Sangrey, Marian (1991, ASQC) Westinghouse Electronic Systems Group, Baltimore, MD
Through a monthly reporting process, the Westinghouse Electronic Systems Group realized that many of their Quality Improvement Teams (QITs) were making insufficient progress.
In order to assess the challenges and obstacles facing the teams, the Quality Council reviewed the progress of the teams by conducting interviews with team leaders and members. The results of these focus group interviews revealed that teams not making progress were tackling extremely large processes and problems. Many of the teams experiencing difficulties did not own the problem or process they were working on, and many of the teams lacked the support of a committed manager or sponsor. The lack of experience using problem solving tools was also an obstacle.
In response to the training needs identified by the teams, a three-day course addressed the following topics: Clarifying the Leader's Role, Managing the Project, Managing and Leading Meetings, Leading the Team, Process Mapping Techniques, Cost/Time Profile Techniques, Innovation and Creativity in Teams, Measurement Strategies, Gaining Buy-in for Change, and Influencing Strategies.
Although many teams experienced slow progress after the training, their approach was orderly and progressive, and the teams used new tools and techniques to aid in their progress.
Human resources (HR),Quality Improvement Team (QIT),Quality council,Total Quality Management (TQM),Voice of the customer (VOC)