate actions to nonconforming
services to prevent further impairment and ensure that the
same will not recur through subsequent monitoring or follow-
up.
A nonconformity is defined as a non-fulfillment of
requirement or standard set by a policy, work plan or service
process. Nonconformity may also include complaints received
from citizens. Unmet targets are automatically considered as a
nonconformity in order to properly evaluate the effectiveness of
programs, activities and projects being implemented.
QM 8. Measurement, Analysis and Improvement
8.3 Control of Nonconforming Services
Classification and Sources of Nonconformity.
a) System Incident - a nonconformity that arises out of day-to-day
operations arising out of as a result of non-fulfillment or deviations from
a policy, work plans, procedure, work instructions and process charts.
b) Complaint a nonconformity that arises out of a complaint by a
citizen. A citizen is a natural or juridical person that pays for and/or
receives a service from DTI 12 and considered as the ultimate
beneficiary of the service.
c) Internal Quality Audit a nonconformity that arises out of findings
from Internal Quality Audit (IQA) as a result of a non-fulfillment of an
audit criteria.
d) Unmet Targets a nonconformity that arises whenever a physical
target set for a particular period is not accomplished.
The process of identifying and documenting nonconformities is
defined in the Operations Manual of each office under RODG.
QM 8. Measurement, Analysis and Improvement
8.4 Analysis of Data
The principle of Factual Approach to Decision Making is best
practiced by implementing data analyses. Data analyses include, but
not limited to the following:
a) Results of Citizen Satisfaction Feedbacks (CSFs) shall be analyzed.
Analysis of CSF shall include comments from citizens. The result of the
CSF analysis shall be considered as an input during the planning session
for the next year. Citizen feedbacks may also be reflected through post-
activity effectiveness surveys/interviews. .
b) During planning workshops, annual trends shall be analyzed for
target setting. Trends shall include external factors that affect the
provision of service, and operational considerations important to
realistic setting of targets.
c) As input to planning, physical accomplishments shall be properly
analyzed and considered. Factors affecting the attainment, under or
over achievement of targets would be relevant in all stages of planning.
QM 8. Measurement, Analysis and Improvement
8.5 Improvement
Continual Improvement shall be the primary motive of RODG in
implementing its QMS. It will be achieved thru the following:
a)Setting of Quality Objectives Quality Objectives for each service
process are set as part of planning the PAPs. Quality objectives shall
reflect improvements that are envisioned to be achieved through
time.
b)Monitoring & Measuring Results on a periodic basis, result of each
service processes are measured against the Quality Objectives set. If
achieved, then it means that the process is effective and should be
continued for adoption or improved for maximization of benefits. If
not achieved, it will be identified as Nonconformity, thereby causing
the need for Corrective Actions.
c)Control of Nonconformity and Corrective Action deviations from
plans, policies, or requirements are identified and addressed by
trying to eliminate the root cause of the deviation.
QM 8. Measurement, Analysis and Improvement
8.5 Improvement
Continual Improvement shall be the primary motive of RODG in
implementing its QMS. It will be achieved thru the following:
d) Internal Quality Audit a tool where each service process is audited
in an objective and impartial manner. Audit Results reflects the
nonconformities identified and Audit Observations which contributes
to the improvement of each process.
e) Management Audit Evaluations and Recommendations The
availability of Management Audit Units is a value-adding component
to management to determine organizational efficiency and service
effectiveness. Reports made by the Management Audit Analyst
(MAA) or MAA-designates, which would include analyzing operating
procedures, their efficiency and effectiveness, and applicability and
acceptability to both internal and external customers, will form part
of the QMS continual improvement process. A service process for
this is defined in the Operations Manual.
QM 8. Measurement, Analysis and Improvement
8.5 Improvement
Continual Improvement shall be the primary motive of RODG in
implementing its QMS. It will be achieved thru the following:
f) Data Analysis nonconformities are analyzed thru Root Cause
Analysis in order to prevent its recurrence. Data analysis is also useful
in setting targets by analyzing past years trends. Further, it assists in
evaluating PAPs in order to make informed decisions as to what
activities should be prioritized.
g) Management Reviews meetings that serve as an avenue for
discussing solutions to identified problems or nonconformities,
evaluating results of each process.
QM 8. Measurement, Analysis and Improvement
8.5 Improvement
Corrective Action.
Bureau and Regional Offices shall ensure that appropriate actions
are taken to address the nonconformity. Corrections shall be
implemented without undue delay to correct the nonconformity and
Corrective Actions shall be done to address the ROOT CAUSE of the
nonconformity taking into account the prevention of recurrence of the
nonconformity.
The documented process for corrective action is specified in the
Operations Manual of the Bureau and Regional Offices.

QM 8. Measurement, Analysis and Improvement
8.5 Improvement
Figure 9. Corrective Action Framework
QM 8. Measurement, Analysis and Improvement
8.5 Improvement
Preventive Action.
Bureau and Regional Offices shall ensure that appropriate actions
are taken to prevent the occurrence of potential nonconformities.
Potential nonconformities are possible non-fulfillment of a requirement
or standard set by a policy, work plan or established procedures or
services processes. The documented process for preventive action is
specified in the Operations Manual of the Bureau and Regional Offices.
QM 8. Measurement, Analysis and Improvement
8.5 Improvement
Figure 9. Preventive Action Framework