Revolution Through Effective Improvement Projects


Aubrey II, Charles; Gyrna, Derek   (1991, ASQC)   BANC ONE CORPORATION, Columbus, OH

Annual Quality Congress, Milwaukee WI    Vol. 45    No. 0
QICID: 9597    May 1991    pp. 8-13
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Article Abstract

Over a four year period, the BANC ONE CORPORATION Quality Group used a quality improvement program similar to Juran's project by project improvement approach to collect and analyze data for over 1,000 project teams at 75 BANC ONE CORPORATION affiliates. Their study focused on team size, the team member make-up, project selection and duration, the types of quality tools used, and results based on cost/benefit analyses.

Management selected team members based upon their individual expertise, influence, and relevance to the project. Teams ranged in size from 2 to 25; seven was the average team size, and 96% of the teams had ten or fewer members. All team members received training on quality improvement tools and techniques, which focused on brainstorming, flowcharting, cause and effect analysis, surveys, work simplification, quality costs, cost/benefit analysis, sampling, Pareto analysis, data collection formats, graphs, control charts, and measurements.

BANC ONE found that various levels of employees working together on teams has enhanced communication between employees and management. Their quality program has yielded about $18 million in cost savings/revenue enhancement, their customer satisfaction had improved by 10-15%, and they have reduced costs, defects and lost customers by 5-10%.


Brainstorming,Customer satisfaction (CS),Project management,Project teams,Quality management (QM),Surveys,BANC ONE CORPORATION

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