Involving Management in QI Team Efforts

Article

Danaby, Michael   (1991, ASQC)   ebb associates, Norfolk, VA

Annual Quality Congress, Milwaukee WI    Vol. 45    No. 0
QICID: 9618    May 1991    pp. 868-872
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Article Abstract

Newport News Shipbuilding implemented a "Commitment to Quality" program which integrated four components: Quality Awareness, Quality Costs, Quality Training, and the Quality Improvement Process. This paper focuses on the fourth component, the Quality Improvement Process. The three objectives for team projects included continuously improving all processes, satisfying valid customer requirements, and involving all employees in the continuous improvement process.

The program used two types of teams: (1) Lead Teams, which are similar to Juran's steering arm, and (2) QI Teams, which are similar to Juran's diagnostic arm. To propose a quality improvement project, QI Teams completed a Project Justification Worksheet, providing the Lead Team with the information needed to determine if the project should be approved. After a project is approved, the QIT follows a structured improvement process and makes two presentations to management: (1) its recommendations to for improvement actions, and (2) the implementation results and a cost/benefit analysis.

Divisional Lead Team Facilitators attend monthly meetings to exchange information and discuss QIT efforts; this facilitator network communicates concerns, successes, and ideas throughout the organization. Management involvement in QIT efforts provides management with more control over the quality improvement projects selected and establishes a formal method of communication which helps Lead Team Facilitators and QIT members maintain enthusiasm.

Keywords

Juran, Joseph M.,Management,Quality Improvement Team (QIT),Shipbuilding,Teams,Human resources (HR)


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