Ballard, Donald L.; Boland, Anita L. (1992, ASQC) Boeing Petroleum Services, Inc., New Orleans, LA
Beginning three years ago, the Information Service (IS) Department of Boeing Petroleum Services (BPS) was reorganized to implement a Continuous Quality Improvement (CQI) initiative. Employee training eliminated initial confusion regarding the concept of Quality by defining it as three related components: teamwork, emphasizing the development of teams which would include the customer; process analysis, emphasizing quality improvement of the process producing the product; and statistical measurements, emphasizing the measurement of the right thing. Employees were trained to use these components in the definition of tasks and functions, and the establishment of shared values and goals crucial to organizational success. Following the formation of quality improvement teams, quality goals were identified, including customer satisfaction, quality products and services, a motivated, skilled staff, and the correlation of IS plans with the goals of BPS. Next, training and process analysis were used to ensure successful teamwork and staff involvement. Education, recognition, and awards were instrumental in developing a motivated and skilled staff, capable of applying measurement techniques, and implementing customer surveys. All of these techniques continue to be employed because CQI successfully resulted in: increased teamwork, improved staff skills, happier employees, improved productivity, improved product and service quality, and demonstratively more satisfied customers. Typical CQI inhibitors were nullified. Successful CQI implementation necessitates an understanding of the following: organizational commitment; a clear CQI definition; a realization that process is just as important as product; training is an investment and is essential, as is employee involvement.
Continuous improvement (CI),Employees,Process improvement,Teams