How it wor ks Building a culture of quality must be a strategic objective that is defined and clearly articulated by organizational leaders. It is a journey that all participants must take, and with any journey, there must be a passion for it. Otherwise, the journey will be fraught with stalls and apprehension. It must be passionately supported at the executive management level and passionately promoted in the rank and file. When everyone is “on board”, the journey will proceed organically. What roadmap do we use to take this journey? Our Quality Management System are guided by these principles:
Customer Value
Productivity
Standardization
Performance Measurement
Benefits
A call to action whenever and wherever opportunities for improvement are evident
Employees will routinely reach for a standard when questions arise specific to a process
The ability to measure anything which begins with clearly defined objectives
Consistency in processes that provide and ensure productivity
Confidence in the integrity of processes
Proactive or ad-hoc Quality implementations produce Quality advocates through EASI Program
New s and Rev iews Persona feedback
Reluctant Ruth: “This seems to indicate constant change; I’m not comfortable with that and it seems like a lot of work.”
c2 Pr oduct Brief Weaving a social fabric that compels inherent collaboration.
Ruth’s apprehensions must be allayed. It is not our intention to change processes if in the end it will negatively impact productivity and the delivery of services. There maybe an investment in time and effort at the onset but it will pay off later when process efficiency is the outcome.
Influential Irene: “I need to constantly evoke my employees’ passion for quality. I know they want to do the right things; I need to support their passion.” Summary
Future Plans: We will be making a push for more proactive Quality initiatives, along with adhoc implementations where corrective actions are identified. We will rely heavily on our EASI Program Quality Advocates and Supporters to help spread the word. We will look to our Leaders to send out a consistent message of our intentions specific to Quality and how it can help meet our organizational objectives.
Quality Doing the right things; Doing things the right way
Cultural Cohesion (c2) Primary location: 152 Technology, Irvine CA c2info@thelincgroup.com Brief code: 20111206
Cultural Cohesion (c2) Perpetual results. EASI adoption.
Cultural Cohesion (c2) c2info@thelincgroup.com
Overview
Promotional Considerations
Technical Requirements | Overview
The concept of Quality can be abstract and intangible to some, making it difficult to translate into everyday situations. But this is a misconception; perhaps even an excuse. Most people practice some form of quality management everyday whether intentional or not; it is inherent to people’s nature. Why? Because we believe that for the most part, people inherently want to do the right thing. The key is in guiding them to identify and articulate what the right thing is, then compelling them to continually do the right thing. At ABM Facility Solutions Group (ABMFSG), we have intentionally taken a grass-roots approach to the development of our Quality Management System (QMS). Creating a natural and spontaneous movement towards a culture of quality gives our employees the power to affect change from all roles within the organization. This empowerment gives them some “skin in the game”. And anyone who has invested time and effort in any endeavor will want to see a successful implementation.
“Quality is never an accident; it is the result of intelligent effort.” [John Ruskin]
The development of Quality requires the use of a collaborative environment where standards are managed, released and continually revisited through measurable objectives. Using SharePoint, our collaborative intranet Portal, we can provide visibility at all levels of our Quality Management System, in areas such as:
Current Situation
Quality in our organization is driven by two key factors: (1) management of quality and (2) management of compliance. The management of quality or QMS has long been in place in our organization; it is not driven by the need to comply with organizational or regulatory requirements. The management of compliance is driven by either International Organization for Standardization (ISO) or Sarbanes-Oxley (SOX) requirements. Although each have very different motivators, one thing is clear; both help us identify areas of improvement.
Whether intentional or not, effort is given to things that matter; the consistent delivery of products and services to our customers (internal or external) is what matters in the development of a quality culture. When speaking of Quality at ABMFSG, we must emphasize the customer as anyone we provide products and services to, which includes the external paying entity or the employee sitting in the next cubicle. If all employees thought of their peers as an existing or potential customer, more care and understanding will be given to the delivery of services. User Impact Quality affects all levels of an organization; from sales to operations, shared services to management, and ultimately, at the customer’s perspective. The development of Quality is an iterative process; it is forgiving in that we need to keep trying until we get it right, then start over again. The commitment to continual improvement is made when a department, location, or business unit proactively deploys Quality or when employees participate in a reactive Quality process. Whatever the catalyst or purpose, we must all understand that everything we do is measurable in terms of contributions to the organization’s objectives and overall productivity. We must constantly question or validate the purpose of initiatives and their impact on our employees and the delivery of products and services.
Deployment and Implementation
QMS Links—a series of SharePoint team sites to manage and release standards
Project Server-used to manage Quality initiatives
Post Deployment
Key Performance Indicators
Dashboards and Scorecards
Continuous Improvement
Internal Audits
Corrective/Preventive Actions