Brown, James H.; Orcutt, James (1992, ASQC) Lord Corporation, Erie, Pennsylvania
In 1990, a group of Erie Excellence Council members researched ways to promote and recognize team quality improvement efforts. The results of these efforts is a team recognition process that allows the use of multiple quality tools. The award process can be employed not only in a community environment but also inside an organization or department. The purpose of the non-competitive award process is to improve the success rate of team projects, encourage team participation, and award successful teams. The team quality award process employs a quality improvement storyboard to help teams to comply with the specific evaluation criteria necessary for successfully completing team projects. As a team progresses through a project, it fills out each of the sections on the storyboard. This information constitutes the core of the teams's submission for the quality award. The recognition process calls for a board of examiners to evaluate all applications using a specially developed scoring standards for each category. Teams are recognized in terms of three levels of performance: highest achievement; significant progress; serious commitment. Any number of winners are permitted in each category; this encourages the sharing of team information and the elimination of competition. On the community level, this recognition is useful because it raises quality awareness, promotes team participation, improves team processes, and raises morale.
Community quality improvement,Quality tools,Rewards and recognition,Teams