Abstract

ITT Hartford has traditionally based their quality efforts on Cost of Quality, zero defects, and Phil Crosby's concepts. Recently, they've added a continuous improvement program called Excellence at Work (EAW). The author examines a case study showing how this tool works for a department.

The Customer Services department's managers met to identify the ideal characteristics for their quality system. They determined that they needed six goals: customer focus, management commitment, movement away from inspection, movement toward coaching, team approach, and gains in productivity and morale. They examined the current state of quality, with regards to these goals and determined the strategies necessary to move toward the desired future state.

To tie in Cost of Quality, the also stipulated that management needs to be aware of and track time spent on improvement activities. They found that most of the improvement activity time was spent inspecting, rather than improving, so they changed the nature of that time. They now designate time for prevention and improvement.

ITT Hartford is exploring the idea that paying attention to Cost of Quality will help them meet their quality goals easier and more quickly.