UPS: Its Long-Term Design Delivers Quality Millions of Times Each Day

Article

Stratton, Brad   (1998, ASQ)   American Academy of Allergy, Asthma and Immunology, Milwaukee, WI

Quality Progress    Vol. 31    No. 10
QICID: 13284    October 1998    pp. 37-38
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Article Abstract

Quality improvement at United Parcel Service (UPS) has been driven by: effective communication with its employees; superior work processes; and investment in technology. The most recent UPS improvement initiative has been a 36-month migration strategy of four foundations that are implemented in phases. The foundations are: quality council leadership in planning, implementing, and integrating quality into business initiatives; people and their formal and informal involvement; a process focus that attends to the seven UPS strategic processes; and a quality improvement process that relies on measurement and assessment. A key to measurement is the UPS balanced scorecard approach that examines customer and employee perceptions, as well as the financial health and internal business processes of the company. Thanks to these activities, UPS has increased its operational performance by 15% so far in 1998. This article includes sidebars on: the responsibility and initiative of UPS employees; and the company's attention to detailed procedures and standards.

Keywords

Case study,Employee involvement (EI),Quality improvement (QI),Process management,Measurement and control


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