905R93101
1
00734
CONTINUOUS QUALITY
IMPROVEMENT
GREAT
LAKES
NATIONAL
PROGRAM
OFFICE
ICFINCORPORATED
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AGENDA
GLNPO CQI Follow-up Workshop
Chicago, October 31, 1989
Time Subject Reference
9:30 Welcome Agenda
- Opening remarks
- review of agenda
9:45 What have we accomplished so far?
- Briefings by project leaders
- List tools used
- List obstacles encountered
10:45 Break
11:00 What have we accomplished... (cont'd)
12:00 Lunch
1:00 Building a better tool box. Additional CQI Tools
- Review tools from a.m. briefings. (Handout reference)
- Other tools and where to
learn more about them
1:30 Putting the C into CQI Maintaining continuity
- Maintaining momentum and (Handout reference)
continuity
- Obstacles to continuity
- Approaches/techniques for
maintaining continuity
- Where to learn more
2:00 Getting it all together Presidential Award
- The Baldrige and Presidential Criteria (Handout
Award criteria: guides to a reference)
Continuous Quality Improvement
program for GLNPO
2:30 Wrap-up
3:00 Adj ourn
u S. Environmental Protection Agency
GLNPO Library Collection (PL-12J)
77 West Jackson Boulevard,
Chicago, IL 60604-3590
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CRITERIA
This submission roust be able to stand on its own. Answers
to each item should be fully responsive, and assume no prior
knowledge of the organization by the examiners. Responses should
be concise, factual, and where possible quantitative.
1. QUALITY ENVIRONMENT (10 points)
The Quality Environment category examines how the senior
management of the organization creates and sustains a clear
and visible quality value system to guide all activities of
the organization.
a. Describe the roles of the key executives in the quality
improvement effort. Include specific examples of
visible and personal executive involvement in the
development of an effective quality culture.
b. Summarize the organization's policy on Quality and
Productivity Improvement and describe how "ownership"
of the policy by management was accomplished and how it
is reinforced.
c. Describe how the organization communicates its quality
vision to all employees.
d. Describe how quality and productivity management
responsibilities are integrated into the organization's
planning process and how these plans are managed on a
routine operational basis.
e. Give specific examples of expenditures on quality and
productivity improvement efforts.
2. QUALITY MEASUREMENT (10 points)
The Quality Measurement category examines the scope,
validity, use, and management of data and information that
underlie the organization's quality system.
a. Describe the organization's quality-related measures
and indicate the type of information it contains
relating to customers, suppliers, internal operations,
products or services.
b. State the most significant changes in the types of
information the organization collects now compared to
the period prior to starting a quality improvement
process.
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c. Describe how the organization uses the information it
collects. Give specific examples.
d. Describe how the organization ensures that key data are
accurate, timely and available to those who need it.
3. QUALITY IMPROVEMENT PLANNING (10 Points)
The Planning category examines the extent to which quality
and productivity considerations are taken into account in the
planning process. Particular emphasis is placed on how and when
information about customer requirements and satisfaction are
identified and used for planning purposes.
a. Describe the short-term and long-term goals for quality
and productivity improvement, the process for
establishing these goals, and the means to ensure they
are implemented.
b. Briefly summarize specific plans for quality and
productivity improvement, identifying key priorities
for short-term and long-term improvement.
c. Describe specifically how customer requirements and
feedback are taken into account in the planning process
to improve existing products and services.
4. EMPLOYEE INVOLVEMENT (10 points)
The Employee Involvement category examines the effectiveness
and thoroughness of employee involvement in quality and
productivity improvement.
a. Summarize the means available for employees to
contribute to quality and productivity improvement,
especially as it involves team activity.
b. Discuss data related to current employee involvement
efforts, such as percent participation in each type of
involvement described above, number of teams operating
during the past year.
c. Describe plans to expand involvement of employees.
5. TRAINING FOR QUALITY IMPROVEMENT (10 points)
The Training category examines the effectiveness of the
organization's efforts to develop and utilize the full
potential of the workforce for quality improvement.
a. Describe the types of quality and productivity
management training provided for senior management.
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Provide the number of managers and supervisors who
received this training and the total number who are
eligible.
b. Describe the types 6f quality and productivity
improvement training provided for employees. Provide
the number of employees who received each type of
training and the total number eligible for each.
c. Relate the current and future training program to the
planning objectives.
6. EMPLOYEE RECOGNITION (10 points)
The Recognition category examines the extent to which the
organization's management uses rewards and incentives to
recognize employees who improve quality and productivity.
a. Describe how employee contributions to quality and
productivity improvement are evaluated and recognized.
Indicate whether and how team recognition is used.
b. Give the percentage of employees who received rewards
and recognition in FY 1988, compared to the period
prior to initiating a quality improvement process.
7. CUSTOMER FOCUS (15 points)
The Customer Focus category examines the organization's
customer service systems, knowledge of the customer,
responsiveness and ability to meet requirements and
expectations.
a. Describe the methods used for obtaining customer
feedback and a knowledge of customer expectations.
b. Describe how the organization analyzes customer
feedback and complaints and translates them into
corrective action.
c. Describe the organization's service goals, how they are
set and modified.
d. Summarize the results of the past year or two
indicating quantitatively the level of customer
satisfaction with the quality of services.
8. RESULTS OF QUALITY IMPROVEMENT EFFORTS (25 points)
The Results category examines the measurable and verifiable
results of the applicant's quality and productivity
improvement practices. Data tables and graphs summarizing
trends and achievement may be utilized.
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a. Using all key measures for assessing the quality,
timeliness, and cost-effectiveness of products/service,
summarize results of the past two years (longer, if
available). Include in-process (e.g., percent rework)
as well as end-item measures.
b. Summarize briefly five projects that illustrate the
breadth and effectiveness of the organization's quality
improvement activities.- These projects should
illustrate the techniques and methods used by the
organization to achieve continuous improvement, and
should have demonstrable results.
c. Summarize the findings of the organization's most
recent program evaluation, and when it occurred, to
provide information on whether the program's mission is
being achieved.
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FOR MORE INFORMATION
Barra, Ralph. Putting Quality Circles to Work: A Practical Strategy for
Boosting Productivity and Profits. Quality Press, 1983.
Barry, Thomas J. Quality Circles: Proceed with Caution. Quality Press, 1988.
Christopher, William F. Productivity Measurement Handbook. Productivity
Press.
Crosby, Philip B. Quality is Free: The Art of Making Quality Certain. New
York: McGraw-Hill, 1979.
Deming, W. Edwards. Out of the Crisis. Massachusetts Institute of Technology,
1986.
Feigenbaum, A.V. Total Quality Control: Engineering and Management. New
York: McGraw-Hill, 1961.
Gitlow, Howard, and Shelly Gitlow, Alan Oppenheim and Rosa Opperiheim. Tools
and Methods for the Improvement of Quality. Quality Press, 1989.
Imai, Masaaki. Kaizen. Random House Business Division, 1986.
Ishikawa, Kaoru. Guide to Quality Control. Tokyo: Asian Productivity
Organization, 1976.
Ishikawa, Kaoru. What is Total Quality Control?. Prentice-Hall, Inc., 1985.
Juran, Joseph M. Juran on Planning for Quality. The Free Press, 1988.
Lawler, Edward E., III. High Involvement Management. Quality Press, 1986.
Mizuno, Shigeru (ed.). Management for Quality Improvement: The 7 New QC
Tools. Productivity Press, 1988.
Nemoto, Massao. Total Quality Control for Management. Prentice-Hall, Inc.,
1987.
Schonberger, Richard J. Japanese Manufacturing Techniques. The Free Press,
1982.
Stratton, A. Donald. An Approach to Quality Improvement That Works: With an
Emphasis on the White-Collar Area. Quality Press, 1988.
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FEDERAL QUALITY AND PRODUCTIVITY RESOURCE CENTER
Federal Quality Institute
Federal Quality and Productivity Resource Center
Mailing Address: Location;
P.O. Box 99 440 G Street, N.W.
Washington, D.C 20044-0099 Pension Building, Room 333
Washington, D.C
Jeff Manthos, Center Director - (202) 376-3753, (FTS) 376-3753
Purpose
To provide information on total quality and productivity management, primarily to the Federal sector.
Particular area of emphasis is on Federal productivity and improvement in service delivery.
Special Services
The Federal Quality and Productivity Resource Center provides individualized information packages and/or
referral services, based on the inventory of items listed below and staff expertise.
QUALITY AND PRODUCTIVITY IMPROVEMENT PROGRAM
o General Guidelines and Reports*
Executive Order 12367, Productivity Improvement for the Federal Government
OMB Circular A'132, Federal Productivity and Quality Improvement in Service Delivery
OMB Concept Papers on Productivity Measurement and Specifying Program Functions
Management of the U.S. Government, FY90 Report
The Federal Productivity Improvement Effort; Current Status and Future Agenda (Spring 1988)
Quality Improvement Prototypes/Case Studies
Building a Quality Focus in Government Conference Proceedings June 1-2, 1988,
Overcoming Barriers to Productivity: An Agency Call To Action
How to Develop Quality Measures that are Useful in Day to Day Management (January 1989)
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o Federal Productivity Measurement (Special studies; ELS Summary Data and Output Indicators)
o Joint Financial Management Improvement Program Publications
o President's Council on Management Improvement Reports
Improving Federal Productivity: An Inventory of Agency Examples
Measuring Administrative Services: Assessing and Improving Productivity
An Inventory of Shared Administrative Support
A Guide for Sharing Administrative Support
Case Studies of Shared Administrative Support
o President's Council on Integrity and Efficiency Progress Reports
o BLS Bulletins
o GSA Handbooks
o White House Conference on Productivity Report
o Exemplary Project Series/Agency Case Studies
o GAO Reports on Productivity
o Quality and Productivity Articles on the Following Topics
Total Quality Management
Quality Improvement
Productivity Management
Productivity Measurement
White Collar Productivity
Gainsharing
Productivity Trends (Limited)
Automation and Technology (Limited)
o Quality and Productivity Bibliographies
o Employee Involvement
Participative Management
Quality Improvement Teams
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Quality Circles
Incentive Program Articles
o Labor-Management Handbooks and Articles
o National Center for Productivity and QWL Publications
o Best Sellers and Reference Books on Quality and Productivity available on loan.
o Videotapes on Quality and, Productivity available on loan.
Productivity and Pride Format: 3/4' Commercial, Length: 14 minutes, 22 seconds.
A Passion for Excellence. The Obsessive Pursuit of a Dream. Tom Peters. Format: 3/4
Commercial, Length: 63 minutes.
Productivity and Pride Video Conference (May 1) USDAIOMB. Format: 1/2" VHS, Length:
Approx. 60 minutes.
Deminc Why Productivity Increases as Quality Improves. MIT Video Course. Format: 3/4"
Commercial, Length: 55 minutes.
Deminp Quality and Productivity in Service Organizations. MIT Video Course. Format:
3/4" Commercial, Length: 47 minutes.
Deminp The 14 Steps Management Must Take. I. MIT Video Course. Format: 3/4"
Commercial, Length: 55 minutes.
Deminp Roadmap For Change. Format: 3/4" Commercial, Length: 29 minutes
Denting. The 14 Steps Management Must Take. II Obstacles to Success. I. MIT Video
Course. Format- 3/4" Commercial, Length: 58 minutes.
Team Building. Format: 3/4" Commercial, Length: 30 minutes.
OPMITBM White CoQar Quality Processes Seminar. Tom Barry. Format: 1/2" VHS, Length:
Approx. 4 1/2 hours.
'Labor Management,'' The City of New York - Department of Sanitation. Format: 1/2" VHS,
Length: 60 minutes.
Juran on Quality Leadership. 1/2" VHS, Length: 45 minutes.
The Greatest Management Principle. The Basics. Format 1/2" VHS, Length: 16 minutes.
Meetint of Quality Experts fOct 14th). Format: 1/2" VHS, Length: Approx 1 1/2 hours.
Quality Measures Workshop (Feb. 9th. 1988). Format: 1/2" VHS, Length: Approx. 2 hours.
TOM. Strategy for Success. Format: 3/4" Commercial, Length: 24 minutes.
In Pursuit of Quality. Format: 3/4" Commercial, Length: 15 minutes.
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Journey Towards Quality. Format 1/2" VHS, Length: 15 minutes.
Team Excellence. Format 1/2" VHS, Length: 30 minutes.
Creating Customer Commitment Format 1/2* VHS, Length: 30 minutes.
Innovation. It's Worth the Risk. Format 1/2* VHS, Length: 25 minutes.
Leadership Alliance, Format 1/2 " VHS, Length: 60 minutes.
Fees
The Center's services are free of charge.
Operating Hours
Normal hours are from 8:00 aan. - 430 p.m., Monday through Friday.
Visitors
Visitors to the Center should call in advance for appointment If coming by Metro, Judiciary Square, F
Street exit is the nearest subway stop. The entrance of the Pension Building, where the Center is located,
is between 4th and 5th Streets on F Street, N.W.
Authorization
OMB Circular A-132, Section 11.
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U.S. Environmental Protection Agency
GLNPO Library Collection (PL-12J)
77 West Jackson Boulevard,
Chicago, IL 60604-3590
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