Universiti Putra Malaysia (UPM) has long demonstrated its commitment to excellence through the implementation of the internationally recognized ISO 9001 Quality Management System. The ISO quality management system began at the Faculty of Veterinary Medicine, which successfully obtained certification on 7 July 2000 with Certificate No. AR2020. Later, this quality management process was implemented in phases and continuously until the entire UPM was certified through a structured, consistent and continuous approach as the basis for the implementation of the university's main functions — teaching and learning, research, and professional services.

The implementation of this ISO quality system is based on the University Quality Policy, as follows:

“Employees of Universiti Putra Malaysia are committed to achieving excellence through the implementation of a quality culture in teaching and learning, research and support services to achieve the goals of the university’s strategic plan.

Employees of Universiti Putra Malaysia will always carry out their responsibilities in achieving the set quality objectives, as well as ensuring that these objectives are reviewed from time to time to be in line with the vision, mission and goals of UPM.”*

Through this policy, every UPM employee is ensured to not only understand their role in ensuring quality, but also to be actively involved in achieving results that have an impact and are in line with the university’s strategy. UPM continues to strengthen its quality culture through periodic internal audits, continuous review of objectives, and the implementation of continuous quality improvement (CQI) in all aspects of its operations.

Continuous Quality Improvement (CQI) is a structured and ongoing process that aims to improve the quality of services, systems or work products through the identification of continuous improvement opportunities and the implementation of actions based on data and performance analysis. CQI emphasizes a proactive approach in solving problems, not just waiting for audits or complaints to occur. The CQI culture is able to create a culture of excellence that encourages every university employee to constantly ask, “How can we do this better?” and then take action based on the information to increase value — whether in terms of time, cost, effectiveness or customer satisfaction. This is very much in line with the UPM Strategic Framework highlighted by YBhg. Dato’ Prof. Ir. Dr. Ahmad Farhan Mohd Sadullah, Vice Chancellor of UPM, which places among the UPM employees’ focus on delivering services that go beyond reach, the best learning and living experiences, and global fame.

Through his experience serving at the Sultan Abdul Aziz Shah Hospital UPM, the author found that there are practices that are practiced by medical practitioners that can support continuous improvement known as Continuing Medical Education (CME). Among the definitions of CME or Continuing Medical Education (CME) used by the Ministry of Health Malaysia, it refers to educational activities that help healthcare professionals update their knowledge and skills and keep up with evolving medical practices. This includes live activities, written publications, online modules, videos, and others. CME is a continuous learning process that drives clinical excellence and patient-centered care.[1] This practical training also strengthens cross-sector understanding (doctors, nurses, medical assistants, health care assistants) and creates a professional culture that is aligned with efficient clinical care. CME also needs to be recorded to ensure that health service practitioners and implementers can continue their services by maintaining an annual practice certificate (APC). This CME activity can be compared to CQI, but differs in terms of recording, implementation and broader scope.

All Responsibility Centers in universities need to also embrace the principles of CQI. Relying on audits as a trigger for quality action will create a reactive work culture. On the other hand, CQI forms a proactive, flexible and long-term improvement-oriented mindset. For those familiar with ISO standards, CQI is a more flexible and effective approach to cultivating quality.

This principle is also in line with Islamic teachings, especially the concept of itqan—that is, performing tasks carefully, perfectly and diligently. Prophet Muhammad SAW said:

“Indeed, Allah loves when a person does a job, he does it perfectly (itqan).”

(Hadith narrated by al-Baihaqi in Shu’ab al-Iman)

Therefore, quality should not only be focused on during an audit—it needs to be a culture and an ongoing effort. Continuous Quality Improvement (CQI) provides a framework for us to constantly improve, 

adapt, and act proactively to challenges in service delivery. This CQI spirit must also be implemented in the administrative and support environment. Reliance on audits alone will create a reactive work culture. CQI, on the other hand, encourages a dynamic, resilient, and improvement-oriented approach all the time.

Words of wisdom often attributed to Imam al-Ghazali and previous scholars read as follows:

“Whoever’s day is the same as yesterday, then he is a loser. Whoever’s day is worse than yesterday, then he is a wretched person. But whoever’s day is better than yesterday, then he is a successful person.”

These words are very much in line with the spirit of CQI—that is, improving day by day, even with small changes.

The author believes that by embracing the values ​​of itqan and CQI in the work culture, organizations are able to explore improvements and innovations that may not have been planned but emerged as a result of quality and viable processes. Rather than focusing solely on the number of Non-Conformance Reports (NCRs) or Opportunities for Improvement (OFIs), we also need to consider the volume and impact of CQI initiatives introduced and implemented—whether in terms of time, cost or process effectiveness.

Let us cultivate CQI not as an audit activity, but as a way of life in the workplace—where today's performance is better than yesterday, and tomorrow will be even better, in line with the principles of excellence that we have.

 

Mohd Nazri bin Md Yasin

Head of Administration Office of Deputy Vice Chancellor (Academic and International)

Date of Input: 21/05/2025 | Updated: 30/10/2025 | mnazrimy