EVALUATING CLIENT-CENTERED QUALITY MANAGEMENT BASIS FOR IMPROVEMENT PLAN

Abstract

This study evaluates client-centered quality management as a foundation for developing an improvement plan in compliance with ISO 9001 standards. It offers insights across key dimensions of the Quality Management System, including customer focus, continuous improvement, evidence-based decision-making, and leadership commitment. A descriptive quantitative research design was adopted, involving fifty (50) randomly selected clients of the Philippine Statistics Authority. Data were primarily gathered using structured survey questionnaires. This study evaluated the client-centered Quality Management System (QMS) of the Philippine Statistics Authority (PSA), focusing on four key dimensions: Customer Focus, Continuous Improvement, Evidence-Based Decision-Making, and Leadership Commitment. Findings revealed that while respondents generally acknowledged the presence of these QMS principles, several areas still require significant enhancement. Customer Focus received the lowest weighted mean of 10.48, indicating a critical need for improved responsiveness and client engagement. In contrast, Continuous Improvement earned a score of 12.74, reflecting satisfaction with ongoing enhancements in service delivery. Evidence-Based Decision-Making was rated highly, with a mean of 3.28, suggesting effective use of data in operational decisions. Leadership Commitment garnered a score of 12.56, showing moderate agreement but signaling the need for stronger visible support from leadership. While gender did not significantly influence perceptions, both age and service type showed notable variations in client satisfaction, with older respondents and users of specific services reporting different experiences. The study recommends prioritizing service efficiency, strengthening leadership visibility and accountability, and enhancing digital communication and feedback systems to promote continuous client engagement and alignment with ISO 9001 standards. In conclusion, while competitive digital and automated self-service information systems are widely adopted, some clients remain dissatisfied with their use. Age plays a pivotal role in shaping client satisfaction: younger and middle-aged clients generally exhibit greater ease and confidence in navigating Quality Management Systems, leveraging technological tools effectively. In contrast, older clients tend to prefer traditional, manual processes and often encounter difficulties in fully recognizing and benefiting from the innovations introduced by modern technological advancements within the QMS. This generational divide highlights the need for tailored approaches that accommodate diverse user capabilities and preferences to ensure inclusive and effective quality management.