QS-9000 -- Doing It Faster, Doing It Better

Article

Morrow, John; McRoberts, W. A.; Joswick, Patricia; McDonald, Laura   (1998, ASQ)   Ticona L. L. C., Summit NJ; Eagle Group USA, Inc., Troy, MI; Hoechst Celanese Corporation

Annual Quality Congress, Philadelphia, PA    Vol. 52    No. 0
QICID: 10675    May 1998    pp. 149-156
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Article Abstract

Customization, teamwork, benchmarking, project scheduling, and partnership preservation were the keys to a successful QS-9000 implementation at Ticona L. L. C. Matching the implementation to the Ticona culture and organization led to lean documentation, a multifaceted approach to communication, and the adoption of just-in-term and interactive training techniques. Implementation teams were of two types: quality action teams (QATs) and special teams of experts (SWATs). The QATs worked on lost cost and quick problem solving, while each SWAT team handled a specific problem and then disbanded. Benchmarking of competitor initiatives with QS-9000 involved searches of the American Society for Quality website as well as general industry news and individual company websites. Supplementing this effort was a search of quality journals. The project schedule arranged for some tasks to be implemented simultaneously. For example, project planning and assessment could take place concurrently during the early days of the project. To maintain good relations with customers and suppliers during the implementation, Ticona educated these partners through newsletters and face-to-face contacts.

Keywords

Benchmarking,Case study,Communication,World wide web (WWW),QS 9000,Teams,Culture


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