Implementing Quality from Birth to Adolescence

Article

Crall, Heidi   (1998, ASQ)   Lakefront SRO Corporation, Chicago, IL

Annual Quality Congress, Philadelphia, PA    Vol. 52    No. 0
QICID: 10683    May 1998    pp. 199-202
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Article Abstract

Total quality management (TQM) implementation at Lakefront SRO Corporation, a community development corporation, has improved processes and learning. Lakefront began this initiative five years ago to help it cope with rapid growth and overburdened systems. Early steps included the selection of external TQM consultants and the training of staff on continuous improvement and customer satisfaction. Lakefront's first TQM implementation reduced central reception process errors by more than 50 percent. These early activities led to key learnings such as: commitment from upper management; separation of facilitator training from process improvement training; inefficiency of quality council activity if there are more than 25 members; and focusing improvement projects on actual processes. During its intermediate TQM stage, Lakefront developed a team of internal consultants to deliver process improvement training. Lessons learned during this stage focused on: flexible scheduling of internal trainers; staff preference for internal trainers over external consultants; good relations between internal and external consultants; and job descriptions that identified teamwork and TQM. Overall benefits of the first five years of TQM at Lakefront have been: TQM common language for dealing with critical issues; increased customer awareness; more effective meetings; better teamwork; and the opportunity for staff to learn and practice a diversity of skills.

Keywords

Case study,Consulting,Total Quality Management (TQM),Process improvement,Lessons learned


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