Total Quality Startup in an A/E's Regional Office


Warren, Thomas E. Jr.; Davis, Steven B.; Tulay, Michael P.   (1992, ASQC)   Gilbert/Commonwealth, Inc., Oakridge, TN 37830

Annual Quality Congress, Nashville TN    Vol. 46    No. 0
QICID: 9898    May 1992    pp. 802-807.
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Article Abstract

Gilbert/Commonwealth, Inc. (G/C) wanted a Total Quality Management (TQM) program but budget constraints prohibited hiring trainers for all their employees, so they hired outside trainers who trained a cadre of twelve G/C trainers. The G/C trainers trained employees in the regional office who in turn trained other regional employees. Outside training costs were limited to the first twelve employees.

Course material tailored to the region allowed trainees to cover sixteen hours of material in eight hours. Groups of 16-21 attended two four-hour sessions. Topics included meaning of quality, cost of quality, you and your customer, continuous improvement, and the FADE (Focus, Analyze, Develop, Execute) process.

Selected employees were invited to attend on their own time, half on company time and half on their own, or entirely on company time. Attendance figures were 50%, 20%, and 100%, respectively.

In the first year, 60% of regional personnel were trained in Total Quality. Quality Action Teams resulted in improved internal communications and customer relations.

Success factors: management commitment as evidenced by training on company time, minimal delay between training sessions, tailoring training material to the region, and confidence in the ability of employees to solve problems that affect them.


Budgets,Case study,Quality management system (QMS),Teams,Total Quality Management (TQM)

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