Highway
 airfax, Virginia
. 22031-1207

 703/934-3000
ICF INCORPORATED
                 GLNPO CONTINUOUS  QUALITY IMPROVEMENT RETREAT
                                    Agenda


 Chicago  Hilton & Towers                        Thursday & Friday
 Chicago,  Illinois                              September 14 & 15, 1989
 Dav 1


  9:00  -   9:15    Why CQI at GLNPO?


  9:15  -   9:30    Review Agenda


  9:30  -  11:00    The CQI Approach?


 11:00  -  11:15    Break


 11:15  -  12:30    Overview of CQI Tools


 12:30  -   1:45    Lunch


  1:45  -   3:30    CQI Tools Continued


  3:30  -   3:45    Break


  3:45  -   5:00    CQI Tools Continued


  5:00  -          Meeting with Project Team Leaders



 Dav 2


  9:00  -  10:00    CQI Tools:  Review


 10:00  -   2:30    Workgroups Meet to Begin CQI  Projects  (with lunch)


  2:30  -   2:45    Break


  2:45  -   4:00    Briefings from Workgroups


  4:00  -   4:30    Where Do We Go from Here?


  4:30  -   4:45    Wrap-up

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1 THE COl APPROACH

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THE BIG THREE
TECHNOLOGY
ft: s :fl
MONEY
POWER
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FORD MOTOR COMPANY:
“QUALITY IS JOB 1”
—
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MOTOROLA:
“ZERO DEFECTS IN EVERYTHING WE Do”
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QUALITY IMPROVEMENT TECHNIQUES
Li W. EDWARDS DEMING
Li JOSEPH M. JURAN
u KAORU ISHIKAWA
Li PHILIP B. CROSBY
Li A. V. FEIGENBAUM
—
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Higher
Q
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y
U.S.
JAPAN
Lower
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50s
60s 70s
Years
80s
—
1
7,
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MALCOLM C. BALDRIGE
NATIONAL QUALITY AWARD CRITERIA
D LEADERSHIP
U INFORMATION AND ANALYSIS
i PLANNING
U HUMAN RESOURCE UTILIZATION
U QUALITY ASSURANCE
u QUALITY RESULTS
—
c i CUSTOMER SATISFACTION

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0MB QUALITY IMPROVEMENT PROTOTYPE
AWARD RECIPIENTS
EQUAL EMPLOYMENT OPPORTUNITY COMMISSION
(1988)
D NAVAL AVIATION DEPOT, CHERRY POINT, NC (1988)
U FEDERAL TAX DEPOSIT SYSTEM, IRS (1988)
U ONE-STEP ACCOUNT SERVICE, SAN FRANCISCO
DISTRICT OFFICE, IRS (1988)
u FRESNO SERVICE CENTER, IRS (1989)
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0
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0MB QUALITY IMPROVEMENT PROTOTYPE
AWARD RECIPIENTS
(CONTINUED)
u KANSAS CITY MEDICAL CENTER, VETERANS
ADMINISTRATION (1989)
U LEWIS RESEARCH CENTER, NASA (1989)
c i NAVAL PUBLICATIONS AND FORMS CENTER (1989)
U NORFOLK NAVAL SHIPYARD (1989)
U OGDEN SERVICE CENTER, IRS (1989)
—
0
0

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Continuous Quality Improvement
at EPA
eEPA
2
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THE PUBLIC SECTOR HAS STARTED TO:
U Focus ON THE CONTINUOUS IMPROVEMENT OF ITS
PRODUCTS AND SERVICES
Li IMPROVE QUALITY TO IMPROVE PRODUCTIVITY
U INVOLVE EVERYONE IN THE ORGANIZATION IN MAKING
CHANGE HAPPEN
—
2
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F )
CONTINUOUS QUALITY IMPROVEMENT
ci Focus ON THE CUSTOMER
i RELY ON THE EXPERTS
U IMPROVE PRODUCTIVITY BY IMPROVING QUALITY
u CONTINUOUSLY IMPROVE YOUR WORK PROCESSES

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CONTINUOUS QUALITY IMPROVEMENT
Focus ON THE CUSTOMER
u RELY ON THE EXPERTS
Li IMPROVE PRODUCTIVITY BY IMPROVING QUALITY
u CONTINUOUSLY IMPROVE YOUR WORK PROCESSES
I.I
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WHO ARE YOUR CUSTOMERS?
u WHOSE NEEDS MUST YOU SATISFY?
Li WHO USES YOUR PRODUCTS?
—
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CUSTOMERS
WHO ARE THEY?
INTERNAL

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EXTERNAL
4 1 Id 1 A t: (t7 )
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_______________________ ______________________ 1

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SUPPLIERS
WHO ARE THEY?
INTERNAL P
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EXTERNAL 4C ’
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SUPPLIERS
INPUT
GLNPO’s OPERATION
Supplies your inputs
Products that you receive
What do you do to convert
inputs to outputs?
(value added)
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*
*
SUPPLIERS
INPUT
GLNPO’s
OPERATION
DIRECT OUTPUT
CUSTOMERS
Supplies your
Inputs
Products that you
receive
What do you do to
convert Inputs to
outputs?
(value added)
Products/Services
that you produce
Receive your
products/services
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SUPPLIERS
INPUT
GLNPO’s
OPERATION
DIRECT OUTPUT
CUSTOMERS
Supplies your
Inputs
Products that you
receive
What do you do to
convert Inputs to
outputs?
(value added)
Products/Services
that you produce
Receive your
products/services
Labs
State
Environmental
Agency
Lab analyses
Remedial Action
Plan
Develop
remediation plan
Review document
Report
Review of RAP
State
Environmental
Agencies
IJC

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CHANGE
U IN THE WAY WORK GETS DONE
U IN ATTITUDES
U IN PROCEDURES
U THAT YOU INITIATE
0

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CONTINUOUS QUALITY IMPROVEMENT
Focus ON THE CUSTOMER
RELY ON THE EXPERTS
U IMPROVE PRODUCTIVITY BY IMPROVING QUALITY
u CONTINUOUSLY IMPROVE YOUR WORK PROCESSES

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AMNESTY
—
rb.)
-

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CONTINUOUS QUALITY IMPROVEMENT
U Focus ON THE CUSTOMER
u RELY ON THE EXPERTS
I IMPROVE PRODUCTIVITY BY IMPROVING QUALITY
u CONTINUOUSLY IMPROVE YOUR WORK PROCESSES

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As Marketing Requested It
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As Sales Ordered It
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As Engineering Designed It
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As Production Manufactured It
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As Plant Installed It
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What Customer Wanted!
Quality:
The extent to which a
product or service
meets customer
requirements and
fit for use.
is
—
2
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ICF INCORPORATED
Point source impact zones exist in the vicinity of some point source
discharges. Pending the achievement of the virtual elimination of persistent toxic ‘
substances, the size of such zones shall be reduced to the maximum extent r
possible by the best available technology so as to limit the effects of toxic 1
substances in the vicinity of these discharges. rhese zones shall not be acutely
toxic to aquatic species, nor shall their recognition be considered a substitute for I
adequate treatment or control of discharges at their sources. 5
1-30

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TYPES OF WASTE
U MATERIAL
u TIME OF PEOPLE
LI CAPITAL
U LOST EFFECTIVENESS

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TYPES.OF WASTE
Material Time of People
? ie: 1 . &?f/IW
Capital Lost Effectiveness
p
N.)

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TYPES OF WASTE
Material
Time of People
- Vendor/supplier quality
- Price
- Missing supplies
- Excess or unused products
- Work and re-work
- Pace
- Products not needed
- Duplication of effort
Capital
- Rental assests
- Office equipment not
fully utilized or not accessable
Lost Effectiveness
- Delivery time
- “Down” time (waiting)
- Equipment failure
- Underused space
- Environment: social and physical
- Inappropriate products
- Unmet commitments
—
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I ;-’
TYPES OF WASTE IN CONGRESSIONALS PROCESS
Material
Time of People
- Computer availability for typist
- Misplaced disks
- Management, staff chief, clerical
and staff time (on-disk)
- Multiple reviews
Capital
- Data collection
- Equipment failures
Lost Effectiveness
- Retyping and typos
- Access to needed information
- Management changes

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U I
VARIATION:
POINTS TO STEPS IN THE PROCESS WHERE
IMPROVEMENT IS POSSIBLE.

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‘-I
TYPES OF WORK
- i _j-_
p • 9i — .
U VALUE-ADDED WORK “
u NECESSARY, BUT NOT VALUE-ADDED
u RE-WORK
U UNNECESSARY WORK
Li NOT WORKING

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IMPROVING THE WAY YOU WORK
U INCREASE VALUE-ADDED WORK
U MINIMIZE “NECESSARY BUT NOT VALUE-ADDED” WORK
u REDUCE REWORK, UNNECESSARY WORK, AND NOT WORKING
—
-
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CONTINUOUS QUALITY IMPROVEMENT
c Focus ON THE CUSTOMER
U RELY ON THE EXPERTS
U IMPROVE PRODUCTIVITY BY IMPROVING QUALITY
11 CONTINUOUSLY IMPROVE YOUR WORK PROCESSESf I
—
0
0
tTl

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CONTINUOUSLY:
U Focus ON CUSTOMER
U RELY ON EXPERTS
LI IMPROVE PRODUCTIVITY BY IMPROVING QUALITY

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2 COITOOLS

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ICF INCORPORATED
The Case of Fish Kills in Lake Hernos
Background:
- Lake Hemos is one of the largest lakes in North America.
- Four states border the lake; all are large states with substantial
industrial, commercial and agricultural development.
- Commercial and sport fishing are major businesses on the lake, but
both have been threatened by pollution and contaminated fish.
- EPA’s Hemos Program Office (HPO) is charged with responsibility for
planning and for developing remedial programs for cleaning up the Lake.
- Each of the four states that borders the lake has implemented programs
to clean up the lake; their regulatory programs, all modeled after EPA
regulations, are very similar. HPO is also responsible for assisting in
coordinating these state programs.
- Projections done three years ago by lake experts suggested that, given
the states’ programs and other factors, the number of fish kills in the lake
should decline substantially over that period; however, as the chart on
the following page shows, actual fish kills have not declined as rapidly as
projected.
- Although this slight decline represents some progress, the management
of HPO believes that greater progress is both necessary and possible.
- Wally Pike is a Senior Analyst with HPO who is familiar with the
concepts and tools of Continuous Quality Improvement (CQI).
- He has been asked by his management to examine this disturbing trend
that has been observed.
2-1

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Number of Fish Kills In Lake Hemos
(1986-1988)
Reporting Period
(Quarterly)
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20
15
10
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1/86
2/86 3/86 4/86 1/87 2/87 3/87 4/87 1/88 2/88 3/88 4/88
0
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ICF INCORPORATED
• Our analyst, Wally Pike, wishes to attack this problem using the tools of
Continuous Quality Improvement.
• His first analytic step is to call together a group of coworkers to brainstorm about
the possible causes of fish kills.
• To structure this brainstorming activity, he organizes it as a ‘Iishbone” session.
• After a brief presentation on preparing “fishbone” diagrams, we will divide into
breakout groups to construct a fishbone diagram on the question: What are the
causes of fish kills in Lake Hemos?
2-3

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2.1 Fishbone Diagrams

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ICF INCORPORATED
TALKING POINTS FOR FISHBONE DIAGRAM
j’. r .b ”
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,
WHAT IS A FISHBONE DIAGRAM?
• It is a diagram that displays causes and effects, or the reasons behind a
particular problem or event.
2. WHAT CAN A FISHBONE DIAGRAM DO FOR YOU?
• The fishbone diagram provides a method of structuring or organizing a
brainstorming session.
• It can help to direct and stimulate a group’s thinking about a problem.
• It can help to depersonalize the analysis of the causes of a problem.
3. WHEN DO YOU USE A FISHBONE IN PROBLEM SOLVING?
• When trying to get at the causes of a problem.
• The fishbone is often used at the outset of a particular project. During
initial meetings, a fishbone might be constructed to display the full
dimensions of the problem, prior to narrowing the focus of the project.
4. WHAT TYPE OF DATA IS APPROPRIATE FOR A FISHBONE DIAGRAM?
• No specific type of data is necessary to construct a f,shbone; only the
experience and judgment of the members of the group.
• However, it is often worthwhile to receive input from people with different
perspectives when constructing a fishbone diagram. This will make the
fishbone more comprehensive in identifying causes of a problem or event.
2-4

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ICF INCORPORATED
5. HOW DO YOU CONSTRUCT A FISHBONE DIAGRAM?
• The first step in constructing a fishbone diagram is identifying the problem
or event you want to analyze.
• The problem or event will serve as the “fish head,” while the “bones” of the
fish each signify a reason or cause for the problem or the event.
• The fishbone may be divided up into 3 or 4 major categories of causes.
This usually helps to organize the group’s thinking.
• For each of these categories, more specific examples of causes are
identified. Each of these causes can have their own causes, which in turn,
of course, can have even more causes.
• In constructing the fishbone, there are no wrong answers. The purpose
is to get as many ideas on the table as possible. Don’t get sidetracked
by long discussions over whether a particular cause belongs or not, or
where in the diagram it should go.
• After getting most of the group’s ideas down on paper, some refinement
of the structure and wording may be worthwhile. Caution: The point of
diminishing returns is reached quickly.
2-5

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WHY ARE CONGRESSIONALS OFTEN LATE?
Staffing
Delay In deleaation
Delegated to wrong staffer
/
H
Procedures
Congressionals>
of ten 7”
77
EPA Division Office provides tech. info late
Extension needed but not requested
Formal preparation Incorrect
TvnIn

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WHY ARE LMPS DIFFICULT TO DEFINE?
Infinite need -
Lack of_priority/
// /
Resources
s,
are IMPS
difficult
to
—
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OBSTACLES TO REFLECTING TECHNICAL FINDINGS
IN POLICY DECISIONS
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ICF INCORPORATED
MEANWHILE, BACK AT LAKE HEMOS
* *** ** ******* ****** ** * * * *** ***** ******* *
2-9

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ICF INCORPORATED
Construct a Eishbone diagram on the question:
What are the causes of fish kills in Lake Hemos?
Blank shells have been provided for your use.
2-10

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WHAT ARE THE CAUSES OF FISH KILLS IN LAKE HEMOS?
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ICF INCORPORATED
• Armed with an idea of the possible dimensions of the problem obtained from the
flshbone session, Wally wants to narrow the focus of his analysis.
• The scientific issues involved are fair!y complex, there is disagreement among
experts, and getting a reasonably conclusive scientific answer to the question of
“cause” could require years of research.
• As a means of focusing his efforts, he asks a group of experts to assess the
fishbone analysis and to rank order what they believe to be the four most likely
causes of recent fish kills.
• Wally wishes to combine these experts’ rankings and display them graphically.
• To do this, he uses the data to construct a Pareto chart.
• After a brief presentation on constructing Pareto charts, we will divide into
breakout groups to construct a Pareto chart: Causes of fish kills.
2-12

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2.2 Pareto Charts

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ICF INCORPORATED
TALKING POINTS FOR PARETO CHART
WHAT IS A PARETO CHART?
• A pareto chart is a graph that ranks factors in descending order of
frequency, duration, or importance.
• The key point is that pareto charts rank the relative significance of various
events.
2. WHAT CAN A PARETO CHART DO FOR YOU?
• Pareto charts point out the most significant elements of your problem.
• Pareto charts are good tools to help you to avoid spending 90 percent
of your time on 10 percent of the problem.
3. WHEN DO YOU USE PARETO CHARTS IN PROBLEM SOLVING?
• Pareto charts help you decide what you should focus on and are useful
in setting project priorities. They indicate where you may need to collect
additional data or conduct more analyses.
4. WHAT TYPE OF DATA IS APPROPRIATE FOR PARETO CHARTS?
• Pareto charts can be constructed from various types of data.
-- Those based on experts’ rankings.
-- Those based on empirical or quantitative data.
• Look for data that tell you:
-- how often;
-- how long; or
-- how important.
2-13

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ICF IINCOR PORATED
5. HOW DO YOU CONSTRUCT A PARETO CHART?
• Select an activity, process, or other event of concern.
• Select the variable elements you wish to rank and represent those on the
horizontal axis.
• Select the scale and range of measurements for those elements.
Represent the scale on the vertical axis.
• Columns should be placed in descending order of height, from left to right.
2-14

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REQUIRED SRS INPUT
By Workplan Objective
S&M ENVSTU SRCE
STDS GLWQA OFF EFF EPA COORD
Work Plan Objectives
6
5
4
3
2
1
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REASONS GRANT AWARD DOCUMENTS
ARE RETURNED BY FMB
(FY 1988)
Application
Incomplete
Budget Typos and Budget Special Other
lncorrectty Inaccuracies Period Conditions
Computed Ended Missing
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50
45
40
35
30
25
20
15
10
5
0
22
8
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Reason For Return

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ICF INCORPORATED
TOTAL PHOSPHORUS IN THE GREAT LAKES
(1983 - 1985)*
VOLUME WEIGHTED MEAN
(VWM) CONCENTRATIONS
(uG/L)
LAKE 1983. 1984 1985.
ERIE 9 8 5
HURON 10 10 11
MICHIGAN 6 6 5
ONTARIO 9 8 8
SUPERIOR 7 7 4
* DATA FROM 1981 REPORT ON GREAT
LAKES QUALITY , PAGE 4.2-8,
MARCH 1989
2-17

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TOTAL PHOSPHORUS IN THE GREAT LAKES
(1985)
0
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I - . 0
0

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TOTAL PHOSPHORUS IN THE GREAT LAKES
(1985)
20
18
16
14
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ICF INCOR PORATED
MEANWHILE, BACK AT LAKE HEMOS
2-20

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ICF INCORPORATED
EXPERTS’ RATINGS OF
LIKELY CAUSES OF FISH KH1 S
PERMIT VIOLATIONS 22
OXYGEN DEPLETION 16
BACTERIA VIRUS 9
ACIDIFICATION 9
Using the data presented in the table above, construct a pareto on the likely causes of fish kills.
Blank shells have been provided for your use.
2-21

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CAUSES OF FISH KILLS
(Expert Ranking)

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CAUSES OF FISH KILLS
(Expert Ranking)
Causes of Kills
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Permit Violations Oxygen Depletion
BacteriaNirus Acidification
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ICF INCORPORATED
• The likelihood that permit violations are at the root of the problem suggests
examining permit violations. However, a simple comparison of the overall
numbers of permit violations over the past three years indicates that permit
violations have been declining over the past year and a half.
• Wally then turns to the possibility that the fish kills are resulting from
contaminants released to the lakes through undetected violations. He therefore
decides to focus on the compliance inspection process.
• To gain a better understanding of the compliance inspection process, he decides
to develop a flowchart of the compliance inspection processes used in the four
states bordering Lake Hemos.
• In order to construct the flowchart, he conducts telephone interviews with the
heads of the inspection divisions of the four states’ environmental agencies.
• He learns that the four states have compliance inspection processes that involve
the same general steps, probably because all the states’ inspection programs
are based on U.S. EPA guidance for NPDES inspections.
• After a brief presentation on constructing flowcharts, we will divide into breakout
groups to construct a flowchart: The permit compliance inspection process.
2-24

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2.3 Flowcharts

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ICF INCORPOR ’ 1 TED
TALKING POINTS FOR FLOW CHARTS
1. WHAT IS A FLOW CHART?
• A flow chart is a step-by-step representation of the sequence of events
involved in a process:
a Every step in the process is represented by a symbol (for example, square
or triangle), each signifying a different type of event (for example, an action
or a decision). The actual event is described inside the symbol.
2. WHAT CAN A FLOW CHART DO FOR YOU?
• A flow chart breaks down a process to its component parts.
By doing this it serves several important functions:
— It is a tool that helps you understand what the real work is.
— It gives you the ability to determine what’s really going on. Often,
the perception of what takes place in a process is far different from
reality, and different people can have different understandings of the
same process. Constructing a flow chart can get you closer to the
reality.
— It can help you to compare differences in processes that serve
similar purposes.
— It can help identify who and what is involved in the process.
— It can focus attention on the time required to perform various steps
in the process.
— It can help identify areas where the process can be improved.
2-25

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1CF INCOR PORATED
3. WHEN DO YOU USE A FLOW CHART IN PROBLEM SOLVING?
• When you want to understand, in detail, how the work gets done.
• It may be the first step in many projects because the flow chart educates
those involved and it targets those areas where improvement (and further
analysis) may be needed.
4. WHAT TYPE OF DATA IS APPROPRIATE FOR A FLOW CHARV?
• A detailed description of the process is necessary. This description can
be written or oral.
• The sequence of events in the process must be specified.
• The players involved and the time required for each step
may be important information.
• There are many different types of symbols that can be used when
constructing a flow chart.
5. HOW DO YOU CONSTRUCT A FLOW CHART?
• Identify the process you want to describe.
• Identify all steps involved in the process. It is often desirable to consult
several people who play different roles in the process, and compare their
descriptions.
• Determine the sequence of events.
• Determine the nature of each step (for example, a decision, an action, or
a delay).
• Plot the steps sequentially, representing each step with the appropriate
symbol.
• If appropriate to the problem at hand, identify who performs each step,
and how long (on average if necessary) each step takes.
2.26

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ICE INCORPOR’\TED
FLOW CHART SYMBOLS
OPERATION
I Conducting a site investigation
• Writing a document
DECISION (Yes/No Question)
• Is the site an emergency?
• Is the work assignment over
500 hours?
CONTROL/INSPECTION
• Proofreading a document
• Checking travel requests
2-27

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ICF I 1 CORPORATED
FLOW CHART SYMBOLS
(Continued)
DELAY
• No computers available -
waiting to type document
• Memo sits on desk waiting
to be signed
MOVEMENT/TRANSFER
• Mailing a document
• Transfering a file
FILE
• File document
• Copy computer disk
>
2-28

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HOW GLNPO RESPONDS TO A CONGRESSIONAL REQUEST
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Great Lakes National Program Office
Process for Evaluating Project Proposals for FIscal Year 1990
I
Call for Proposals
ssibia, F.. ig (GLNPq:
• WW i EPA
• To O ar r.a..j a Sato A s...u
• . •-r-- w .
• T,vw,to C . J i.iI Pn a Pfu wl t to GLNPO
(pI os—s)•
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GLCC Tlniallna 1
FISCal Year IS I S
— 2S i.. SeM Oul Propsa Pro os
— 31si—Ci Ol r _ .,.. PPqIa
— ion - Piopsa r - U*s ..d
flsu. byGL
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— 3Ito-flsi.dP.--- J L
The Gnat Lakes Coordinating Committee (GLCC) provides advice to GLNPO on workplan dsv.iepm
and proje seie uo1L M.mbsnsh of the GLCC is composed of representatives of 1 1w foIewie EPA
offices: GLNPO (Chair); Regions II. Ill, and V (Air, Environmental S encss , Waste, Piwmsi and
Management, and Water Divisions); the Off ios of International A ivities; and the Office of Waler. Tiw
committee reviews GLNPO and other EPA office wortiplans and evaluates project pmposaie wlldrt
support GLNPO Great Lakes initiativ.s. Proposals are reviewed for technical merit and priority.
I
( Strawman Ranking
i v- s eM vr 3a.i.aye ,1
“- , li GLNPO)
—
Preparation For Proj.ct Review Meeting
• GL fl F u Pr - eMito
Se. Rw
• Sil to ls Put4.ia flst .... Usai i GL r ..
( —.- d by GLM sat u ar is . ...jLL , s
. sre. o”r— le
( Projed Review Me.thig with
I the
COn rU.* fl!.. .. E I Pn4.,lã P(
• Co m .u.e $A u,s Rs ..ant Rviwiq of
Pm .ls
r Final Ranking
I Pi S.d
Upon Its GL s n&......uLJ.s
V
— 1411— Q. l ls F si*i tMs i
( Funding Process Begins
0
C
T.
)
2-30

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ICF INCORPORATED
THE OFFICE DIRECTOR GOES TO WASHINGTON
The Director of the Hemos Program Office must travel frequently from the
program’s office on the shores of Lake Hemos to EPA Headquarters on the shores
of the Potomac. When the need for such travel arises, the Director must first decide
whether to drive to O’Hare airport, park, then walk to the gate, or to walk from
home (in Lincoln Park) to the gate at Midway airport. In either event, the walking
distance is about the same. Regardless of which airport the director chooses, the
first step is to contact the reservation department of the airline to reserve a seat:
center, aisle, or window. Normally, all of the reservation specialists are busy when
you call, and you have the opportunity to listen to music for a while -- things like
“101 Strings plays Aaron Copland’s Fanfare for the Common Man. ” When the ticket
arrives, the Director has learned that it is important to check to see whether the
dates and destinations for the flight are as requested.
If the Director chooses to fly out of O’Hare, then two hours before flight time,
the Director calls for a cab to come to the office immediately. An hour before flight
time, the cab arrives. Upon arrival at the airport, the Director pays the cab driver,
collects the receipt, and files it for later. The director then checks the nearest
monitor to see which gate to run for. When passing through the tunnel to B
Concourse, the Director is faced with a difficult decision: run down the main
walkway, or run down the moving walkway. Running down the moving walkway is
clearly faster, but there is the constant risk that a family of eight with ten pieces of
luggage and a stroller will somehow appear on the moving walkway in front of you.
Upon arrival at the gate, the Director checks in at the desk, receives a boarding
pass, proceeds to board the plane, and waits about an hour for takeoff.
If the Director chooses to fly out of Midway, the director walks to the airport,
proceeds to the gate, receives a boarding pass, boards the plane, and waits about
fifteen minutes for takeoff.
2-31

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THE DIRECTOR GOES TO WASHINGTON
I .. :%
F ’)
—
-
0
J.
-

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ICF INCORPORATED
MEANWHILE, BACK AT LAKE HEMOS
2-33

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ICE INCORPORATED
Using the information provided in the telephone interview summaries in
the four pages that follow, construct flowcharts of the permit
compliance inspection process in each of the four states. Bank shells
have been provided for your use.
2-34

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ICF INCOR PORATED
PERMIT COMPLIANCE INSPECTION PROCESS
State 1
State 1 conducts on-site inspections br the FIPOES permit program as a
regular enforcement activity. They may be scheduled in advance or unannounced.
The first step undertaken by the inspector is to conduct background research of the
facility: the permit that is currently held, any changes in the statu: of the permit,
records of previous inspections and history of violations, and any other factors which
may indicate the existence of a problem. Using this information, the inspector
prepares an inspection plan of specific issues that need to be addressed during the
visit.
Once at the facility, the inspector identifies him/herself and states the intention
of the visit. Refused entry is noted in the inspection report, and further steps are
taken by the inspector to obtain access. The first review that takes place is a
records verification and analysis. The permit information on file at the facility is
verified, records are examined to assure completeness, and the recordkeeping
process is reviewed to determine that all significant information is being tracked
correctly.
The remaining steps involve the analysis of the facility’s wastewater monitoring
equipment. The sampling procedures for pollution discharge detection are
examined, as well as sampling and lab analysis equipment. If the inspector feels
that an independent sample analysis is necessary, then an effluent sample can be
taken. Flow measurement equipment and procedures are then examined.
After completing the inspection, the inspector prepares a report outlining the
findings and recommending any further enforcement action which may need to be
taken. The inspection report is reviewed by the inspector’s supervisor, revised if
necessary, and then sent to the Office Director, who is responsible for the final
decision on follow-up activities.
2-35

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ICF INCORPORATED
PERMIT COMPLIANCE INSPECTION PROCESS
State 2
On-site inspections for the NPDES permit program are regular enforcement
activities of the program in State 2, with each facility scheduled for a visit about
once every two years. Inspections may be scheduled with the site owner in
advance or they may be unannounced. The first step undertaken by the inspector
is to conduct background research of the facility: its permit, records of previous
inspections and history of violations, and other factors which may indicate the
existence of a problem. An inspection plan of specific issues that need to be
addressed during the visit is prepared.
Once at the facility, the inspector identifies him/herself and states the intention
of the visit at an opening conference with the site owner or the owner’s
representative. Refused entry is noted in the inspection report, and further steps are
taken by the inspector to obtain access. The first review that takes place is a
records check. The permit information on file at the facility is verified, records are
examined to assure completeness, and the recordkeeping process is reviewed to
determine that all significant information is being tracked correctly.
The remaining steps involve the analysis of the facility’s wastewater monitoring
equipment. The sampling procedures for pollution discharge detection are
examined, as well as sampling and lab analysis equipment. If the inspector feels
that an independent sample analysis is necessary, then a sample can be taken. A
review is also done of flow measurement equipment and procedures.
After completing the inspection, the inspector conducts a closing conference
to complete the visit. A report outlining the findings and recommending any further
enforcement action which may need to be taken is prepared. The inspection report
is reviewed by senior inspectors and the inspecting supervisor, revised if necessary,
and then sent to the Office Director, who makes the final decision on follow-up
activities.
2-36

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ICF INCORPORATED
PERMIT COMPLIANCE INSPECTION PROCESS
State 3
On-site inspections in State 3 for the NPDES permit program are regular
enforcement actMties of the program, but a number of inspections also take place in
response to complaints from citizens, employees, or local officials. They are
generally unannounced. The first action is a background check of the facility. The
inspector examines the permit that is currently held, any changes in its status,
records of previous inspections and history of violations, and any other factors which
may indicate the existence of a problem. Using this information, an inspection plan
is prepared detailing the specific issues that need to be addressed.
Once at the facility, the inspector informs the owner of the site the intention of
the visit. If an inspection was instigated by a complaint, the source is not revealed.
Refused entry is noted in the inspection report, and further steps are taken by the
inspector to obtain access. The first examination that takes place is a records
review. The permit information on file at the facility is verified, records are examined
to assure completeness, and the recordkeeping process is reviewed to determine
that all significant information is being tracked correctly.
Other steps involve analyzing wastewater monitoring equipment at the site.
Sampling procedures for pollution discharge detection are examined, as well as
sampling and lab analysis equipment. Samples of effluent are taken as needed, and
a similar process is undergone for flow measurement equipment and procedures.
After completing the inspection, the inspector prepares a report outlining the
findings and recommending any further enforcement action which may need to be
taken. The inspection report is reviewed by the inspector’s supervisor and then sent
to the office.
2-37

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ICF INCORPORATED
PERMIT COMPLIANCE INSPECTION PROCESS
State 4
Due to staffing limitations and an overwhelming caseload, State 4 conducts
most on-site NPDES permit inspections in response to complaints. These
inspections are unannounced. Upon receMng a complaint file, the inspector reviews
the background of the facility to determine possible causes of the problem and
obtain a better understanding of the regulatory history of the site. Using this
information, the inspector prepares an inspection plan of specific issues that need to
be addressed during the visit.
Once at the facility, the inspector identifies him/herself and states the intention
of the visit. Refused entry is noted in the inspection report, and further steps are
taken by the inspector to obtain access. The first review that takes place is a
records verification and analysis. The permit information on file at the facility is
verified, records are examined to assure completeness, and the recordkeeping
process is reviewed to determine that all significant information is being tracked
correctly.
The remaining steps involve the analysis of the facility’s wastewater monitoring
equipment. The sampling procedures for pollution discharge detection are
examined, as well as sampling and lab analysis equipment. If the inspector feels
that an independent sample analysis is necessary, then a sample of effluent is be
taken. Finally flow measurement equipment and procedures are examined.
After completing the inspection, the inspector prepares a report outlining the
findings and recommending any further enforcement action which may need to be
taken. The inspection report is reviewed by the inspector’s supervisor, revised if
necessary, and then sent to the Office Director, who is responsible for the final
decision on follow-up activities.
2-38

-------
PERMIT COMPLIANCE INSPECTION PROCESS
0
C

-------
PERMIT COMPLIANCE INSPECTION PROCESS
0

-------
PERMIT COMPLIANCE INSPECTION PROCESS
Inspector
‘researches faclllt
background and
prepares
Inspection
plan
inspector
verifies
permit informai
through records
examination
Inspector
analyzes flow
measurement
techniques
Inspector
(analyzes effluent
sampling
procedures
N)
C
-V
C

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ICF INCOR PORATED
• Wally realizes, from his conversation with the heads of the state inspection
divisions, that although the inspection processes are generally similar, they differ
in the frequency with which various steps in the process are conducted.
• To obtain a better understanding of the nature and extent of these differences,
he is able to obtain from the four state agencies data from the reports prepared
by the states’ inspectors after each site visit.
• To highlight the differences these data represent, he employs a bar chart.
• After a brief presentation on constructing bar charts and histograms, we will
divide into breakout groups to construct a bar chart: Frequency of conducting
major steps in the compliance inspection process.
2-42

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ICE INCORPORATED
TYPES OF PERMiT INSPECTIONS CONDUCTED IN 1988
STATE 1
itdu 2
Reeords Thcwthendnn 8
Effluent Sampling 10
ASyZA flaw Menent
tedunques

f’tèta.
\ >
TDDM PERMW
INSPRCNONS 2 1
\
STATE 2
hng
Reeatds Ewnlnation 12
JFSeia ampl *g
Measurement
atber 3
tOTAL IRMIT
1NSPECUO1 3
STATE 4
Reecds Pxamlnation U
2
Ana1yze Flow Measurement
Tcdtmques 1
‘Other 2
TOTAL IERMEE
ThSPECTIOtC 18
4+
STATE 3
2-43

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2.4 Histograms/Bar
Charts

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ICF INCORPORATED
TALKING POINTS FOR HISTOGRAMS AND BAR CHARTS
1. WHAT IS A HISTOGRAM OR BAR CHART?
• A type of chart that shows how frequently different events, factors, or
values occur.
2. WHAT CAN A HISTOGRAM OR BAR CHART DO FOR YOU?
• Shows how frequently one event or measurement occurs compared to
others.
• Shows a range of events or measurements.
• Provides information that a single statistic such as an average may hide.
3. WHEN DO YOU USE HISTOGRAMS OR BAR CHARTS IN PROBLEM SOLVING?
• To summarize data obtained from a number of incidents or events.
• To identify variation in process that single measures, such as averages,
may hide.
4. WHAT TYPE OF DATA IS APPROPRIATE FOR HISTOGRAMS OR BAR CHARTS?
• A histogram is used with numerical data that can be grouped into
intervals.
• A bar chart is used with data that can be represented as categories.
2-44

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ICF I CORPOR\TED
5. HOW DO YOU CONSTRUCT A HISTOGRAM OR BAR CHART?
• Select a variable.
• Collect data: obtain existing data or set up an experiment.
• Establish intervals or categories, then go through data and group
incidents by interval or category.
• Count number of incidents or cases in each category or interval (Counts
can be converted into percents if desired).
• Place the categories or intervals on the horizontal axis and the number of
incidents (or percents) on the vertical axis.
2-45

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STDs SACE
F1EQUIRED GLNPO STAFF INPUT
By Workplan Objective
SEDS EPA NAT OFF
COORD EFF
OUTR INDs other
S&M ENV NUTR CONGR REQs EEO GLWQA INTN
STU
GLNPO Workplan Objectives
SRS
RPS
EPS
6
5
4
(1)
1 .
04)
> 3
0
2
I
0
C . ’
.,
C
-3

-------
STATUS/SCHEDULE FOR SUBMISSION
GREAT LAKES AOC REMEDIAL ACTION PLANS
(Stage 1)
Anticipated
Actual
0
P;.) Ohio
- .4
Illinois Minnesota Wisconsin Michigan
20
18
16
14
12
10
8
6
4
2
V
a)
E
-o
U)
(1)
0
0
ci
-o
E
z
Indiana
New York

-------
ICF INCORPORATED
PCB CONCENTRATIONS IN COHO SALMON
IN THE GREAT LAKES IN 1986
LAKE PCB CONCENTRATIONS
ERIE 0.48
HURON 0.72
MICHIGAN 0.58
ONTARIo 2.21
SUPERIOR < 0.10
* SALMON TISSUE SAMPLES WERE TAKEN
FROM MULTIPLE SITES IN EACH
LAKE -- CONCENTRATIONS ARE MEANS
OF ALL SAMPLES.
2 -48

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PCB CONCENTRATIONS IN COHO SALMON
IN THE GREAT LAKES IN 1986
—
C)
C
C

-------
PCB CONCENTRATIONS IN COHO SALMON
IN THE GREAT LAKES IN 1986
0 .
0.
(1)
C
0
4.4
C
a)
()
0
0
m
0
0
2.25
2.00
1.75
1.50
1.25
1.00
0.75
0.50
0.25
0
0.58
Erie Huron Michigan Ontario Superior
3.00
2.75
2.50
0.1
/ A
C )
C
C

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ICF INCORPORATED
MEANWHILE, BACK AT LAKE HEMOS
** * * * * *** ******** ***** ************* **** *
2-51

-------
ICF INCOR PORATED
TYPES OP PERMIT INSPECTIONS CONDUCTED IN 1988
STATE 1 STATE 2
Analyze Sarnpihg Analyze Sampling
Procedures 2 Procedures 3
Records ExaminatIon S Records nSnatiou 12
Ethent Sana Th*g ‘10 Effluent Sampl i ng 8
Analyze Plow Measurement Analyze Flow Measurement
techniques ‘ 4 Techniques 3
Other ’ ‘ .3 Other’ ‘ 3
TOtAL ‘FERMIt TOTAL PERMIT
INSPECTIONS 27 INSPECITOIC + 29
STATE 3 STATE 4
na1ywkuqdhg ‘ — Sampling
“ Procedures ‘ i ‘P rocedures 2
‘Retort E tmin4oI 9 Records EzatninMion ii ’
Ewnt Sampling 2 Effluent Sampling 2
Analyze Plow Measurement Analyze Flow Measurement’
techniques 5 Techniques I
Otir ‘ Other. 2
TOtAI PERMIT TOTAL PSRMIT
INSPEC TIONS , 20 INSPECTIONS 1 5
Using the data presented in the table above, construct a bar chart for each State on
the types of permit inspections and a bar chart that compares the differences between
States. Blank shells have been provided for your use.
2-52

-------
FREQUENCY OF PERMIT INSPECTION ACTIVITIES
State 1
(1988)
—
C
F.,, -
C

-------
FREQUENCY OF PERMIT INSPECTION ACTIVITIES
State 2
(1988)
—
r’) -
0
>

-------
FREQUENCY OF PERMIT INSPECTION ACTIVITIES
State 3
(1988)
-v
0
U ’

-------
FREQUENCY OF PERMIT INSPECTION ACTIVITIES
State 4
(1988)
2
C
I. ) -
C
C I I

-------
STATE COMPARISON OF PERMIT INSPECTIONS
(1988)
2
C
F’.,
,JI C
tTl

-------
FREQUENCY OF PERMIT INSPECTION ACTIVITIES
State 1
(1988)
Analyze Sampling
Procedures
I
Effluent Sampling
20
18
16
a,
0
C
a,
1 .
0
()
0
0
>‘
0
a,
ci
IL
14
12
10
8
6
4
2
0
2
Li
N )
L u
Record
Examination
Analyze Flow
Other
Measurement
Techniques
C
Inspection Steps

-------
FREQUENCY OF PERMIT INSPECTION ACTIVITIES
State 2
(1988)
Analyze Sampling
Procedures
Record Effluent Sampling Analyze Flow
Measurement
Examination
Techniques
20
18
16
14
12
10
8
6
4
2
a)
C.)
C
w
C.)
C.)
0
0
>‘
C.)
C
C)
0
ci
U-
12
0
Other
C
C
Inspection Steps

-------
FREQUENCY OF PERMIT INSPECTION ACTIVITIES
State 3
(1988)
Analyze Sampling
Procedures
Effluent Sampling
Examination Measurement
Techniques
a,
U
C
I-
U
C-)
0
0
>
C)
C
a,
0
ci
U-
20
18
16
14
12
10
8
6
4
2
0
9
0 ’
0
2
Record
Analyze Flow
Other
C
Inspection Steps

-------
FREQUENCY OF PERM!T INSPECTION ACTIVITIES
State 4
(1988)
Procedures
Examination
20
18
16
w
C)
C
ci)
I-
0
C-)
0
0
>%
C)
w
a-
c i)
I-
LL
14
12
10
8
6
4
2
0
F )
Analyze Sampling Record Effluent Sampling
1
2
Analyze Flow
Measurement
Techniques
Other
2
C
C
Inspection Steps

-------
STATE COMPARISON OF PERMIT INSPECTIONS
(1988)
Procedures Examination
o
r ’)
Effluent Sampling
Analyze Flow
Measurement
Techniques
a
a
L
20
18
16
14
12
10
8
6
4
G)
C-)
C
U)
1
I—
0
C-)
0
0
>
0
C
w
a-
U)
I-
U-
State 1
State 2
State 3
State 4
Analyze Sampling
333
Records
1
21
Other
.!,
0
0
-1
T1
Inspection Steps

-------
ICF INCOR PORATED
• Having now focused his efforts more clearly, Wally undertakes a project to
improve the inspection process in the four states, focusing especially on the two
that were doing little effluent sampling.
• Wally convenes a project team to conduct a project planning process.
• After a brief presentation on project planning, we will divide into breakout groups
to complete a plan for an improvement project to improve the compliance
inspection process.
2-63

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2.5 Systematic Project
Managetheñt

-------
ICF INCORPORATED
TALKING POINTS FOR PROJECT MANAGEMENT
WHAT IS SYSTEMATIC PROJECT MANAGEMENV?
• Systematic project management is a planning process used to apply the
tools and techniques of continuous improvement to actual projects
managed by GLNPO staff.
• It lays out a series of steps to develop the tasks, schedule, assignments,
and budget for a quality improvement project.
2. WHAT CAN SYSTEMATIC PROJECT MANAGEMENT DO FOR YOU?
• At the start of a new assignment, it can help identify the concrete steps
needed to begin and complete a project.
• Systematic project management can help project the time and resources
needed to complete a project.
- A project plan summary can be used to brief management on a
project’s costs, schedules, and expected deliverables or outputs.
3. WHEN DO YOU USE SYSTEMATIC PROJECT MANAGEMENT IN PROBLEM
SOLVING?
• When you are at the stage in solving a problem that you have identified
a specific set of questions that should be addressed or tasks that should
be performed.
• When the questions you seek to address or tasks that must be performed
will require a significant outlay of funds, staff, time, or management
attention.
• When important work has been stalled, needs greater focus, or requires
an infusion of attention and energy.
2-64

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ICF INCORI’OR TED
4. WHAT TYPES OF INFORMATION IS NEEDED FOR SYSTEMATIC PROJECT
MANAGEMENT?
A description of the problem being addressed and the tasks we anticipate
undertaking.
- Where possible, the focus of our project has been identified through
the use of the techniques of statistical process control: an analysis
of the way we presently perform work.
• Information on staff and contractor availability and costs, equipment and
other than personnel costs, and management review procedures.
5. HOW DO YOU CONSTRUCT A PROJECT MANAGEMENT PLAN?
• Complete the following worksheets:
1. Problem parameters : Typically, the result of a brainstorming session
designed to identify the elements of a problem (e.g., through the
development of a Rfishboneh diagram by a project team).
2. Problem definition : On which aspect of the problem (identified
through brainstorming) will the quality improvement project seek to
focus? What is the performance we are seeking to improve?
Typically, this is based upon an analysis of variation in certain levels
of performance, and selection of specific aspects of work targeted
for improvement.
3. Assignment Summary : What is the assignment’s objective(s)? Who
is the customer? Who will complete the assignment? When is it
due? What is the expected output?
4. Task Breakdown : What are the specific, discrete tasks that must
be performed to complete the project?
5. Schedule Planning : What are the start and end dates for each task
and subtask? What are the key outputs or deliverables associated
with each task?
6. Deliverable Summary : What are the steps and interim products
necessary to produce each deliverable?
2-65

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ICF INCORPORATED
7. RevIew SteDs for Each Product : Who is likely to be affected by this
output? Who is the customer? Who has an interest in the
development of this project? Who are the required reviewers, both
internal to GLNPO and external?
8. Resource Estimation by Task : How much staff time, contractor
time, and other expenditures will be required to complete each
task?
9. Resource Estimation by Project : A compilation of task estimates.
2-66

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ICF INCORPORATED
I. PROBLEM PARAMETERS
1. What is the general problem that has been identified?
2. Without judging their importance or even correctness, list all the factors that your group
identified as causes of the problem:
B.
D.
E.
F.
0.
H.
I.
J.
K.
L
M.
N.
0.
P.
0.
R.
S.
T.
2-67

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ICF INCORPORATED
I. PROBLEM PARAMEFERS (continued)
3. Of the problem elements listed in worksheet I, use data, or best professional judgement (vote by
secret ballot if necessary) to identify the five most important factors contributing to the problem:
A
B.
C.
D.
E.
2-68

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ICF INCOR PORATED
H. PROBLEM DEFINITION
1. Briefly describe the process by which you identified the best target for improvement.
2. What is the specific performance we will be tiying to improve?
3. What is the definition of success for this project?
4. Who are the customers for this improvement?
External:
Internal:
2-69

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ICF INCORPORATED
I lL ASSIGNMENT SUMMARY
1. Assignment Title:
2. Assignment Description:
3. Assignment Objective(s):
4. Audience for this Project:
5. Date Assigned:
6. Date Due:
7. Final Product Due:
8. Contractor Assigned:
9. EPA Staff Assigned:
2-70

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ICF INCORPORATED
IV. TASK BREAKDOWN
Tasks:
Task 1.0:
Task 2 O:
Task 3.0:
Task 4.0:
Task 5.0:
2-7].

-------
ICF INCOR PORATED
V. SCHEDULE PLANNING
Start Date End Date
Task 1.0:
Subtask 1.1: _____________________________ __________ __________
Subtask 1.2: ___________________________
Subtask 1.3: _____________________________
Subtask 1.4: _______________________________
Subtask 1.5: _____________________________
Key Deliverables for This Task:
1. _________________________________________ ______________ ______________
2. ___________________________________ ____________ ____________
3. ___________________________________ ____________ ____________
2-72

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ICF INCORPORATED
V. SCHEDULE PLANNING
Start Date End Date
Task 2.0: ___________________________________ __________ __________
Subtask 2.1: ____________________________ __________ __________
Subtask 2.2: ___________________________
Subtask 2.3: _____________________________
Subtask 2.4: _____________________________
Subtask 2.5: _____________________________
Key Deliverables for This Task:
1. _________________________________________ _______________ ______________
2. ______________________________ ___________ __________
3. _________________________________ ____________ ____________
2-73

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IC r INCORPORATED
V. SCHEDULE PLANNING
Start Date End Date
Task 3.0: ___________________________________ __________ __________
Subtask 3.1: _____________________________ __________ __________
Subtask 3.2: _____________________________
Subtask 3.3: _____________________________
Subtask 3.4: _____________________________
Subtask 3.5: _____________________________
Key Deliverables for This Task:
1. _______________________________________
2. _______________________________ ___________ ___________
3. _______________________________ ___________ ___________
2-74

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ICF INCORPORATED
V. SCHEDULE PLANNING
Start Date End Date
Task 4.0: ___________________________________ __________ __________
Subtask 4.1: _____________________________ __________ __________
Subtask 4.2: _____________________________
Subtask 4.3: _____________________________
Subtask 4.4: ___________________________
Subtask 4.5: _____________________________
Key Deliverables for This Task:
1. _________________________________________ _______________ ______________
2. _________________________________ ____________ ____________
3. ___________________________________ ____________ ____________
2-75

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ICF INCORPORATED
V. SCHEDULE PLANNING
Start Date End Date
Task 5.0: ___________________________________ __________ __________
Subtask 5.1: ____________________________ __________ __________
Subtask 5.2: ____________________________
Subtask 5.3: _____________________________
Subtask 5.4: _____________________________
Subtask 5.5: _____________________________
Key Deliverables for This Task:
1. ____________________________________________ _______________ ________________
2. _________________________________ ___________ ____________
3. _________________________________ ___________ ____________
2-76

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ICF INCORPORATED
VI. DELIVERABLE SUMMARY
Key Deliverable Interim Products/Steps Due Dates
a)
b)
C)
d)
2. a)
b)
c)
d)
3. a)
b)
C)
d)
2-77

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ICF INCOR PORATED
VI. DELIVERABLE SUMMARY
Key Deliverable Interim Products/Steps Due Dates
4. a)
b)
C)
d)
5. a)
b)
c)
d)
6. a)
b)
C)
d)
2-78

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ICF INCORPORATED
VI. DELIVERABLE SUMMARY
Key Deliverable Interim Products/Steps Due Dates
7. a)
b)
c)
d)
8. a)
b)
c)
d)
9. a)
b)
c)
d)
2-79

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ICF INCORPORATED
VI. DELiVERABLE SUMMARY
Key Deliverable Interim Products teps Due Dates
10. a)
b)
C)
d)
11. a)
b)
c)
d)
12. a)
b)
c)
d)
2-80

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ICF INCOR PORATED
VI. DELIVERABLE SUMMARY
Key Deliverable Interim Products/Steps Due Dates
13. a)
b)
C)
d)
14. a)
b)
C)
d)
15. a)
b)
C)
d)
2-81

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ICF INCORPORATED
VII. REVIEW STEPS FOR EACH PRODUCT
Product:
Reviewers:
Within GLNPO
1.
2.
3.
Within the Office of the National Program Manager
1.
2.
3.
Within Headquarters
1.
2.
3.
Within EPA Regions (Identify Regions):
1.
2.
3.
External
(e.g., 0MB, White House, Canadian Federal Government, Canadian Provincial Government,
States, I.J.C., Congress, news media, public, interest groups)
1.
2.
3.
2-82

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ICF lr CORPORATED
VII. REVIEW STEPS FOR EACH PRODUCT
Product:
Reviewers:
Within GLNPO
1.
2.
3.
Within the Office of the National Program Manager
1.
2.
3.
Within Headquarters
1.
2.
3.
Within EPA ReQlons (Identify Regions):
1.
2.
3.
External
(e.g., 0MB, White House, Canadian Federal Government, Canadian Provincial Government,
States, LJ.C., Congress, news media, public, interest groups)
1.
2.
3
2-83

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ICF INCORPORATED
V I I. REVIEW STEPS FOR EACH PRODUCT
Product:
Reviewers:
Within GLNPO
1.
2.
3.
Within the Office of the National Program Manager
1.
2.
3.
Within Headquarters
1.
2.
3.
Within EPA Regions (Identify Regions):
1.
2.
3.
External
(e.g., 0MB, White House, Canadian Federal Government, Canadian Provincial Government,
States. I.J.C., Congress, news media, public, InteresL groups)
1.
2.
3.
2-84

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ICF INCORPORATED
VII. REVIEW STEPS FOR EACH PRODUCF
Product:
Reviewers:
Within GLNPO
1.
2.
3.
Within the Office of the National Program Manager
1.
2.
3.
Within Headquarters
1.
2.
3.
Within EPA Regions (Identify Regions):
1.
2.
3.
External
(e.g., 0MB, White House, Canadian Federal Government, Canadian Provincial Government,
States, l.J.C., Congress, news media, public, interest groups)
1.
2
2-85

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ICF INCORPORATED
VII. REVIEW si rS FOR EACH PRODUCT
Product: ___________________________________
Reviewers:
Within GLNPO
1.
2.
3.
Within the Office of the National ProRram Mana2er
1.
2.
3.
Within Headquarters
1.
2.
3.
Within EPA Regions (Identify Regions):
1.
2.
3
External
(e.g., 0MB, White House, Canadian Federal Government, Canadian Provincial Government,
States, I.J.C., Congress, news media, public, interest groups)
1.
2.
3.
2-86

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ICE INCOR PORATED
VU. REVIEW STEPS FOR EACH PRODUCT
Product:
Reviewers:
Within GLNPO
1.
2.
3.
Within the Office of the National Program Manager
1.
2.
3.
Within Headquarters
1.
2.
3.
Within EPA Regions (Identify Regions):
1.
2.
3.
External
(e.g., 0MB, White House, Canadian Federal Government, Canadian Provincial Government,
States, LJ.C., Congress, news media, public, interest groups)
1.
2.
3.
2-87

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ICF INCORPORATED
VII. REVIEW STEPS FOR EACH PRODUCT
Product:
Reviewers:
Within GLNPO
1.
2.
3.
Within the Office of the National Program Manager
1.
2.
3.
Within Headquarters
1.
2.
3.
Within EPA Regions (Identify Regions):
1.
2.
3.
External
(e.g., 0MB, White House, Canadian Federal Government, Canadian Provincial Government,
States, I.J.C., Congress, news media, public, interest groups)
1.
2.
3.
2-88

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ICF INCORPORATED
VII. REVIEW STEPS FOR EACH PRODUCI’
Product:
Reviewers:
Within GLNPO
1.
2.
3.
Within the Office of the National Program Manager
1.
2.
3.
Within Headquarters
1.
2.
3.
Within EPA Regions (Identify Regions):
1.
2.
3.
External
(e.g., 0MB, White House, Canadian Federal Government, Canadian Provincial Government,
States, 1.J.C., Congress, news media, public, interest groups)
1.
2
3.
2-89

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ICF INCORPORATED
V I I. REVIEW STEPS FOR EACH PRODUCT
Product:
Reviewers:
Within GLNPO
1.
2.
3.
Within the Office of the National Proaram Manager
1.
2.
3.
Within Headquarters
1.
2.
3.
Within EPA Regions (Identify Regions):
1.
2.
3.
External
(e.g, 0MB, White House, Canadian Federal Government, Canadian Provincial Government,
States. I.J.C., Congress, news media, public, interest groups)
1.
2.
3.
2-90

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ICF INCOR PORATED
VII. REVIEW STEPS FOR EACH PRODUCE
Product:
Reviewers:
Within GLNPO
1.
2.
3.
Within the Office of the National Program Manager
1.
2.
3.
Within Headquarters
1.
2.
3.
Within EPA Regions (Identify Regions):
1.
2.
3.
External
(e.g., 0MB, White House, Canadian Federal Government, Canadian Provincial Government,
States, I.J.C., Congress, news media, public, interest groups)
1.
2.
3.
2-9].

-------
ICF INCOR PORATED
VII. REVIEW STEPS FOR EACH PRODUCT
Product:
Reviewers:
Within GLNPO
1.
2.
3.
Within the Office of the National Program Manager
1.
2.
3.
Within Headquarters
1.
2.
3.
Within EPA Regions (Identify Regions):
1.
2.
3.
External
(e.g., 0MB, White House, Canadian Federal Government, Canadian Provincial Government,
States, I.J.C., Congress, news media, public, interest groups)
1.
2.
3.
2-92

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ICF INCOR PORATED
VII. REVIEW smrS FOR EACH PRODUCT
Product:
Reviewers:
Within GLNPO
1.
2.
3.
Within the Office of the National Program Manager
1.
2.
3.
Within Headuuarters
1.
2.
3.
Within EPA Regions (Identify Regions):
1.
2.
3.
External
(e.g., 0MB, White House, Canadian Federal Government, Canadian Provincial Government,
States, LJ.C., Congress, news media, public, interest groups)
1.
2.
3.
2-93

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ICF INCORPORATED
VU. REVIEW STEPS FOR EACH PRODUCT
Product:
Reviewers:
Within GLNPO
1.
2.
3.
Within the Office of the National Program Manager
1.
2.
3.
Within Headquarters
1.
2.
3.
Within EPA Regions (Identify Regions):
1.
2.
3.
External
(e.g., 0MB, White House, Canadian Federal Government, Canadian Provincial Government,
States, LJ.C., Congress, news media, public, interest groups)
1.
2.
3.
2-94

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ICF II\CORPORATED
V I I. REVIEW STEPS FOR EACH PRODUCE
Product:
Reviewers:
Within GLNPO
1.
2.
3.
Within the Office of the National Program Mana2er
1.
2.
3.
Within Headquarters
1.
2.
3.
Within EPA ReQions (Identify Regions):
1.
2.
3.
External
(e.g., 0MB, White House, Canadian Federal Government, Canadian Provincial Government,
States, I.J.C., Congress, news media, public, interest groups)
1.
2
3.
2-95

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ICF 1\CORPOR\TED
VII. REVIEW STEPS FOR EACH PRODUCI
Product;
Reviewers:
Within GLNPO
1.
2.
3.
Within the Office of the National Program Manager
1.
2.
3.
Within Headquarters
1.
2.
3.
Within EPA Regions (Identify Regions):
1.
2.
3.
External
(e.g., 0MB, White House, Canadian Federal Government, Canadian Provincial Government,
States, I.J.C., Congress, news media, public, interest groups)
1.
2.
3.
2-96

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VIII. RESOURCE ESTIMATION: TASKS
Elapsed time is the number of days, weeks, or months between the start and end dates. In estimating work days (either EPA or
contractor stall) it may help to think of percentages of time multiplied by the number of days of work on this task. Also factor in the roles and
time needed of different EPA staff. “Other Costs” refers to any travel, printing, or equipment costs. Refer to the Estimated Price List (included
in Reference Materials) for estimates of Other Costs.
Task 1.0:
Product(s) Elapsed EPA Staff Contractor Other
Subtask (if any) Time Work Days Work Days Costs
1.1
12
13
1.4
Totals for Task 1.0
Staff Work Days:
Contractor Work Days:
Othcr Costs:
r )
-
0 C

-------
VIII. RESOURCE ESTIMATION: TASKS (Continued)
Elapsed timc is the number of days, weeks, or months between the start and end dates. In estimating work days (either EPA or
coniractor staff) it may help to think of percentages of time multiplied by the number of days of work on this task. Also factor in the roles and
timc needed of different EPA staff. “Other costs” refers to any travel, printing, or equipment costs. Refer to the Estimated Price List (included
in Rcfcrcncc Materials) for estimates of Other Costs.
Task 2.0:
Product(s) Elapsed EPA Staff Contractor Other
Subtask (if any) Time Work Days Work Days Costs
21
22
23
24
Totals for Task 2.0
Staff Work Days:
Contractor Work Days:
Other Cosis:
1 . )
‘ .0 —
-

-------
VIII. RESOURCE ESTIMATION: TASKS (Continued)
Elapsed lime is the number of days, weeks, or months between thc start and end dates. In estimating work days (either EPA or
contractor stafF) ii may help to think of percentages of time multiplied by the number of days of work on this task. Also factor in the roles and
time needed of different EPA staff. Othcr Costs refers to any travel, printing, or equipment costs. Refer to the Estimated Price List (included
in Reference Materials) for csiimatcs 01 Other Costs.
Task 3.0:
Product(s) Elapsed EPA Staff Contractor Other
Subtask (if any) Time Work Days Work Days Costs
3.1
32
33
3.4
Totals for Task 3.0
Staff Work Days:
Contractor Work Days:
Other Costs:
i c

-------
VIII. RESOURCE ESTIMATION: TASKS (Continued)
Elapscd time is the number of days, weeks, or months between the start and end dates. In estimating work days (either E A or
contractor stall) it may help to think of percentages of time multiplied by the number of days of work on this task. Also factor in the roles and
timc nccdcd of different EPA staff. “Other Costs” refers to any travel, printing, or equipment costs. Refer to the Estimated Price List (included
in Reference Materials) for c timatcs of Other Costs.
Task 4.0:
Product(s) Elapsed EPA Staff Contractor Qther
Subtask (if any) Time Work Days Work Days Costs
41
42
43
44
Totals for Task 4.0
Staff Work Days:
Contractor Work Days:
Other Costs:
—
Ie
I
I T

-------
VIII. RESOURCE ESTIMATION: TASKS (Continued)
Elapsed time is the number of days, weeks, or months between the start and end dates. In estimating work days (either EPA or
contractor staff) it may help to think of percentages of time multiplied by the number of days of work on this task. Also factor in the roles and
time needed of different EPA staff. MOther Costs refers to any travel, printing, or equipment costs. Refer to the Estimated Price List (included
in Reference Materials) for estimates of Other Costs.
Task 5.0:
Product(s) Elapsed EPA Staff Contractor Other
Subtask (if any) Time Work Days Work Days Costs
51
5.2
5.3
54
Totals for Task 5.0
Staff Work Days:
Contractor Work Days:
Othcr Costs:
I—
.!
-
0
-

-------
IX. RESOURCE ESTIMATION: PROJECT LEVEL
Project:
EPA Staff Contractor Other
Task Work Days Work Days Costs
1 0:
2.0:
3.0:
4 0.
50:
TOTALS:
—
:

-------
ICF Ir’SCORPORATED
I. PROBLEM PARAMETERS
What is the general problem that has been identified?
A. W7zy is travel funding always tight in the fourth quarter?
2. Without judging their importance or even correctness, list all the factors that your group
identified as causes of the problem:
A. Inflation in travel costs.
B. Emeigency trips.
C. Response to management fire drills.
D. Poor trac!dng of travel expenditures.
E. Inadequate travel budget for the mission of the office.
F. Too much unnecessary travel
- too many people on the same trips
- too many PR nips
3. 0! the problem elements listed in worksheet I, use data, or best professional judgement (vote by
secret ballot if necessary) to identify the most important factors contributing to the problem:
A Inadequate travel budget.
B. Poor tracking of travel expenditures.
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ICF INCORPORATED
II . PROBLEM DEFINITION
1. Briefly 4escribe the process by which you identified the best target for improvement.
Focus on travel expense tracking since we cannot get more money, but we might be able to plan our
spending better by keeping track of expenditures.
2. What is the specific performance we will be trying to improve?
Tracking of travel spending.
3. What is the definition of success for this project?
A practicaL low-cost method for tracking travel spending.
4. Who are the customers for this improvement?
Edema!: The National Flrignzm Manager, EPA’: Budget Office
Internal: Carol, the Staff Chiefs
2-104

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ICE INCORPORATED
III. ASSIGNMENT SUMMARY
1. Assignment Title: Improving tracldng of travel expenditures.
2. Assignment Description: Develop a simple system for tracldng travel fiintL .
3. Assignment Objective(s):
1) Identify process for projecting travel spending identifying travel plans, and recording travel
spending.
2) Provide weekly reports on travel expenditures.
4. Date Assigned: 9/15/89
5. Date Due: 10/30/89
6. Final Product Due: 10/30/89
7. Contractor Assigned: Arthur 0. Little
8. EPA Staff Assigned: Riley
2-105

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ICF INCORPORATED
W. TASK BREAKDOWN
Tasks:
Task 10: Describe prescnt tracking system
Task 2.0: Identify possible improvements
Task 3.0: Develop project tracking system
Task 4.0: Pilot test system
Task 5.0: Train staff
Task 6.0: Implement
2-106

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ICE INCOR PORATED
V. SCHEDULE PLANNING
Start Date End Date
Task 1.0: Descnbe Present System 9/15 9/26
Subtask 1.1: Flowchan .system 9/15 9/20
Subtask 1.2: Check flowchwt with 9/20 9/22
staff
Subtask 1.3: Revise and finalize 9/25 9/26
fiowchwt
Subtask 1.4: Develop test descnp- 9/25 9/26
tion of present system
Key Deliverables for This Task:
1. Flowchan 9/15 9/24
2. Test description 9/23 9/24
2-107

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id INCOR PORATED
V. SCHEDULE PLANNING
Start Date End Date
Task 2.0: Identify Possible Improvements 9/26 10/5
Subtask 2.1: Discuss fiowchwt with 9/26 9/28
staff from offices with
better systems
Subtask 2.2: Develop list of possible 9/29 10/2
changes
Subtask 2.3: Discuss changes with 10/3 10/4
GLNPO staff
Subtask 2.4: Finalize unprovenient 10/4 10/5
list
Key Deliverables for This Task:
1. List of possible 9/29 10/5
improvements
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ICF INCOR PORATED
V. SCHEDULE PLANNING
Start Date End Date
Task 3.0: Develop Revited System 10/4 10/11
Subtask 3.1: Draft new flow 10/4 10/5
diagram of system
Subtask 3.2: Draft new SOPs for 10/5 10/6
tracking penditwes
Subtask 3.3: Develop program for 10/6 10/10
GPC-based system
Subtaslc 3.4: Test and modijy 10/10 10/11
program
Key Deliverables for This Task:
1. Flow diagra n 10/4 10/5
2. New tracking SOPs memo 10/5 10/6
3. New tracldngprogrwn 10/6 10/11
2-109

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ICF INCORPORATED
V. SCHEDULE PlANNING
Start Date End Date
Task 4.0: Pilot Test System
Subtask4.1: Load ailfy 90* 10/11 10/13
data into new system
Subtask 4.2: Produce report for 10113 1 0/13
the 1st 2 weeks of
October
Subtask 4.3: Provide reports to 10113 10/13
management and
obtain comments
Subtask 4.4: Revise reports on 10116 10/16
software as needed
Key Deliverables for This Task:
1. 1st report tracking 10113 10113
spending
* This would be expenditures from 10/1-10113.
2-110

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ICF INCORPORATED
V. SCHEDULE PLANNING
Start Date End Date
Task 5.0: Train Staff
Subtask 5.1: Develop guide to 10/12 10/13
tracldng system
(explaining SOPs)
Subtask 5.2: Hold briefings on 10/18 10/19
the new system
Key Deliverables for This Task:
1. Guide to using the system 10/12 10/13
2-111

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ICF INCORPORATED
V. SCHEDULE PLANNING
Start Date End Date
Task 6.0: Implement system 10/20
Subtask 6.1: Operate system and 10/20
produce weekly repons
Subtask 6.2 Circulate repo?ts Weekly
Key Deliverables for This Tasic
1. Weekly repons Weekly
2-112

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ICF INCOR PORATED
VI. DELIVERABLE SUMMARY
Key Deliverable Interim Products/Steps Due Dates
1. Flowchart a) Draft flowchart 9/20
b) FsnuJ flowchart 9/24
2.
List of
possible
improvements
a)
b)
Draft list
.
Final list
10/2
10/15
3.
New flowchart
a)
Draft
10/S
and new SOPs
b)
Final
10/6
4.
New tracking
a)
Pilot test
10/10
software
b)
Final program
10/11
5.
1st report
10/13
6.
Weekly reports
Weekly
2-113

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ICF INCORPORATED
VII. REVIEW STEPS FOR EACH PRODUCT
Product: _________ 1-4
Reviewers:
Within GLNPO
1. Staff Chiefs
2. Deputy Director
3. Director
Within the Office of the National Program Manager
1.
2.
3.
Within Headquarters
1.
2.
3.
Within EPA Regions (Identify Regions):
1.
2.
3.
External
(e.g., 0MB, White House, Canadian Federal Government, Canadian Provincial Government, States,
IJ.C., Congress, news media, public, interest groups)
1.
2.
3.
2-114

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ICF INCORPORATED
VII. REVIEW STEPS FOR EACH PRODUCT
Product: 1st repost of the sew tracking rystem and su equent repo,ts
Reviewers:
Within GLNPO
1. Staff Chiefs
2. Deputy Director
3. Director
Within the Office of the National Pronram Manager
1. National F -ogirun Manager
2.
3.
Within Headquarters
1. Budget Office
2.
3.
Within EPA Regions (Identify Regions):
1.
2.
3.
External
(e.g., 0MB, White House, Canadian Federal Government, Canadian Provincial Government, States,
IJ.C., Cons ress, news media, public, interest groups)
1.
2.
3.
2-115

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VIII. RESOURCE ESTIMATION: TASKS (Continued)
Elapsed time is the number of days, weeks, or months between the start and end dates. In estimating work days (either EPA or contractor
staff) ft may help to think of percentages of time multiplied by the number of days of work on this task. Also factor in the roles and time needed
of different EPA staff. “Other Costs” refers to any travel, printing, or equipment costs. Refer to the Estimated Price List (included in Reference
Materials) for estimates of Other Costs.
Task 1.0: Describe Present System
Product(s) Elapsed EPA Staff Contractor Other
Subtask (if any) Time Work Days Work Days Costs
1.1
Flowchart system
Flowchart
6 days
1.0
2.0
1.2
Check with staff
3 days
1.0
.5
1.3
Revise and finalize
chart
Flowchart
2 days
.5
1.0
1.4
Develop text and
description
Test of
system
2 days
.1
1.0
$100 -
Printing
2.6 4.5 $100
Totals for Task 1.0
Staff Work Days: 2.6
Contractor Work Days: 4.5
le
Other Costs: S100
12
Ir
iO
I c
10
I
1 I>
I
I ’: ’

-------
VIII. RESOURCE ESTIMATION: TASKS (Continued)
Elapsed time is the number of days, weeks, or months between the start and end dates. In estimating work days (either EPA or contractor
stall) it may help to think of percentages of time multiplied by the number of days of work on this task. Also factor in the roles and time needed
of different EPA staff. “Other Costs” refers to any travel, printing, or equipment costs. Refer to the Estimated Price List (included in Reference
Materials) for estimates of Other Costs.
Task 2.0: Identify Possible Improvements
Product(s) Elapsed EPA Staff Contractor Other
Subtask (if any) Time Work Days Work Days Costs
2.1
Discuss flow externally
3 days
1.5
3.0
2.2
List of changes-draft
Improvement
list
4 days
.5
1.5
2.3
Discuss internally
2 days
1.0
1.0
2.4
Finalize improvement
list
Improvement
final
2 days
1.0
1.0
4.0 6.5
Totals for Task 2.0
Staff Work Days: 4.0
Contractor Work Days: 6.5
Other Costs: 0
0
0

-------
VIII. RESOURCE ESTIMATION: TASKS (Continued)
Elapsed time is the number of days, weeks, or months between the start and end dates. In estimating work days (either EPA or contractor
staff) it may help to think of percentages of time multiplied by the number of days of work on this task. Also factor in the roles and time needed
of different EPA staff. “Other Costs” refers to any travel, printing, or equipment costs. Refer to the Estimated Price List (included in Reference
Materials) for estimates of Other Costs.
Task 3.0: Develop Reused Expenditure Tracking System
Product(s) Elapsed EPA Staff Contractor Other
Subtask (if any) Time Work Days Work Days Costs
3.1 Draft new flow Flow dia am 2 dayt .5 LO $100 -
Printing
3.2 Draft new SOPs Memo 2 days .5 1.5
3.3 Develop software M J’ P7vg7wn 3 days .2 3.0 $500 -
Computer
cost
3.4 Test and modify 2 days .2 3.0
1.4 8.5 $600
Totals for Task 3.0
Staff Work Days: 1.4
Contractor Work Days: 8.5
Other Costs: S600
C
C
>

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VIII. RESOURCE ESTIMATION: TASKS (Continued)
Elapsed time is the number of days, weeks, or months between the start and end dates. In estimating work days (either EPA or contractor
staff) it may help to think of percentages of time multiplied by the number of days of work on this task. Also factor in the roles and time needed
of different EPA staff. Other Costsu refers to any travel, printing, or equipment costs. Refer to the Estimated Price List (included in Reference
Materials) for estimates of Other Costs.
Task 4.0: Pilot Test System
Product(s) Elapsed EPA Staff Contractor Other
Subtask (if any) Time Work Days Work Days Costs
4.1
Load data
3 days
.5
.5
4.2
Produce 1st report
Report
I day
.0
.2
4.3
Circulate reportc
for comment
1 day
.5
.1
4.4
Revise report
software
Software
revising
I day
.2
.5
$500 -
computer
cost
L2 L3 $500
Totals for Task 4.0
Staff Work Days: 1.2
Contractor Work Days: 1.3
Other Costs: $500
C
C
‘0 -

-------
VIII. RESOURCE ESTIMATION: TASKS (Continued)
Elapsed time is the number of days, weeks, or months between the start and end dates. In estimating work days (either EPA or contractor
staff) it may help to think of percentages of time multiplied by the number of days of work on this task. Also factor in the roles and time needed
of different EPA staff. “Other Costs” refers to any travel, printing, or equipment costs. Refer to the Estimated Price List (included in Reference
Materials) for estimates of Other Costs.
Task 5.0: Train Staff
Product(s) Elapsed EPA Staff Contractor Other
Subtask (if any) Time Work Days Work Days Costs
5.1
Develop guide to
Training
2 dayr
.2
.8
100 -
system
guide
Printing
5.2
Hold briefings
Briefings
2 days
2.0
3.0
$100 -
Viewgraphs
2.2 3.8 $300
Totals for Task 5.0
Staff Work Days: 2.2
Contractor Work Days: 3.8
Other Costs: $300
0
0

-------
VIII. RESOURCE ESTIMATION: TASKS (Continued)
Elapsed time is the number of days, weeks, or months between the start and end dates. In estimating work days (either EPA or contractor
staff) it may help to think of percentages of time multiplied by the number of days of work on this task. Also factor in the roles and time needed
of different EPA staff. “Other Costs” refers to any travel, printing, or equipment costs. Refer to the Estimated Price List (included in Reference
Materials) for estimates of Other Costs.
Task 60 Implement System
Product(s) Elapsed EPA Staff Contractor Other
Subtask (if any) Time Work Days Work Days Costs
6.1 Produce weekly Reports 52 weeks .1 per week .5 per week $30 per
reports week
5.2 per year 26 per year $1560 per
year (Punting)
6.2 Circulate reports .05 per week
2.6 per year
7.8 26 $1,560
Totals for Task 6.0
Staff Work Days: 7.8
Contractor Work Days: 26
Other Costs: $1,560
—
C
-v
I -I

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ICF INCORPORATED
IX. RESOURCE ESTIMATION: PROJECT LEVEL
Project: Travel Expenditure Tracldng System
EPA Staff Contractor Other
Work Days Work Days Costs
1.0: Describe present system 2.6 4.5 $ 100
2.0: Identify improvements 4.0 6.5 0
3.0: Develop revised system 1.4 &5 600
4.0: Pilot test 1.2 1.3 500
5.0: Train staff 2.2 3.8 300
6.0: Implement (one year) 1.560
TOTALS: 19.2 50.6 $3,060
2-122

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ICE INCOR PORATED
* * * * * * ****** *** ****** ********* ******* * * *** * * *
MEANWHILE, BACK AT LAKE HEMOS
2-123

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ICE’ INCORPORATED
INSTRUCTIONS FOR WALLY PIKE’S SYSTEMATIZED
PROJECT MANAGEMENT EXERCISE
Wally and his project team have already begun the process of planning the pruject to improve
permit compliance inspections. They have utilized fishbones, paretos, flowcharts and bar charts and
focused on the specific performance to be improved. They have already:
1) Identified the problem parameters
2) Defined the problem
3) Summarized the assignment
4) Completed a task breakdown
5) Scheduled the project
6) Summarized the deliverables
Each group should now complete the remaining worksheets:
7) Review steps (already partially filled Out)
8) Resource estimates: tasks (partially filled out)
9) Resource estimates: Project
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ICF INCORPORATED
I. PROBLEM PARAMETERS
What is the general problem that has been identified?
A. Compliance inspections do not always detect violators.
2. Without judging their importance or even correctness, list all the factors that your group
identified as causes of the problem:
A. Insufficient inspection staff
B. Corporations hiding violations.
C. Inadequate procedures for checldng records.
1). inadequate effluent monitoring equipment.
E. Inconsistent effluent monitonng procedures.
F. No effluent monitoring.
3. Of the problem elements listed in worksheet I, use data, or best professional judgement (vote by
secret ballot if necessary) to identify the most important factors contributing to the problem:
A. Inconsistent effluent monitoring procedures.
B No effluent monitoring.
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ICF INCORPORATED
II. PROBLEM DEFINITION
1. Briefly describe the process by which you identified the best target for improvement.
Fzshbone on fishkills; Pareto on significant causes; flowchart of permit compliance inspection process;
bar chart of rime involved in each step of the inspection process.
2. What is the specific performance we will be trying to improve?
Detecting permit violations.
3. What is the definition of success for this project?
Fewer undetected permit violations. Fishkill reductions that approach projections.
4. Who are the customers for this improvement?
External: Congress, the Presidcnr, the media, the Administrator, A.A. Water, The National Program
Manager, the public, EPA ’s Budget Office
Internal: Carol, the Staff Chiefs
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ICF INCORPORATED
Ill. ASSIGNMENT SUMMARY
1 Assignment Tit1e: Improving Pennit Compliance Inspection.
2. Assignment Description: Developing a handbook and training workshop for permit compliance
inspectors.
3. Assignment Objective(s):
1) Reducing undetected violations; and
2) Increasing effluent monuonng.
4. Date Assigned: 9/15/89
5. Date Due: 12/13/89
6. Contractor Assigned: Indiana University
7. EPA Staff Assigned: Wally Pike (leader) and Project Team
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ICF INCORPOR ITED
IV. TASK BREAKDOWN
Tasks:
Task 1.0: Convene workgroup of state inspectors.
Task 2.0: Develop inspection procedures handbook
Task 3.0: Develop workshop to train inspectors,
Task 4.0: Pilot test workshop on new procedures.
Task 5.0: Implement new procedures.
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ICF INCORPORATED
V. SCHEDULE PLANNING
Start Date End Date
Task 1.0: Convene Workgroup
Subtask 1.1: Identify potential
participants 9115 9118
Subtask 1.2: Obtain clearance from
management 9118 9/20
Subtask 1.3: Secure travel ftcnds
and arrange travel 9118 9122
Subtask 1.4: Develop reference
package for workgroup
sessions 9115 9/23
Subtask 1.5: Hold meetings 10/2 10/20
Key Deliverables for This Task:
1. List of Participants 9/18
2. Memos Inviting Participants 9/22
3. Reference Package 9/23
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ICF INCORPORATED
V. SCHEDULE PLANNING
Start Date End Date
Task 2 (F Develop Inspecriei Handbook
Subtask 2.1: Review workgroup notes 10/2 10/27
Subtask 2.2: Develop handi)ook outline
and abstract 10/25 10/30
Subtask 2.3: Draft Handbook 10/31 11/10
Subtask 2.4: Circulate for comments
and revise 11/10 11/27
Subtask 2.5: Finalize, print
Key Deliverables for This Task:
1. Outline and Abstract 10/30
2. Draft Handbook 11/1 0
3. Final Handbook 12/15
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ICF INCOR PORATED
V. SCHEDULE PL4NNING
Stan Date End Date
Task 3.0: Develop Inspector Workshop 10/25 11114
Subtask 3.1: Develop Course Outline 10/25 10126
Subtask 3.2: Develop Course Materials 10/26 11/3
Subtask 3.3: Review and revise course
mazenals 11/3 11110
Subtask 3.4: Workshop Logistics 1 0/25 11/3
Subtask 3.5: Conduct workshop 11113 11/19
Key Deliverables for This Task:
1. Course outline 1 0/26
2. Course workbook 11/1 0
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ICF INCORPORATED
V. SCHEDULE PLANNING
Start Date End Date
Task 4.0: Pilot Test New Procedures 10/2 11/27
Subtask 4.1: Identify 10 facilities
in four slates for test 10/2 10/27
Subtask 4.2: Provide Handbook to
participants 11/10 11/10
Subtask 4.3: Conduct workshop on
procedures 11/13 11/14
Subtask 4.4: Conduct inspectort 11115 11/22
Subtask 4.5: Evaluate and revise
handbook procedures and
workshops 11/22 11/27
Key Deliverables for This Task:
1. List of inspection targets 10/27
2. Inspection reports 11/22
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ICF INCORPORATED
V. SCHEDULE PLANNING
Start Date End Date
Task 5.0: Implement New Procedures 12/15
Subtask 5.1: Schedule and hold
additional workshops Quarterly
Subtask 5.2: Circulate handbook 12/15 As needed
Subtask 5.3: Revise handbook As needed
Subtask 5.4: Evaluate inspector
peifonnance Periodically
Subtask 5.5: Continue to track fish/all
data
Key Deliverables for This Task:
None
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ICF INCOR PORATED
VI. DELWERABLE SUMMARY
Key Deliverable Interim Products teps Due Dates
1. List of a) Identify 9118
workgroup
participants
b) Obtain clearances from management 9120
2.
Memos seeking
participants
a) Draft
b) Obtain management
approval
9/19
9/20
C)
d)
3.
Reference package
for workgroup
a) Draft
b) Obtain management
approval
9/20
9/22
C) Duphc ate
9/24
d)
4.
Handbook
a) Outline and abstract
10/30
b) Draft
11/10
c) Review and revise
11/2 7
d) P inz
12/15
5.
Course workbook
a)
Outline
10110
b) Draft
11/3
C) Review and revise
11/10
d) Duplicate
11/15
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ICF INCORPORATED
VI. DELIVERABLE SUMMARY (continued)
Key Deliverable Interim Products/Steps Due Dates
6. List of inspection a) Draft 10/10
targets
b) Review and approve 10/27
C)
d)
7. State inspection a) Conduct inspections 11/22
reports
b) Draft and file reports 11/22
C)
d)
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ICF Ir CORPORATED
VII. REVIEW STEPS FOR EACH PRODUCT
Product 1: List of Workshop Participants
Reviewers:
Within GLNPO
1.
2. p’-’ - j
3.
Within the Office of the National Program Manager
1
2
3.
Within Headquarters
1.
2.
3.
Within EPA Regions (Identify Regions).
1.
2
3.
External
(e.g., 0MB, White House, Canadian Federal Government, Canadian Provincial Government, States,
I.J.C., Congress, news media, public, interest groups)
1.
2.
3.
2-136

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ICF lNCORPOR TED
VU. REVIEW STEPS FOR EACH PRODUCT
Produ 2: Memos S kzi g Participants
Reviewers:
Within GLNPO
. -c ç .f
2 rc’I
3  r-tc k cy
Within the Office of the National Program Manager
1.
2.
3.
Within Headquarters
1
2.
3
Within EPA Regions (Identify Regions):
1.
2.
3.
External
(e.g., 0MB, White House, Canadian Federal Government, Canadian Provincial Government, States,
LLC., Congress, news media, public, interest groups)
1 e. Pr r i. + 1 1 rw4trr 5
2 Jn s e. cA
3.
2-137

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ICE I CORPOR TED
VII. REVIEW STEPS FOR EACH PRODUCT
Product 3: Reference Package for Workshop
Reviewers:
Within GLNPO
1. -ç
2.
3.
Within the Office of the National Pronram Manager
1.
4-.
3.
Within Headquarters
1.
2.
3.
Within EPA Regions (Identify Regions):
1.
2
3.
External
(e.g., 0MB, White House, Canadian Federal Government, Canadian Provincial Government, States,
LIC., Congress, news media, public, interest groups)
1.
2.
3.
2-138

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ICF I!\COR PORATED
VII. REVIEW STEPS FOR EACH PRODUCT
Product 4: Handbook
Reviewers:
Within GLNPO
1. s- -c c
2.
3•
Within the Office of the National Program Manaper
1.
2.
3.
Within Headquarters
1.
2.
3.
Within EPA Re2ions (Identify Regions):
1.
2.
3.
External
(e.g., 0MB, White House, Canadian Federal Government, Canadian Provincial Government, States,
I.J.C., Congress, news media, public, interest groups)
1. 5-t- -t e_ Pr rc r1 J
2. ck e- 5
3.
2-139

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ICF I CORPOR TED
VU. REVIEW STEPS FOR EACH PRODUCT
Product 5: Course Workbook
Reviewers:
Within GLNPO
1.
2.
3.
Within the Office of the National Program Manager
1.
2.
3
Within Headquarters
1.
2.
3.
Within EPA Regions (Identify Regions):
1.
2.
3.
External
(e.g., 0MB, White House, Canadian Federal Government, Canadian Provincial Government, States,
LJ.C., Congress, news media, public, interest groups)
1.
2.
3.
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ICF I CORPOR TED
VII. REVIEW STEPS FOR EACH PRODUCT
Product: 6 LIST OF INSPECTION TARGETS
(No Review for Product 7)
Reviewers:
Within GLNPO
i. .& crEE Ck CE
2. — 9 1
3
Within the Office of the National Program Manager
1. NL± CY & ç YO-4 1°- i --v
2
3.
Within Headquarters
1.
2.
3.
Within EPA Regions (Identify Regions):
1.
2.
3.
External
(e.g.. OMR. White House, Canadian Federal Government, Canadian Provincial Government.
States, 1.3 C., Congress, news media, public, interest groups)
i. S+cde. Pytr rc rec fry
2. Ir- -y\ ..5 e—cth t
2-140 A

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VIII. RESOURCE ESTIMATION: TASKS
Elapsed time is the number of days, weeks, or months between the start and end dates. In estimating work days (either EPA or contractor
stair) it may hclp to think of percentages of time multiplied by the number of days of work on this task. Also factor in the roles and time
needed of different EPA staff. “Other Costs” refers to any travel, printing, or equipment costs. Rcfer to the Estimated Price List (included In
Reference Materials) for estimates of Other Costs.
Task 1.0: Convene Workgroup
Subtask
/V’
Product(s)
(if any)
EPA
Staff
Contractor
Other
Work
Days
Work
Days
Costs
1.1
1.2
1.3
Identify Potential Participants
Obtain Management Approval
Secure & A ange Travel
Ltzto.(
i,wJw

4


I. 0
.3
/ 0
0
O
0
0
0
P 0
1.4
Develop Reference Packages
i c.Q. L Po 4 .L?_
7
3.0
/ 0. o
0
1.5
Hold Meetings
/ 15
i,. o
3.o
0
Totals for Task 1.0
Staff Work Days: 11.3
Contractor Work Days: 13.0
Othcr Costs: #‘g s oo
11.3
‘3
)
Elapsed
Time
“3
‘ -I
—
0
0
-I

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VIII. RESOURCE ESTIMATION: TASKS (Continued)
Elapsed time is the number of days, weeks, or months between the Start and end dates. In estimating work days (either EPA or
contractor staff) it may help to think of percentages of time multiplied by the number of days of work on this task. Also factor in the roles and
time needed of different EPA staff. “Other Costs” refers to any travel, printing, or equipment costs. Refer to the Estimated Price List (included
in Reference Materials) for estimates of Other Costs.
F
Product(s)
Elapsed
EPA Staff
(if any)
Time
Work
Days
Other
Costs
2.1
2.2
2.3
Develop Workgroup Notes
Outline and Abstract 1 Qj k.
Draft I1a4IprmJL
/ 4.

24
,
“
‘T
2.
r
?,
o
2. ô
/
C
C)
2.4
2.5
Circulate/RevLce
Finalize and Print
F 4
I
. —
. 0
—
A 0
0
‘2. 5 01) !
I
Totals for Task 2.0
Staff Work Days: 7. 5•
Contractor Wk Days: i g’.
Olher Costs:
I ,O l7oo -
Task 2.0: Develop Inspection Handbook
Subtask
Work Days
r 3
I - ’
•!
C )
0
0

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VIII. RESOURCE ESTIMATION: TASKS (ContInued)
Elapsed lime is the number of days, weeks, or months between the start and end dates. In estimating work days (either EPA or
contractor staff) it may help to think of percentages of time multiplied by the number of days of work on this task. Also factor in the roles and
time needed of different EPA staff. “Other Costs” refers to any travel, printing, or equipment costs. Refer to the Estimated Price List (included
in Reference Materials) for estimates of Other Costs.
F 1  —
Task 3.0: Develop Inspector Workshop
Product(s) Elapsed EPA Staff Contractor Other
Subtask (if any) Time Work Days Work Days Costs
3.1 Outline 2_2. 3 Printing
3.2 Develop Materials bt), LL .,,k /• t’ zoo
3.3 Review and Revise F 1  41 . 14/,LAJ.V1’IL ‘ I S ”
3.4 Logistics ‘ “
3.5 Conduct Workshop o 1)
“Is —
Totals for Task 3.0
Staff Work Days: . 0
Contractor Work Days: d S• —
Other Costs:/.. 7 i
Ir
10
I. . ) 1 0
Iu
10
L I I
I>
I-
It ’,
I

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VIII. RESOURCE ESTIMATION: TASKS (Continued)
Elapsed time is the number of days, weeks, or months between the start and end dates. In estimating work days (either EPA or
contractor stafi) it may help to think of percentages of time multiplied by the number of days of work on this task. Also factor in the roles and
time needed of different EPA staff. “Other Costs” refers to any travel, printing, or equipment COStS. Refer to the Estimated Price List (included
in Reference Materials) for estimates of Other Costs. —
(P.2—132)
Task 4.0: lot Test New ocedures
Product(s) Elapsed EPA Staff Contractor Other
Subtask (if any) Time Work Days Work Days Costs
4.1 Identify Targets L t .at .f Ta.t .J- .i 2/ 0
4.2 Circulate Handbook I DP .Ø (. 0
4.3 Conduct Workthop (Cri.’t . 7L.DI.. . s)
4.4 Conduct Inspections ..Th 1 Ji iL ‘ I. 0 - 0
4.5 Evaluate and Revise 2. 0
- cost
Totals for Task 4.0
Staff Work Days: q.
Contractor Work Days: q / —
Other Costs: o
0
C
-3

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I .- .
VIII. RESOURCE ESTIMATION: TASKS (Continued)
Elapsed time is the number of days, weeks, or months between the start and end dates. In estimating work days (either EPA or
contractor stall) it may help to think of percentages of time multiplied by the number of days of work on this task. Also factor in the roles and
time needed of different EPA staff. “Other Costs” refers to any travel, printing, or equipment costs. Refer to the Estimated Price List (included
in Reference Materials) for estimates of Other Costs.
F, w,J L - c
Task 5.0: Implement New Procedures
Product(s) Elapsed EPA Staff Contractor Other
Subtask (if any) Time Work Days Work Days Costs
5.1 Schedule and Hold Workshops s”. ô 000
5.2 Circulate Handbook l 0
5.3 Revise Handbook . , 0
5.4 Evaluate Inspection 2 .0 q.
5.5 Track Fi.shldlLr
Totals for Task 5.0
Staff Work Days: I 3 . 0
Contractor Work Days: , 0
Other Costs:
( ) 00

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ICF INCORPORATED
IX. RESOURCE ESTIMATION: PROJECT LEVEL
£*.?)
Project:
EPA Staff Contractor Other
Task Work Days Work Days Costs
1.0: (p. z-i’ii) 13.0 s—0 f .
2.0: ( . - 1’(2 ) 7 r I8 0 1?OO !
3.0: (P 2 - . i J, 0
4.0: (P. 2. —i . a/ j
5.0: (/2 _1L1 ) / .O
TOTALS:
2-146

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ICF INCOR PORATED
• In order to evaluate the effectiveness of the improvement project, Wally collects
data over the next year on both compliance inspections and fish kills.
• As the bar chart on the following page shows, the two states that had been
doing little effluent sampling before the project are now doing such sampling at
about the same frequency as the other two states.
2-147

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STATE COMPARISON OF PERMIT INSPECTIONS
(1989)
Analyze Sampling
Procedures
Analyze Flow Other
Measurement
Techniques
20
18
16
14
12
10
8
6
4
2
0
G)
C -)
C
c i )
1
C-)
C)
0
0
>,
0
C
c i)
a-
w
LL
State 1
State 2
State 3
State 4
U
8
L
2
Records Effluent Sampflng
Examination
C
C
>
Inspection Steps

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ICF INCORPORATED
• To effectively present the data on fish kills, he decides to construct a run chart
that compares fish kills before and after the improvement project.
• After a brief presentation on run charts, we will divide into breakout groups to
construct a run chart: Number of fish kills in Lake Hemos, 1986 - 1989.
2-149

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2.6 Run Charts

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ICF INCOR PORATED
TALKING POINTS FOR RUN CHART
WHAT IS A RUN CHART?
• A plot of measurements taken at regular intervals of time.
2. WHAT CAN RUN CHARTS DO FOR YOU?
• Illustrate trends .
• Identify the degree of variation of performance levels over time.
• Identify short term abnormalities or long term changes.
• A run chart can be used to compare the progress of two or more different
activities over time.
3. WHAT TYPE OF DATA IS APPROPRIATE FOR RUN CHARTS?
• Data that can be measured over time.
• Look for data that tell you:
-- how often an activity takes place,
-- how much of a product is produced,
-- how long a process takes,
— how many errors are made.
4. WHEN DO YOU USE RUN CHARTS IN PROBLEM SOLVING?
• Use it early in the problem solving process when you are trying to
understand the level of performance or to identify variation in performance.
• Use it after implementing a program to improve a process, to monitor
changes, and to compare results before and after the improvement effort.
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ICF INCORPORATED
5. HOW DO YOU CONSTRUCT A RUN CHART?
• Select a variable: an activity, process, or other event of concern.
• Select an appropriate interval of time for recording the measurement of
the activity, process or event.
• Define the time intervals on the horizontal axis, and the range
of values of the variable on the vertical axis.
• Plot the value for the variable for each time interval.
2-151

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PCB CONCENTRATIONS IN
COHO SALMON IN LAKE MICHIGAN
(1980-1986)
2
1.75
1.5
0
0
co 1.25
C
0
C
a)
()
C
0
0
0 0.5
0.25
0 I I
1980 1981 1982 1983 1984 1985 1986
nodata
Lfl
Tj
I
Reporting Period

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INCOMING PHONE CALLS PER HALF HOUR
(Monday and Friday)
8:30 9:30 10:30 11:30 12:30PM
9:00 10:00 11:00 12:00 1:00
1:30 2:30 3:30 4:30 5:30
2:00 3:00 4:00 5:00 6:00
Time Period
(1/2 hour ending at time shown)
I
-o
w
>
ci
C.,
ci
C l )
C L I
C)
30
25
20
15
10
5
0
Monday
Friday
--s--
/
I
,
A
A
A
/
/
/
4
7:30AM
8:00
Lfl
1.,
A
I I I I I I I I I I I I I I I I I I I I
1
—
C )
0
C
>

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ICF INCORPORATED
GRANTS AWARDED BY MONTH
(FY 1988)*
MONIR RANI MONTh GRANI
AWARDED AWARDED
10/87 0 4/88 9
11/87 0 5/88 7
12/87 2 6/88 11
1/88 5 7/88 18
2/88 6 8/88 23
3/88 7 9/88 51
* DATA FROM GLNPO FY 1988 “B” MONEY
TRACKING SYSTEM.
2-154

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GRANTS AWARDED BY MONTH
(FY 1988)
—
.!,
0
rs)
U I
UI

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GRANTS AWARDED BY MONTH
(FY 1988)
55
50
45
4o
V
I-
C
I
10/87 11/87 12187 1/88 2/88 3/88
Month
U I
a’
4/88 5/88 6/88 7/88 8/88 9/88
0
0
-

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ICF INCORPORATED
MEANWHILE, BACK AT LAKE HEMOS
2-157

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ICF INCORPORATED
NUMBER OF FISH KILLS IN LAKE HEMOS
(1986 - 1989)
QtrIYr # Fish Kills Qtr/Yr # Fish Kills
1/86 20 1/88 15
2/86 18 2/88 14
3/86 17 3/88 14
4/86 17 4/88 13
1/87 18 1/89 12
2/87 17 2/89 10
3/87 16 3/89 8
4/87 15 4/89 6
Using the data in the table above, construct a run chart of fish kills. Blank
shells are provided.
2-158

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NUMBER OF FISH KILLS IN LAKE HEMOS
(1986-1989)
—
0
F )
p-a 0
U I
‘ 0

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ICF INCORPORATED
CONTINUOUS QUALITY IMPROVEMENT
Focus on the customer
Rely on the experts
Improve productivity by improving quality
Continuously improve your work processes
2-161

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3 CQI TOOLS: REVIEW

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ICF INCORPORATED
THE PROCESS
Identify a Problem
Describe the Dimensions of the Problem
Analyze the Causes
Narrow the Focus of Attention
Develop Improvement Project
Monitor Effectiveness
3-1

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ICF INCORPORATED
THE C&SE OF FISH KILLS IN THE OS t.A S:
WALLY PIKE’ S QUEST TO REDUCE FISH KILLS
Data has been collected on Memos’ rate of fish kills. While kills are being
reduced, reductions are not meeting expectations.
QUESTION
q/3:WHAT ARE THE
COMPLIANCE?
STEPS INVOLVED IN INSPECTING
FOR PERMIT
METHOD:
FLOW
DIAGRAM
OF PERMIT INSPECTION PROCESS.
QUESTION #4:HOW FREQUENTLY ARE THE PRINCIPAL TYPES OP INSPECTION
ACTIVITIES CONDUCTED?
NETHOD
j fl:
STUDY OF INSPECTION ACTIVITIES IN EAGH OF THE FOUR
STATES.
#2:
VISUAL DISPLAY OF DATA ON INSPECTION ACTIVITIES WITH
FIVE BAR CHARTS
QUESTION
#5:WHY DOES
THE L
EVEL OF INSPECTION ACTIVITY VARY BY
STATE?
METHOD:
INFORMED GUESS
COLLEAGUES IN
CONFIRMED
THE FIELD
BY
DISCUSSIONS
WITH
QUESTION
#6:WHAT
CAN
BE
DONE
TO
IMPROVE
INSPECTION
PERFORMANCE?
METHOD:
PROJECT
PLAN
FOR
IMPROVING
INSPECTION
PROCESS.
3-2
QUESTION #1:
METHOD:
WHAT ARE THE CAUSES OF FISH KILLS?
FISHBONE
QUESTION #2: WHAT ARE THE MOST SIGNIFICANT CAUSES OF FISH KILLS?
METHOD #1: BEST PROFESSIONAL JUDGEMENT SURVEY
#2: A PARETO OF THE EXPERT SURVEY DATA ON CAUSES OF FISH
KILLS
QUESTION j/7:IF
THE INSPECTION
PROCESS IS
IMPROVED,
WILL FISH KILLS
BE REDUCED?
METHOD
#1:
ANNUAL REPORTS ON
INSPECTION
ACTIVITIES
#2:
RUN CHART DISPLAYING 1989 DATA ON FISH
KILLS

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4 COIPROJECTS

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(TMU)09. 1 4 • S NU.LO
FROM ICF IHC
PROJECT: Develop means to improve communication and information sharing
within the office.
TEAM: Paul Bercram Team Leader

-------
1(1 l\ RII I \I
GLNPO CQI PROJECTS
The Project Leaders Role
In Meetings:
• Review project or problem, and expectation for meeting.
• Discuss ground rules (participation, conversational courtesy, “Amnesty,”
schedule).
• Assign facilitator (may be project leader).
• Assign timekeeper (may be same as facilitator).
• Assign recorder (should be facilitator or timekeeper).
• Assign person to present briefing(s) (may be project leader).
Between Meetings:
• Serve as contact point between the group and the rest of the organization,
including clerical services.
• Serve as keeper of the group’s records.
• Prepare agendas for meetings.
• Set meeting logistics (time, location, notification)
4-1

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1(1- I\I 1k’l ’CPR \I I
GLNPO COl PROJECTS
The GrouD’s Role
In Today’s Meeting:
• Apply problem-solving techniques to the group’s project.
(Use fishboning, flow charting, Pareto charts, systematic project
management, or whatever methods seem appropriate.)
• Summarize results of your efforts.
Prepare simple overheads that include:
- Tools/Approaches you used
- Major conclusions/insights thus far
- Problems you encountered
- Next steps - (What more could your group or another group do?
What should management consider doing?)
Following Today’s Meeting:
• Do what you can to make yourself available for Team meetings; keep
schedules that you agree to.
• Play specialized roles (facilitator, timekeeper, recorder) in Team meetings
as requested.
• Be a constructive meeting participant: participate actively, but don’t
monopolize the discussion; exercise “conversational courtesy”; grant
“amnesty” to fellow team members to encourage frank discussion.
• Complete between-meeting assignments you commit to.
4-2

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ESTIMATED PRICE LIST
(Government Rates)
A. RoundtriD Travel Costs (S
From Chicago: Plane* Per Diem
Buffalo $344 $ 76
Cleveland $154 $ 93
Detroit $ 64 $100
Duluth $231 $ 70
New York City $276 $141
Philadelphia $232 $110
Washington, D.C. $268 $121
*Prices assume no advanced booking and unrestricted fares.
B. Printing]Artwork :
1. Brochure (4 pages, 8-1/2 x 5-1/2; black ink only; 60 lb. paper;
includes typesetting)
-- 100 printed copies: $190 + $14 per photo
-- 1,000 printed copies: $220 + $14 per photo
2. Poster (3’ x 2’ on 1/4” posterboard; black ink only; simple picture
and minimal text)
- - 1 poster, with EPA-supplied artwork: $100
-- 1 poster, with artwork part of the purchase: $150

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1989
January
SMT
123
8 9 10
15 16 17
22 23 24
29 30 31
1989
WTFS
4567
1112 13 14
18 19 20 21
25 26 2728
1989
TFS
456
1112 13
18 19 20
25 26 27
1989
WTFS
1234
8 9 10 11
15 16 17 18
22 23 24 25
1989
TFS
123
4 5 6 7 8 9 10
1112 13 14 15 16 17
18 19 20 21 22 23 24
25 26 27 28 29 30
1989
TWTFS
1234
6 7 8 9 10 11
13 14 15 16 17 18
20 21 22 23 24 25
27 28 29 30 31
1989
TWTFS
1
45678
11 12 13 14 15
18 19 20 21 22
25 26 27 28 29
November
SMTWT
12
56789
12 13 14 15 16
19 20 21 22 23
26 27 28 29 30
2
9
16
23
30
1989
TWTFS
I
345678
10 1112 13 14 15
17 18 19 20 21 22
24 25 26 2728 29
1989
FS
12
456789
1112 13 14 15 16
18 19 20 21 22 23
25 26 27 28 29 30
February
SMT
567
12 13 14
19 20 21
26 27 28
March
SM
April
5
12
19
26
May
SMTW
123
7 8 9 10
14 15 16 17
21 2223 24
28 29 30 31
June
SMTW
September
SMTW
July
SM
23
9 10
16 17
23 24
30 31
1989
TFS
12
6789
13 14 15 16
20 21 22 23
27 28 29 30
345
10 11 12
17 18 19
24 25 26
August
SMTWTFS
12345
6 7
8
9.10 11
12
13 14
15
16
25
26
20 21
October
SMT
123
8 9 10
15 16 17
22 23 24
29 30 31
1989
WTFS
4567
1112 13 14
18 19 20 21
25 26 27 28
1989
FS
34
10 11
17 18
24 25
December
SMTWT
10
17
24
31

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