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French school examination centre passes the ISO 9001 test

by Flavie Bondois

Maison des Examens ("House of Exams"), the French school examination centre for the Ile-de-France region, has achieved something of a cultural and organizational revolution by implementing ISO 9001 to modernize processes and change mindsets.

Each year, over 400 000 students in the Ile-de-France region sit French state education system baccalaureate and entrance examinations organized by the Maison des Examens, or SIEC (Service Interacadémique des Examens et Concours).

In September 2005, SIEC management decided to pursue an ISO 9001:2000 quality approach to modernize its work processes and change established mindsets, and by May 2007 was successfully certified to the international quality management system (QMS) standard.

As a tribute to its achievement, a joint modernization audit report by the French Ministries of Finance and Education cited the Maison des Examens as an example of how to implement modernization initiatives and make productivity gains.

Changing mindsets

Due to its size and the volume of candidates it handles, the Maison des Examens operates via industrialized processes and is required to produce measurable results. As a consequence, we decided that an ISO 9001:2000-based quality approach would suit our need for modernized work processes.

In addition, we wished to change the “user” perception of SIEC, and also encourage employees to challenge their vision of the organization, and their own contributions. Indeed, beyond changing work processes, the purpose of QMS implementation was also to change mindsets.

Initially, our quality approach was to implement a QMS using the general principles of ISO 9001:2000, without immediately seeking certification. First and foremost, we wished to carry out an in-depth modernization strategy with the full commitment of all staff. The principles of the International Standard helped to provide the framework and direction for the modernization project. Certification came later.

One of the most important objectives was to convince managers to revise their vision of the SIEC administration, so that it would be seen as no longer compelling its users but instead, as negotiating with its partners. And also that it would be sympathetic to the expectations of its “clients” or beneficiaries. Change enablement was thus at the heart of our project.

Employee involvement

By November 2006, and because of their individual commitments to the task, each employee had fully justified the management’s intention to apply for ISO 9001:2000 certification. The achievement was the result of an 18 month investment strategy, and provided formal recognition of the quality of their work.

This was somewhat unusual for a public administration, where traditionally employees are little consulted, but it was an essential step in overcoming the challenges of certification.

One of the first measures the management and quality team used to win such support was to communicate extensively with staff members and encourage them to participate in quality improvement task forces. As a result, more than 50 % took part in departmental and organization-wide projects during the first year.

Staff members continue to participate in task force duties after annual management reviews. They are at the heart of our activities, and provide the stimulus for problem solving and new ideas. They are also aware that the task force responsibilities apply uniformly to all departments, and that it is preferable they should express their opinions rather than be subjected to decisions. It is a win-win situation for both managers and staff.

Enshrining quality

We find the implementation of continual improvement projects relatively easy because quality is now enshrined in SIEC work processes and employee’s minds, creating horizontal core work processes that apply to all examinations. But creating such quality indicators required a true change enablement policy.

As regards process implementation, we had to adapt a standard initially drafted for the industrial sector to the needs of a public service, and popularize a somewhat unfamiliar vocabulary.

The implementation of activity monitoring indicators drastically changed the role of managers who had to learn to manage differently, and monitor their activities in a more coordinated and rigorous manner.

Identifying nonconformities in order to implement corrective actions also involved persuading examiners to comply, since they tend to be wary of acknowledging problems.

Similarly, the creation of satisfaction survey mechanisms with candidates and with our partners (teachers and principals) triggered off something of a cultural revolution. But even if the term “client” still meets psychological barriers among staff, the principles of service “beneficiaries” and “partners” have been formally accepted.

A transformation

ISO 9001:2000 certification has enabled the Maison des Examens to undertake a philosophical and organizational transformation.

It has been a philosophical transformation because we have changed the way we look at our “clients”, the role of the Administration, and our work methods. And it has been an organizational and practical transformation since we have revised our entire structure.

Consequently, managing and monitoring the quality of our activities has helped us anticipate schedules better, and spread activities evenly over the year. Any unforeseen circumstances likely to affect professional or competitive entrance exam sessions can now be taken into consideration much more easily.

In addition, we can now manage very large numbers of candidates while offering customized services to meet the individual needs of our beneficiaries and partners. For example, we anticipated a sudden increase in the number of disabled candidates registering for exams, and we can now offer them highly customized services — e.g. exam questions in Braille, special rooms for major disabilities, and the provision of secretaries and speech therapists.

The transformation of our working relationships with partners has given us greater peace of mind when facing problems during exam sessions. It has also helped us in managing any potential social discontent, the effects of which can go beyond the exam room and have repercussions on our activities.

Significant benefits

ISO 9001:2000 certification has brought significant benefits, even if the processes of implementation and QMS maintenance require considerable input. Ensuring continuity of such a quality approach requires constant commitment from managers, and daily monitoring by all staff.

However, this is facilitated by the requirements of the standard that all processes should be regularly audited both internally and externally. Following our most recent audit in May 2009, the principles of the latest ISO 9001:2008 are now embedded in our global strategy, and guide our decision making processes. Certification renewal every three years is also a guarantee of QMS sustainability. Maison des Examens will apply for renewal in 2010.

While the challenge of changing attitudes and work methods was met successfully in that the QMS approach is completely sustainable regardless of the people in place, the efficiency of such a system nevertheless requires strong commitment from both management and executives.

Beyond ISO 9001 certification, our management wishes to improve the modernization process further by implementing the Marianne Certification Programme aimed at certifying the quality policies of French state services such as reception procedures and facilities, phone answering techniques and written or e-mail correspondence.