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IMENTATION PAGE 


Form Approved 
OMB No. 0704-0188 




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e .d to the Office of Management and Budget. PaperworK Reduction Project (Q704^n&8), Washington. OC 2QS03. 


. REPORT OATE 

Julv 1989 


3. REPORT TYPE ANO OATES COVERED 



13. ABSTRACT (Maximum 200 wards) 

' This document discusses the implementation of TOM by B6&C. It includes a DCSC TOM 
charter and policy statement, TOM overview, structure, training plan, and short-, 
mid- and long-range improvement initiatives. The goal of the DCSC TOM effort is 
to provide the best supply support possible when and where it is needed by 
customers, ensuring efficiency and effectiveness through commitment to continuous 
improvement. '■ 


•”T~ '.v 


\.V\ 

V f 

.• ■ .<• 'Vr 


FILF.CTE 

SEP291989 




14. SUBJECT TERMS 15. NUMBER OF PAGES 

TQM (Total Quality Management), Continuous Process Improvement, 

Management, Supply Support ^ - -- 16. PRICE CODE 


17. SECURITY CLASSIFICATION 18. SECURITY CLASSIFICATION IP. SECURITY CLASSIFICATION 20. LIMITATION OF ABSTRACT 
OF REPORT OF THIS PAGE OF ABSTRACT | 

UNCLASSIFIED UNCLASSIFIED UNCLASSIFIED UL 


MSN 7540-01-280-5500 


UNCLASSIFIED 


Standard Form 298 (Rev 2-89) 

Pr*5cnb«J bv A NSl Std Z39->8 
298-102 





















TOTAL 


QUALITY 

MANAGEMENT 


MASTER PLAN 



Defense Construction Supply Center 

July 1989 

89 9 29 023 


MANAGEMENT’S COMMITMENT TO TQM 


Commander 

Defense Construction Supply Center 
Deputy Commander 

Chief of Staff 

Executive Officer 

Public Affairs 

Small Business Office 

Military Personnel Office 

Equal Employment 
Opportunity Office 

Safety and Health Office 

Internal Review Office 

Office of Comptroller 

Office of Command Security 

Office of Counsel 



Director 



Office of Civilian 
Personnel 


MANAGEMENT’S COMMITMENT TO TQM (Cont) 


Office of Policy and Plans 


Directorate of Supply 
Operations 

Directorate of Contracting 
and Production 

Directorate of Quality 
Assurance 


Directorate of Technical 
Operations 


Office of Installation 
Services 


Office of Telecommunications 
and Information Systems 



M. S. Barnett, Director 

T\TS.L.jAo- 


T. i. Henthorn. Director 

s2Z-GU —i 

K. K. McLain, Djj^ectcr 





D.^-L. Yarbrough, LTC, USA, Direct r 







rrisV Deputy Director 


Commander 

Defense Depot Columbus 





CONTENTS 


SECTION 

DCSC TQM Charter 1 

DCSC Policy Statement 2 

The TQM Overview 4 

DCSC TQM Structure 9 

TQM Training Plan 14 

TQM Short-Mid-Long Range Initiatives 19 

Appendices 

QMB Charters and Execution Plans A 

Terms and Definitions B 


iii 



DEFENSE CONSTRUCTION SUPPLLj CENTER 
COLUMBUS OHIO 


TOT AL QUALUIJ HA'MAd'ETVE'NJ 

OUR MISSION 

To support the highest level of readiness through acquisition, storage and 
distribution of suppty items requested by our military customers. 

OUR GOAL 

To provide tfie best supply support possible when and where it is needed by 
our customers, ensuring efficiency and effectiveness for our actions through a 
commitment to continuous improvement of our work, and our end products. 

OUR RESPONSIBILITIES 

To Our Customers: 

A commitment by both employees and management to improvement. Ac¬ 
tions speak, louder than philosophical words. The customer after all, is the sole 
reason for our existence. 

To Our Employees: 

A commitment to our employees t >ho are the corporation - an investment 
in excellence through education and training that will provide the foundation 
necessary for improving our support to our customers. 

To Our Vendors: 

A commitment to break- down barriers and to streamline the acquisition 
process while requiring a reciprocal commitment from our vendors to pursue 
improvement in the goods and services they provide. 

To Our Community: 

We wilt honor our obligations to society by being an economic asset, partici¬ 


pating in community enrichment programs, and being a positive representa- 
t ivejof the Federal Government. 


<QJL 


^HN P. DRESK.A 
/lajor General, USA 
Commander 


[a y- *Y- 

CARMEL1TA RTLElj 

President 

AFGE Local 114 8 


'T 

f AMES R. nURPHl) 

President 

IFPTE Local 7 
























TQM 


DCSC 

POLICY STATEMENT 


2 






TQM POLICY STATEMENT 


In a constantly changing world, one idea must 
endure--the commitment to ensure that DCSC’s 
timely support to the military customer is the 
best it can be. This level of performance 
demands an ongoing investment by the employees of 
DCSC to promote constant improvement in buying 
and supplying better quality items to our 
military customers at the best value to the 
taxpayer. 


3 



TQM 

OVERVIEW 


4 









DCSC TQM OVERVIEW 


The Total Quality Management (TQM) concept is 
based upon the pioneering work of Dr. W. Edwards 
Deming, Dr. Joseph H. Juran, Philip B. Crosby, 
and others. 


TQM IS an integral part of and vitally important 
to the overall DCSC Strategic Plan. 

TQM IS NOT a stand alone process initiated to 
resolve all of DCSC ’ s problems. 


TQM IS a systematic process for improving 
products and services. 

TQM IS NOT a program or a fad. 


TQM IS a st ructured, disciplined approach to 
identifying and solving problems. 

TQM IS NOT crisis management. 


TQM IS a participatory work style, conveyed by 
management actions and commitment, which 
harnesses the creativity and ideas of all 
emp1oyees. 

TQM IS NOT a dictat orial initiative conveyed by 
s1ogans. 


TQM 

IS 

TQM 

IS 

TQM 

IS 

TQM 

IS 

TQM 

IS 

TQM 

IS 


a long term commitment. 
NOT a quick fix. 


practiced by each and every employee. 
NOT assigned to subordinates. 


supported by Statistical Process Control. 
NOT driven by Statistical Process Control. 


5 



DCSC TQM OVERVIEW 


KEY ELEMENTS 


o COMMITMENT BY TOP MANAGEMENT 

o AN ENVIRONMENT FOR CONTINUOUS IMPROVEMENT 

o SATISFACTION OF CUSTOMER NEEDS 

o INVOLVEMENT BY EVERY INDIVIDUAL AND FOCUS 
ON TEAMWORK 

o RECOGNITION OF THE IMPORTANCE OF PERSONNEL 


COMMITMENT BY TOP MANAGEMENT 

TQM is a DoD initiative for continuously 
improving performance at every level and area of 
DoD responsibility. Improvement is directed at 
satisfying broad quality, productivity, cost and 
schedule initiatives, and at modifying management 
techniques. TQM brings together existing 
improvement efforts and specialized technical 
skills under a structured approach focused on 
improving all DoD processes. 

The Defense Logistics Agency (DLA) fully supports 
DoD’s TQM initiatives for continuous improvement 
at every level. DLA stands to realize major 
gains from the implementation of TQM throughout 
the Agency. As a quality buyer, a substantial 
portion of these gains will be found in the 
products and services acquired from industry. 

Our Outreach programs will be oriented to 
encourage industry to adopt TQM, and to guide 
industry, by example, in furthering TQM 
principles, practices, and philosophy. DLA will 
be universally recognized as a 'World Class' 
logistics support activity. The DLA TQM Master 
Plan serves as the foundation for the 
imp1ementation of TQM within the Agency. 


6 




DCSC TQM OVEBVIEW 


AN ENVIRONMENT FOB CONTINUOPS IMPBOVEMENT 


Continuous Improvement is the hallmark of TQM. It 
is realized by focusing on the processes that 
create products and services. Only after every 
aspect of each process is mastered can analysis, 
measurement, and improvement efforts be 
introduced. It is a basic precept of TQM that 
all employees have a profound knowledge of each 
process with which they are involved; therefore, 
consistent formal training in the appropriate 
techniques and tools of process analysis must be 
provided to each employee. It follows then that 
management must listen to employee suggestions 
for improvements to the process and, wherever 
possible, empower employees to make those 
improvements. 

SATISFACTION OF CUSTOMEB NEEDS 


In the performance of every task, there is at 
least one customer for the efforts expended. 
Whether our customers are co-workers, 
supervisors, organizations, activities, or 
Servicemen and women, they expect, and deserve, 
the best we can provide. TQM embraces this 
important customer/supplier relationship by 
focusing attention on providing timely quality 
products and services in everything that we do. 
Contractors are also customers, who deserve 
quality, on-time services such as inspection, 
payment, etc. 


Providing quality products or services requires 
that we know and thoroughly understand each of 
our customer’s needs. Likewise, customers must 
understand the capabilities of the processes we 
use to produce products and services. Both 
parties in the customer/supp1ier relationship 
must work together to ensure that needs and 
capabilities are correlated to the maximum extent 
practicable. It is vital to our survival that we 
review the processes in each organization for 
those critical points that influence customer 
satisfaction. 


7 


DCSC TQM OVERVIEW 


INVOLVEMENT OF EVERY INDIVIDUAL AND FOCPS ON 
TEAMWORK 

Simply put, we need 100% involvement of every 
individual. We can’t expect to get a process 
improved unless the personnel who know the 
process best are part of the improvement effort. 
Teamwork is critical to successful improvement. 

The Executive Steering Committee (ESC) , Quality 
Management Boards (QMBs), Process Action Teams 
(PATs) and Quality Circles (QCs) all require the 
efforts of members to work together as a team. 

To stay competitive in todays’ environment, DCSC 
will strive to develop highly skilled work teams. 

RECOGNITION OF THE IMPORTANCE OF PERSONNEL 

It’s been stated before: people are our most 
important resource. Without the active involvement 
of each and every member of the DCSC family, TQM 
has no chance to succeed. For each person to feel 
personally responsible for developing an attitude 
within themself that encourages constructive 
change, identifies opportunities, and stimulates 
innovative ideas for continuous improvement, they 
need to feel they are part of the team. 

Supervisors are responsible for creating an 
environment which respects individuals and fosters 
trust, which allows open communication, and 
encourages change. Another important aspect of 
instilling a feeling of worth is through personal 
recognition. Individual and group achievement will 
be appropriately recognized for contributions to 
the process and quality of work life. The best 
recognition of the contribution is implementation 
of the idea itself. 


8 







DCSC TQM STRUCTURE 


KEY ELEMENTS 

o DEVELOPING THE TQM APPROACH 
o STRUCTURE 
o RESPONSIBILITIES 


DEVELOPING THE TQM APPROACH 

Cultivating Total Quality Management as a way of 
life for DCSC will require development of a TQM 
approach, identification of responsibilities 
and establishment of initiatives. It will also 
require follow-up by all levels of management to 
track implementation and progress. 

The DCSC TQM Master Plan contains thrusts 
which provide a framework for Total Quality 
Management at DCSC. These thrusts will be 
supported by specific process improvement 
actions. 

At DCSC, our initiatives will be translated into 
improved products and services through the 
repetitive and continuous use of a process 
improvement cycle. The process improvement cycle 
will consist of the following: 

- Identification and prioritization of 
opportunities for improvement; 

- Identification of work processes; 

- Identification of relevant measurement 
points; 

- Implementation of the best solutions; 

- Monitoring effectiveness. 


10 




wh i ch 
the 

TQM structure 


DCSC TQM STRUCTURE 


STRUCTURE 

A TQM structure will be established 
mirrors the current organization to 
maximum extent possible. The basic 
for DCSC is diagrammed below: 



The DCSC TQM structure will consist of an 
Executive Steering Committee (ESC), TQM Focal 
Point Staff (FPS) and designated Quality 
Management Boards (QMBs) consisting of at least 
one ESC member. The QMB in turn will appoint 
Process Action Teams (PATs) with at least one QMB 
member. The Quality Circle (QC) teams receive 
direction from their directorates and offices, 
but are also responsible to the ESC through the 
Quality Circles QMB. 

The ESC includes all major Directorate and Office 
Heads. The ESC will be co-chaired by one 
military officer and one civilian. The FPS will 
coordinate training and perform administrative 
duties in support of the ESC. 


11 















DCSC TQM STRUCTURE 


RESPONSIBILITIES 

The overall DCSC TQM effort is the responsibility 
of the ESC, which reports to the Commander. The 
ESC will: 

- Advise the Commander on TQM matters; 

- Establish TQM initiatives; 

- Establish Quality Management Boards; 

- Provide guidance and direction for TQM 
implementation and develop the overall 
TQM vision; 

- Oversee TQM; 

- Participate and implement, through QMBs ’ 
analysis of the processes; 

- Ensure total workforce involvement; 

- Identify critical customer requirements; 

- Prioritize products and services for quality 
improvement; 

- Provide training resources; 

- Integrate strategic planning and quality 
improvement efforts. 


The ESC will meet when called by either 
co-chairperson, but no less than monthly, to 
discuss, formulate, and refine TQM policy, 
initiatives, and achievements. The ESC is 
supported by Quality Management Boards and the 
TQM Focal Point Staff, who facilitate TQM 
implementation at DCSC. 

Our plan incorporates the methodology and 
initiatives established by the Headquarters DLA 
ESC, and applicable initiatives identified in the 
DLA Principal Staff Element TQM plans. The DCSC 
plan also contains unique/specific initiatives 
and procedures for tracking progress. 


12 



DCSC TQM STBUCTUBE 


Our methodology employs three types of teams that 
will work for process improvement. These teams 
are QMBs , PATs, and QCs. 


QMBs 

- Identify the specific processes related to 
the targeted products and services; 

- Identify process problems and develop 
solutions; 

- Establish Process Action Teams; 

- Ensure Process Action Teams are trained; 

- Consolidate and interpret process data from 
PATs; 

- Document major results and report to the 
ESC. 


PATs / QCs 

NOTE: Quality Circle team members are voluntary. 

PAT team members are appointed. 

- Conduct process analysis for quality 
improvement requested by QMB; 

- Collect process data for QMBs; 

- Recommend process corrections; 

- Establish process monitoring systems; 

- Document process analysis and improvement 
activities, and report results to the QMB. 


13 



TQM 

teaihing PLAH 


14 









TQM TRAINING PLAN 


KEY ELEMENTS 

THE EDUCATION PROCESS: 


o 

TRAIN 

THE EXECUTIVE STEERING COMMITTEE 

o 

TRAIN 

FACILITATORS 

o 

TRAIN 

QUALITY MANAGEMENT BOARDS 

o 

TRAIN 

PROCESS ACTION TEAMS 

o 

TRAIN 

MANAGERS 

o 

TRAIN 

EMPLOYEES 


TQM succeeds only when managers and employees have 
the tools to work together for continuous process 
improvement. The education will begin with the 
Executive Steering Committee. The education must 
begin at the executive level, and permeate the 
entire organization through an organized downward 
training cycle. The reason for top-down education 
is to avoid the program mentality of 'here today 
and gone tomorrow.” The TQM philosophy must be 
embraced and practiced by top leadership if their 
example is expected to move the workforce to 
action. People are influenced by the actions of 
leaders; not by their words. Once the Executive 
Steering Committee has a fundamental grounding in 
TQM, their actions and decisions will shape and 
mold continuing process improvement. The TQM Focal 
Point Staff (FPS) will also be trained with the 
ESC. The FPS will support the ESC in all aspects 
of implementing TQM to include training efforts. 
The FPS is responsible for consistency of lesson 
plans and training provided by the facilitators. 
The Training QMB will establish criteria for 
facilitator selection. 


15 




TQM TRAINING PLAN 


The ESC will bring in quality and productivity 
experts from government and industry to talk with 
DCSC managers and supervisors. The exchange of 
lessons learned from other organizations will 
assist DCSC in implementing TQM. 

Once projects are identified, QMB and PAT teams 
will be given just-in-time training to use in 
conjunction with their process improvement 
efforts. 

All managers and employees will receive TQM 
orientation training. This orientation will 
provide an appreciation of TQM and the need for 
teams working on process improvement. Ultimately, 
TQM will become a way of life. The TQM philosophy 
means every work group will be a team engaged in 
continuous process improvement. 


The specific types of training will consist of the 
following: 

INITIAL ORIENTATION FOR CURRENT EMPLOYEES 


TQM orientation is designed to give all 
employees a general appreciation of the TQM 
philosophy. This will include an overview of Dr. 
W. Edwards Deming and the contributions of Dr. 
Juran and Phil Crosby. 

TQM orientation will include discussions of the 
DoD, DLA, and DCSC TQM Master Plans, and each 
employee’s responsibi1ity in implementing and 
sustaining TQM. Success stories from both 
government and private industry will also be a 
part of this training. 

PROBLEM SOLVING TECHNIQUES FOR TEAMS 


This training is the cornerstone for continuous 
process improvement. It will consist of such 
tools as Brainstorming, Flow Charts, Pareto 
Analysis, Cause and Effect Diagrams, Nominal Group 
Technique, various types of charts, checklists, 
etc., to attack and analyze problems. 


16 











TQM TRAINING PLAN 


STATISTICAL PROCESS CONTROL 

Statistical Process Control (SPC) is the use of 
statistical techniques and graphical methods such 
as control charts to analyze a process or its 
outputs. This approach requires appropriate 
actions to achieve and maintain a state of 
statistical control and to improve process 
capability. Statistical process control virtually 
guarantees process improvement. 


TEAM STRUCTURE AND COMMUNICATIONS 

The role of teams is extremely important to 
implementation of TQM. Through group interaction, 
a synergy is formed which enables a team to 
accomplish more than its individual members could 
accomplish on their own. 

Supervisors will learn the importance of becoming 
a leader of the team rather than the boss. Team 
members will find their varying personality types 
and backgrounds bring a wealth of opinions and 
ideas to share with their fellow team members. 


This training will explore the processes and 
attitudes necessary to build an effective team. 
Topics will include team characteristics, 
individual and group behavior, communication, 
leadership strategies, and conflict identification 
and resolution. 


17 






TQM TRAINING PLAN 


INVESTMENT IN EXCELLENCE 


This coarse provides the tools to change our 
mindsets. It will help DCSC bridge the gap 
between the program mentality of today and the 
Process Improvement Philosophy of tomorrow. 

Investment In Excellence, simply put, is a three 
day journey into an experience that mirrors the 
title. This curriculum was chosen due to its 
powerful content and logical linkage to a Total 
Quality Management philosophy. This is an 
opportunity for attendees to learn and share 
concepts, examples and proven techniques, which 
allow each trainee to bring all of his or her 
abilities and talents to the surface. Each unit of 
the curriculum takes the student through a 
journey, and provides powerful tools for success. 
With this cooperative, se1f-discovery approach, 
the course provides a powerful and constructive 
framework to improve decision making and bring out 
more of the employee’s potential. 


OTHER TRAINING 

As TQM evolves in both government and private 
industry, our training material will be updated. 


18 













TQM SHOBT-MID-LONG RANGE INITIATIVES 


KEY ELEMENTS 
o DCSC TQM THBUSTS 
o SHORT RANGE INITIATIVES 
o MID RANGE INITIATIVES 
o LONG RANGE INITIATIVES 


DCSC TOTAL QUALITY MANAGEMENT THRUSTS 

The Commander, DCSC, has defined four major areas 
of concentration which will enable us to live up 
to our corporate TQM policy statement. Those four 
thrusts are: 

INCREASE SUPPLY AVAILABILITY 
REDUCE COSTS 

IMPROVE PROCUREMENT PROCESS 
INVEST IN AND INVOLVE PEOPLE 


All initiatives at DCSC support the four major 
thrusts mentioned above. They are categorized 
below to reflect the primary thrust which they 
support. Initiatives are classified as short 
range (1 year), mid range (3 years), and long 
range (7 years). Several of the short range 
initiatives are currently linked with QMB 
charters found in the appendix. The mid and long 
range initiatives are written in more general 
te~ms so that flexibility exists for change and 
improvement as they are implemented. 

There are several broad initiatives which do not 
lend themselves to categorization under one of 
the four thrusts, but which will be necessary to 
achieve our goals. These include actions such as 
developing a better undcrs* mding of our 


20 


TQM SHORT-MID-LONG RANGE INITIATIVES 


customers' needs through increasing the number of 
people involved in customer support liaison. We 
must also ensure that all policy documents, 
existing and proposed, include information 
defining specific TQM involvement and support. 
Finally, we must adopt a management philosophy of 
learning the cost of doing business, and the 
estimated cost under any changes contemplated. 
Every management decision should consider the 
cost/benefit trade-offs of taking that particular 
action. The analysis must consider not just 
costs peculiar to a specific organizational 
element, but the effect on the entire Center. 

This is not to say that the lowest cost solution 
is always appropriate. In many cases, higher 
quality service to our customers may dictate 
extra cost. Long range benefits may outweigh 
short term cost increases. The bottom line is 
informed decision making in a cost conscious 
environment. 


INCREASE SUPPLY AVAILABILITY 


SHORT RANGE (1 YEAR) 

IMPROVE CATALOGING - Review and develop improved 
policies and procedures for the cataloging 
process (applicable to DCSC-0 and -S functions). 

DEVELOP BUY GUIDANCE - Review and develop 
improved methods to determine selection, timing, 
and quantity of items to be bought to reduce the 
impact of future stock fund reductions. 

INCREASE LONG-TERM CONTRACTS COVERAGE - Make 
major gains in the percentage of stock fund 
obligations which are placed against 
long-term contractual instruments. Such an 
approach yields tremendous benefits in 
developing a stable vendor base of high quality, 
reliable sources. Available techniques include 
Indefinite Delivery Type Contracts, Requirements 
Contracts, and Co-located Operating Parts Depot 
type contracts. Particular emphasis will be 
placed on the Paperless Ordering Purchasing 
System, which not only yields the benefits of a 
long-term contractual approach, but takes 
commercial items out of inventory. 


21 



TQM SHORT-MID-LONG RANGE INITIATIVES 


Our initial effort will identify a core group of 
items that exhibit long-term demand stability, 
technical stability, and relatively high stock 
fund dollars for long term contracts and advanced 
acquisition planning purposes. 

IMPROVE PROCESSING OF DISCREPANCIES/CPSTOMER 
COMPLAINTS - Review and improve methods relating 
to the processing of actions and responsiveness 
to our DoD customers. 

IMPROVE MANAGEMENT OF FIRST ARTICLE TEST (FAT) 
INFORMATION - A new procedure has been 
established by the Contracting and Production and 
Quality directorates to manage First Article 
Tests (FATs). The procedure will monitor, 
follow-up, and evaluate future FATs. Quality 
Assurance Specialists are now reviewing current 
contracts with FAT clauses to troubleshoot 
potential problems. 

ESTABLISH MINI-ICP 

The MINI ICP Project began 1 April 1989 with 
representatives from DCSC-P and -0, with -Q and 
-S participation as needed. This team is 
responsible for monitoring 302 NSN’S cradle to 
grave; reducing production and administrative 
lead time; and reducing the number of backorders. 


22 




TQM SHORT-MID-LONG RANGE INITIATIVES 


MID RANGE (3 YEARS) 

FOSTER THE IMMEDIATE IMPROVEMENT INITIATIVES I 3 - 
Modernize SAMMS in conjunction with input from 
DLA HQs , DSAC, the integration contractor and the 
other DLA Supply Centers. 

LONG RANGE <7 YEARS) 

Our long range goal is to achieve supply 
availability in the mid to high nineties. 

Dramatic process improvements will be 
accomplished to overcome funding short falls. 
Backorders will be significantly reduced. The 
workforce will be sensitive to customer needs. 


REDUCE COSTS 


SHORT RANGE (1 YEAR) 

CONSOLIDATE SMALL DOLLAR VALUE PURCHASES - DCSC 
will test aggregating multiple small purchase 
stock buys where the cumulative annual buy will 
still fall below the small purchase threshold. 
Minimal stock fund impact is expected, as are 
reduced costs through less procurement labor, 
reduced paper clog in the system, and attainment 
of more economic ordering quantities. 

REDUCE LEAD TIME - We are also looking at a 
sample of the over 225 days population of 
purchase requests and purchase orders. We have 
flow charted the procurement process and 
pin-pointed potential problem areas for further 
examination. 

REVIEW A BACK TO BASICS APPROACH - All ICP goals 
as they relate to accuracy, efficiency, quantity 
and timeliness are under review and analysis. 
This initiative will also focus on executive 
judgement on our current goals, the goal setting 
process, and begin the strategic planning 
process. 


23 



TQM SHOBT-MID-LONG RANGE INITIATIVES 


MERGE THE OFFICE OF COMPTROLLER WITH THE POLICY 
AND PLANS DIRECTORATE - The merger will integrate 
the team concept in support of DCSC/DDCO 
customers. The organization will be flatter to 
improve communications and reduce management 
layers between the team and the customer. 

MID RANGE (3 YEARS) 

REVIEW ORGANIZATION STRUCTURE - The overall 
organization structure of the ICP will be 
reviewed to ensure that we are organized in the 
best possible way to achieve mission objectives. 
We want to look at the results of the MINI-ICP 
test and other possible applications of team 
concepts. We will review all structures to 
ensure elimination of unnecessary management 
layers, maintenance of one face to our external 
customers, and maximize opportunities for 
professional growth of the workforce. 

ENHANCE DEFENSE STANDARDIZATION - This initiative 
will focus on management’s efforts to establish 
accountability and assure compliance by 
identifying current policies and implementing 
continuous improvement. This initiative, will 
enhance our interface with non-government 
standards bodies. 


LONG RANGE (7 YEARS) 

Long-range initiatives include focusing on the 
automation of standardization databases. 
Additional cost reduction objectives will include 
equipping all of the TQM teams with the 
tools needed to identify and reduce the cost of 
our products. These tools might include training 
in value added analyses, economic analyses, etc. 


24 


TQM SHOBT-MID-LONG RANGE INITIATIVES 


IMPROVE PROCUREMENT PROCESS 


SHORT RANGE Cl YEAR) 

EXPAND THE DCSC QUALITY VENDOR PROGRAM - 
Significant expansion of the QVP is necessary 
to ensure placement of DCSC contracts with high 
quality, dependable vendors. During the next 
year we will expand the current test program to 
those Federal Supply Classes which will afford 
the most benefit for the resources invested. 
Screening of QVP applicants to assess whether 
they meet the criteria of a proven track record 
of on-time delivery, and an absence of quality 
deficiency reports will continue. Contracting 
officers will have the option to pay up to a 20/i 
higher price to buy quality and delivery. 

We are reviewing the potential selective use of 
the QVP philosophy in an individual contracting 
situation. This approach will allow us to 
accelerate implementation where we’ve had 
problems in the past. 

REDUCE PROCUREMENT ADMINISTRATIVE LEAD TIME - We 
are undertaking a review of Automated Small 
Purchase Phase I failures to determine the type 
of failures received, vendors involved, and the 
age of the PRs when they are processed as manual 
buys. Our review will encompass alternatives to 
achieve more timely and cost effective 
processing. 


25 




TQM SHORT-MID-LONG RANGE INITIATIVES 


ESTABLISH A DCSC VENDORS OUTREACH PROGRAM - A 
core group of individuals will be established to 
work with our vendor community. The purpose is 
twofold. First is the opportunity for us to tell 
our contractors about the TQM implementation we 
are pursuing at DCSC. Secondly, is the continuous 
feedback from private industry such a program 
will offer. The communication afforded by such a 
program will allow both the private sector and 
the government to improve our respective 
processes. 

INCREASE AND INTEGRATE THE PROGRAM 400 AUTOMATED 
SYSTEMS - The short-term goal is to add 
the Contracting Technical Data File (CTDF) 
prototype to Cataloging Tools On Line (CTOL). 


MID RANGE (3 YEARS) 

INTEGRATE THE PROGRAM 400 AUTOMATED SYSTEMS - 
Midterm, the production CTDF will be added to 
CTOL. 

PSE BEST VALUE CONTRACTING - We will take into 
consideration a number of different source 
selection criteria, such as those vendors using 
SPC and TQM to put good products in our pipeline. 

INCREASE PROCUREMENT AUTOMATION - Improve the DLA 
Automated Solicitation Preparation System 
(DPACS). Improve SPEDE use for the BPA/Automated 
Phase I system to set up a PC to PC link and 
expand SPEDE to accommodate POPs. Three years 
from now we want to complete implementation of 
the DPACS systems throughout the ICP. 

REACH OUT TO SHELTERED WORKSHOPS - NIB/NISH 
has a short-term goal of awarding $2 million 
dollars worth of business to the deve1opmentally 
disadvantaged. The midterm goal is to establish 
up-front coding that will direct new items and 
Supply Support Requests (SSRs) directly into the 
program. 

OBTAIN A TQM IMPLEMENTATION COMMITMENT FROM AT 
LEAST 25 DCSC VENDORS - DCSC must define, by yet 
to be established criteria, our top 25 
contractors, similar to the top 25 in DoD and 
extract a commitment from them to implement TQM 
philosophies in their companies. 


26 


TQM SHORT-MID-LONG RANGE INITIATIVES 


LONG RANGE (7 YEARS) 

As an extension of the SAMMS l 3 initiatives, we 
will establish a common work-station in the 
Inventory Control Point that will use a data base 
enhanced with artificial intelligence and expert 
systems that will culminate in the development of 
the one-stop knowledge engineer. Likewise, all 
buying and contract administration personnel 
will perform in a work-station environment which 
will allow them instant access to all key 
information required to do their job. The 
majority of the interface with the vendor 
community, DCAS and DCAA will be by Electronic 
Data Interchange means. 

Rule-based contracting policy will increasingly 
be replaced by flexible contracting policy which 
enables professional contracting officers to 
exercise sound business judgment. 


INVEST IN AND INVOLVE PEOPLE 
SHORT RANGE (1 YEAR) 

DEVELOP TEAM BUILDING 

DCSC is meeting the challenge of todays’ 
environment where organizations need a highly 
flexible work place. To ensure our employees 
continue to achieve as high performers and show 
constant improvement, existing teams are being 
trained to become self-managing. In the short 
range, we are planting such seeds with a Mini-ICP 
and proposed -L and -C organizational merger. 
These two areas will provide the environment to 
further ensure successful team building in the 
corporation. We will foster and integrate our 
current Quality Circles under our TQM philosophy. 
Other problem solving work teams will also be 
encouraged. Our short range initiatives include 
training members of the ESC in team building and 
providing just-in-time training for QMBs as they 
are formed. 


27 




TQM SHORT-MID-LONG RANGE INITIATIVES 


IMPROVE EMPLOYEE ORIENTATION AND CROSS TRAINING - 
A number of initiatives are underway to provide 
improved training and orientation to targeted 
groups of the DCSC workforce. The common thread 
of all these efforts is to ensure all employees 
have an appreciation for how their job fits into 
the overall DCSC mission and contribute to 
serving our customers. The training initiatives 
include: 

ESTABLISH A WELCOME ABOARD PROGRAM - The 
idea is to introduce new employees to a "we 
care about you* environment. 

ORIENTATION TRAINING - A center orientation 
QMB will expand current orientation programs 
which deal primarily with personnel-related 
issues to embrace ICP functions. 

INTERN TRAINING - Currently a variety of 
training plans for Quality Assurance 
Specialists, Item Managers, and Contract 
Specialists provide for orientation to other 
ICP functions. These plans will be 
integrated to ensure equitable 
familiarization by all future ICP interns, 
and curricula will be expanded to include TQM 
training. 

SUPERVISORY CROSS TRAINING - Provides 
opportunities for ICP personnel to receive 
cross training in other ICP Directorates. 

SUPPORT PERSONNEL - A plan will be developed 
to familiarize clerical and P-900 personnel 
with the mission of the ICP through 1-2 day 
training sessions. 


PROVIDE AN EXCELLENT ENVIRONMENT - DCSC will 
provide an excellent work environment by 
continually striving to improve the quality of 
our facilities, services, equipment, and 
supplies. An excellent environment encourages 
constructive change. 


28 


TQM SHORT-MID-LONG RANGE INITIATIVES 


IMPROVE THE QUALITY OF WORK LIFE - There are 
several short term projects budgeted and 
scheduled for completion in FY 89-90. Among 
these projects are: lighting upgrades for 
primary office areas and warehouses, new message 
signs at all entrance gates, construction of 
additional classroom space, handicapped ramps and 
a chair lift for the walkway between Bldgs 11 &. 

12, new vending/break areas, improved fire alarm 
systems and removal of asbestos DCSC-wide. 

ASSESS WORK ORDERS FOR CONTINUOUS IMPROVEMENT - 
Improve the work order process to enhance the 
timeliness and quality of work performed. 

IMPROVE OUR WELLNESS - Enhance existing wellness 
activities so that every DCSG employee has the 
opportunity to achieve and maintain a healthy 
life and work style. Particular attention will 
be devoted to physical fitness, nutrition, stress 
management, smoking prevention and cessation, 
alcohol and drug abuse prevention/rehabilitation 
and early identification of hypertension. 

CONSOLIDATE IDEA PROGRAMS - Consolidate the 
Suggestion, MIP and all other productivity 
programs into one that more effectively enables 
our employees to be innovative and creative. 

TEST THE ALTERNATIVE WORK SCHEDULE - I ncrease 
workplace flexibility by testing and implementing 
an Alternative Work Schedule concept. This 
concept enables employees to maximize their 
productive efforts on the job while allowing them 
to establish a better balance between work and 
personal needs. 


29 


TQM SHORT-MID-LONG RANGE INITIATIVES 


MID RANGE (3 YEARS) 

INFUSE TEAM BUILDING 

As we move from our short range objectives to mid 
range, we will infuse successful teams throughout 
the total workforce. 

Participative management is the wave of the 
future and DCSC will crest it with team members 
who are committed to quality and each other. To 
aid in this organizational transition, we will 
clarify characteristics of the ‘types’ of teams 
we wish to encourage at DCSC and gain commitment 
from Unions and middle management. By improving 
teams and continuing to recognize their 
contributions, the achievements of our teams will 
become the cornerstone to secure their employment 
and survival of our organization. 

BUILD TQM INTO PERFORMANCE - Incorporate the 
concept of team work and continual process 
improvement into all performance standards. 

IMPROVE THE QUALITY OF WOBKLIFE - Projects 
requiring engineering support throughout FY 90 
and beyond are: 

Construction of ADP Facility 
Construction Operations Facility 
Construction Warehouse Facility 
Asbestos removal 

Other projects identified to benefit the 
wo rkforce. 


30 




TQM SHOBT-MID-LONG RANGE INITIATIVES 


LONG RANGE (7 YEARS) 

INSTITUTIONALIZE TEAMS 

In the long range, DCSC will operate within a 
se1f-managing team concept. These multi-ski11ed, 
multifaceted employee teams will bring together 
the unique and valuable contributions of current 
employees at all levels of the organization. 

With teams operating in all areas of DCSC, we 
will create a climate where creativity is 
encouraged, mission is first, and excellence is a 
way of life. 

Employees are and will continue to seek out new 
ways to incorporate TQM into their everyday work 
activities. The commitment to continuous 
improvement will be found in all areas of the 
Center. The workforce defines quality as what 
the customer wants and is very sensitive to 
customer needs. The emphasis on quality is self- 
imposed by the work teams/groups. We will 
continue to strive for more accountabi1ity and 
responsibility within these teams/groups by 
continuously improving and reaching for self¬ 
management. In short, quality and the TQM 
philosophy will become a way of life. 




LONG RANGE INITIATIVES 


QMB CHABTEBS AND EXECUTION PLANS 


QUALITY MANAGEMENT BOARD (QMB) 


SUBJECT; 


Back to Basics 


CHARTER: To provide an in-depth review and additional analysis of the 

mismatches between the ICP supervisors intuitive judgment and the 
DCSC-LO (OH) correlative analysis regarding impact on supply 
availability. Also to study/focus executive judgment on our current 
goals and begin a strategic planning process for our goals. 

TASKS: 1. Goal workyear alignments. 

- Maximize workyears on HIGH activities. 

- Thoroughly review the process that goes into the goal. 

- Minimize workyears devoted to LOW activities. 

2. Analyze the need for the goal. 

- How many workyears are devoted primarily to reporting and 
analyzing data (check iihe checkers) ? 

3. How does the executive staff rate the goals? 

- Prioritize the ICP goals. 

- Rank by importance within Directorate then ICP. 

4. Focus on strategic planning. 

5. Look at selected goals to increase productivity and reduce unit 
cost by 20 percent. 

6. Analyze/develop specific strategies for goal process improvement 
and attainment of the four TQM goals. 

PROPOSED MEMBERSHIP: 


ORG 


DCSC-S 


DCSC-R 


DCSC-0 


DCSC-P 


DCSC-Q 


DCSC-LO 


NAME* 


PRIMARY/ALTERNATE 


P 

_A 

~P 

_A 

P 

_A 

P 

_A 

P 

_A 

P 

A 


TITLE 

Chairperson 

Member _ 

Member_ 


Member 


Member 


Statistical Promo. 


* May be provided after approval by ESC. 

MILESTONES: Required two weeks after ESC approved start date. 


Estimated 
Start Date: 


1 Jun 89 


Estimated 

Ending Date: 31 Dec 89 


Monthly 

Manhours 


10 


ESC Charter Approval Date: 26 Jun 89 


TQM CONTROL NO. 0001 



QUALITY MANAGEMENT BOARD (QMB) 


SUBJECT: 


Center Orientation 


CHARTER: To develop an integrated orientation program to provide a 

progressively more detailed understanding of the DCSC mission and 
the relationship among departments and personnel. 


TASKS: 


1. Evaluate current orientation programs to determine the extent of 
coverage and areas needing further development. 

2. Develop an outline to ensure progressively more in-depth 
orientation for employees. Identify affected grade levels, 
organizations and functions to undergo each level of 
orientation. 

3. Establish a schedule for development of the various levels of 
orientation and a timeframe for providing such training to all 
affected employees. 

4. Appoint Process Action Teams (PAT) to develop specific segments 
of the orientation process. Review PAT recommendations to 
ensure adequacy of coverage and integration with prior and 
successor plans. 

5. Establish a schedule for periodic review and revision of the 
Center orientation plans to ensure adequacy of coverage based on 
feedback and dynamics of mission. 


PROPOSED MEMBERSHIP: 


ORG 


DCSC-0 


DCSC-K 


DCSC-R 


DCSC-P 


DCSC-C 
DCSC-S 


DCSC-W 


AFGE 


NAME * PRIMARY/ALTERNATE 


P 

A 

P 

A 

P 

A 

P 

A 

P 

A 

P 

A 

P 

A 

P 

A 


TITLE 

Chairperson 

Member _ 

Member _ 

Member _ 

Member _ 

Member _ 

Member _ 

Member_ 


* May be provided after approval by ESC. 


MILESTONES: Required two weeks after ESC approved start date. 


Es timated 

Start Date: 26 Jun 89 


Monthly 

Manhours 8 hours/members 


Estimated 

Ending Date: 31 Dec 89 



ESC Charter Approval Date: 26 Jun 89 


TQM CONTROL NO. 0002 


A.2. 








QUALITY MANAGEMENT BOARD (QMB) 


SUBJECT: Reducing Delinquencies 


v, HARTER: This QMB will lead multiple process action teams in examining many 
aspects of resolving the DCSC delinquency problems. Initial effort 
will be targeted at improving the handling of post-award technical 
clarifications and waivers/deviation requests through better DCSC-P, 
DCSC-S and DCSC-Q interface. This QMB will also oversee the DCSC 
Quality Vendor Program implementation. 


TASKS: 


1. Data collection by process action teams to establish benchmark 
for improvement of DCSC-S, DCSC-P DCSC-O, and DCSC-Q liaison. 

2. Process flow analysis of existing methods. 

3. Establish QVP priorities for implementation. 

4. Design procedures to provide ongoing feedback as the basis for 
further improvements. 


PROPOSED MEMBERSHIP: 


ORG 
DCSC-P 
DCSC-S 
DCSC-Q 
D CSC-PR 
DCSC-0 
DCSC-L0 


NAME * PRIMARY/ALTERNATE TITLE 

P 

__A Chairperson 

." P .. 

_A Member 

" "". P ~ ". 

__A _ Member 

P 

__A Member 

. ~ ..~ P 

_A Member 

. P 

_A Member 


* May be provided after approval by ESC. 

MILESTONES: Required two weeks after ESC approved start date. 

Estimated 

Start Date: _ Jul 89 

Estimated Monthly 

Ending Date: 30 Sep 90 Manhours 8 

ESC Charter Approval Date: 26 Jun 89 _ TQM CONTROL NO. 0003 


A.3. 




QUALITY MANAGEMENT BOARD (QMB) 


,OBJECT: Reduce Coats of Procurement 

CHARTER: This QMB will lead multiple Process Action Teams in examining many 

components of the procurement process. The focus will be on reduced 
costs either through reducing procurement leadtime; or through 
improving the efficiency of procurement operations. Initial process 
action teams will concentrate in three areas: 


Improving manual small purchase process to reduce over 225 
day small purchase population. 

Examining feasibility of consolidating small dollar value 
stock purchase. 

Improving support to vendors requesting solicitation copies 
through eliminating requests for nonexistent solicitations. 


TASKS: 


1. Data collection by each of the Process Action Teams to pinpoint 
specific areas of improvement. 

2. Process flow analysis of existing methods. 

3. Develop recommended courses of action and methods of measuring 
results. 

4. Design procedures to provide ongoing feedback as the basis for 
further improvements. 


PROPOSED MEMBERSHIP: 


ORG 

DCSC-P 

NAME* 

PRIMARY/ALTERNATE 

P 

A 

TITLE 

Chairperson 



P 


DCSC-PP 


A 

Member 



P 


DCSC-PO 


A 

Member 



P 


DCSC-PC 


A 

Member 



P 


DCSC-0 


A 

Member 



P 


DCSC-L0 


A 

Statistical Promo 


* May be provided after approval by ESC. 


MILESTONES: Required two weeks after ESC approved start date. 


Estimated 

Start Date: Jul 89 


Estimated Monthly 

Ending Date: 30 Sep 90 Manhours 12 


ESC Charter Approval Date: 


26 Jun 89 


TQM CONTROL NO. 000* 


QUALITY MANAGEMENT BOABD (QMB) 

SUBJECT: Missing Data Work List (MDWL) Processing 

CHARTER: To review the MDWL process for purposes of installing more 

effective/efficient procedures; monitoring and improving processes; 
and establishing feedback mechanisms to effect timely corrective 
actions. 


TASKS: 


1. Review the MDWL process to determine how processing time can be 
streamlined while expanding procedures to get the job done right 
the first time. 

2. Analyze processing procedures and timeframes within each 
element to pinpoint bottlenecks. 

3. Review manpower requirements to ensure efficient/effective 
uti1ization. 

4. Determine if automation can be used to cut administrative and 
procurement lead times; thus increasing productivity and 
decreasing costs. 


PROPOSED MEMBERSHIP: 


ORG 

DCSC-Q 

NAME* 

PRIMARY/ALTERNATE 

P 

A 

TITLE 

Chairperson 

DCSC-R 



P 

A 

Member 

DCSC-0 



P 

A 

Member 

DCSC-S 



P 

A 

Member 

DCSC-P 



P 

A 

Member 

DCSC-R 



P 

A 

Member 

* May be provided after approval 

by ESC. 



MILESTONES: Required 

two weeks 

after ESC 

approved start 

date . 


Estimated 

Start Date: 19 Jun 89 

Monthly 

Manhours 15 


Estimated 

Ending Date: 30 Oct 89 


ESC Charter Approval Date: 26 Jun 89 TQM CONTROL NO. 0005 


A.5. 









QUALITY MANAGEMENT BOARD (QMB) 


SUBJECT: TQM Facilitator Development and Training 

CHARTER: The purpose of this QMB is to develop policies and criteria 

regarding the selection, evaluation and training of TQM 
facilitators. 


TASKS: 


1. Identify facilitator selection criteria. Separate criteria 
should be identified for HE facilitators. 

2. Develop initial roster of facilitators for final approval by the 
Executive Steering Committee (ESC). 

3. Determine areas of responsibi1ity for facilitators. 

4. Develop a generic addendum to position descriptions of TQM 
facilitators. 

5. Develop evaluation criteria for facilitators. 

6. Develop policies regarding the progression and movement of 
facilitators. e.g. Once a facilitator, always a facilitator? 

7. Determine selection and training policies for 2nd and 3rd 
generation facilitators. 

8. Develop policies to ensure accountability for fulfilling 
training requirements. 

9. Develop recommendations on minimum/maximum number of 
facilitators. 


PROPOSED MEMBERSHIP: 


ORG NAME * PRIMARY/ALTERNATE 

P 

DCSC-K _ A 

P 

DCSC-KW _ A 

P 

DCSC-W _ A 

P 

DCSC-P _ A 

P 

DCSC-R _ A 

P 

TQM FOCAL POINT _A 

P 

UNIONS _ A 

P 

DDCO_ A 


TITLE 

Chairperson 


Member 


Member 


Member 


Member 


Member 


Member 


Member 


* May be provided after approval by ESC. 

MILESTONES: To be furnished after ESC approval of the QMB. 


Estimated 

Start Date: 26-30 Jun B9 
Estimated 

Ending Date: 31 Aug 89 


Monthly 
Manhours _& 


ESC Charter Approval Date: 26 Jun 89 


TQM CONTROL NO. 0006 


QUALITY MANAGEMENT BOARD (QMB) 


SUBJECT: Total Cost Budget System 

CHASTER: To develop and implement an internal DCSC budget system that 

reflects DLA/DCSC priorities and allocates scarce resources to 
achieve them. The system should provide visibility of 
cost/performance data and provide incentives for managers and 
employees to reduce the cost of our products and services without 
sacrificing quality, timeliness or responsiveness to our customers. 

TASKS: PHASE I - Assess current system and develop a proposed concept of 

operations. 

1. Define and understand the current DLA/DCSC resource system. 

How are new and existing requirements identified and 
validated? 

How are requirements reflected in the budget? 

What performance level (objectives) does the budget support? 
How do we translate resources into program performance? 

2. Identify our current problems with the resource system? 

Incentives 

Rewards/consequences 

Meaningful linkages to day-to-day performance 
goals/objectives 
other areas 

3. Identify and evaluate what we would (can) change about the 
system? 

4. Develop a way to get all managers/employees to "buy in' (i.e. 
control resources) to the system? 

5. Develop and present to ESC by 1 Sep 89 a proposed resource 
system concept that could be implemented in FY 90. 

PHASE II - Develop detailed methods/procedures for implementing a 
total cost resourcing system at DCSC. This would 
include, but not be limited to areas such as: 

Performance measures - workload/cost (organization, 
managers, employees), rewards/consequences, management 
information systems, training, management tools, 
relationship/integration with other systems both interna 
and external to DLA/DCSC. 



PROPOSED MEMBERSHIP: 


NAME* PRIMARY/ALTERNATE 


TITLE 


DCSC-R 



Chairperson 


Member 


Member 


Member 


Member 


Member 


Member 


Member 


* May be provided after approval by ESC. 


MILESTONES: Required two weeks after ESC approved start date 


Estimated 17 Jul 89 (Phase I) 

Start Date: 15 Sep 89 (Phase II) 


E violated 1 Sep 89 (Phase I) 
Ending Date: 30 Sep 89 (Phase II) 


Monthly 10 (Phase I) 
Manhours 10 (Phase II) 


ESC Charter Approval Date: 26 Jun 89 


TQM CONTROL NO. 0007 


A.7.1. 






QUALITY MANAGEMENT BOARD (QMB) 


>BJECT: Quality Circles 

CHASTER: To review and develop policies, procedures, and criteria 

regarding the operation of the DCSC/DDCO Quality Circle Program 
as well as integrating and reinforcing existing quality circle 
efforts into the DCSC Total Quality Management Plan. 

TASKS: 1 . 


2 . 


3. 

4. 

5. 

6 . 
7 . 
8 . 


PROPOSED MEMBERSHIP: 


ORG 

NAME* 

PRIMARY/ALTERNATE 

P 

TITLE 

DCSC-Q 



_A 

Chairperson 




P 


DCSC-R 



_A 

Member 




P 


DCSC-S 



_A 

Member 




P 


DCSC-0 



_A 

Member 




P 


DCSC-R 



_A 

Member 




P 


DCSC-K 



_A 

Member 




P 


DDCO 



_A 

Member 




P 


AFGE 



_A 

Member 




P 


IFPTE 



_A 

Member 

May be provided 

after approval 

by ESC . 




Define and communicate the QC Program objectives up/down the 
organization; i.e.. Quality Circle theme, small groups, 
voluntary participation in solving work related problems. 
Identify the differences between Quality Circles and Process 
Action Teams and communicate this to the workforce with 
emphasis that all are an important part of the TQM process. 
Review and implement the Award of Excellence criteria and 
recognition process. 

Review and implement QC Regulation, DCSC 4155.002. 

Involve mid-management in building and sustaining support for 
the QC Program. 

Identify additional training for QC participants. 

Develop a policy regarding Quality Circle presentations. 
Publicize success stories as well as the plan for 
implementation of new circles. 


A.8. 








QUALITY MANAGEMENT BOARD (QMB) 


SUBJECT: Management Control First Article Tests (FAT) 


CHARTER: To develop management system for the control of First Article 

Tests within and among the Directorates of Contracting and 
Production, Technical Operations, and Quality. 


TASKS: The following are essential tasks for this system: 

1. Determine the NSNs that require a FAT. 

2. Determine contracts that have a FAT. 

3. Determine which QAS has which FAT. 

4. Develop management control system within P. 

5. Develop management control system among P, S, and Q and back 
to P. 

6. Develop management control system within Q. 

7. Test system. 

8. Implement system. 


TOOLS: The following should be considered by the PAT. 


1. Brainstorming. 

2. Flow Charting. 

3. Organizational Procedures. 

4. Management Indicators. 


PBOPOSED MEMBEKSHIP: 


OEG 


DCSC-P 


DCSC-PR 


DCSC-S 


DCSC-Q 

DCSC-QR 

DCSC-QE 

DCSC-QF 


NAME * PBIMABY/ALTERNATE 

P 

_A 

P 

_A 

P 

_A 

P 

_A 

P 

_A 

P 

_A 

P 

_A 


TITLE 

Chairperson 

Member 


Member 


Member 


Member 


Member 


Member 


* May be provided after approval by ESC. 

MILESTONES: Required two weeks after ESC approved start date. 


Estimated 

Start Date: 3 Jul 89 


Estimated 

Ending Date: 30 Sep 89 


Monthly 
Manhours _8 


ESC Charter Approval Date: 29 Jun 89 


TQM CONTROL NO. 0009 


A.9. 




B 



APPENDIX B 


TEEMS 


Crosby, Phillip - A consultant and former 
Director of Quality at IT&T: author of "Quality 
Is Free. 

Customer - The user of one’s product or 
service. 

Deming, W. Edwards - A statistician and 
consultant often called the 'Father of Japanese 
Quality Control." Renowned for his "Fourteen 
Points for Management," upon which much of the 
TQM philosophy is loosely based. 

Juran, Joseph M. - A consultant and executive, 
the author of "Quality Control Handbook," often 
called the Quality Control ’Bible.’ 

Process - A systematic approach to accomplishing 
a specific task. 

Process Flow Charts - A graphical tool used to 
study the sequences of a process by depicting 
each action taking place in the process. 

Process Improvement Cycle (also called Shewhart 
Cycle or Plan. Do, Check. Act Cycle) - An 
analytical method for improving processes. The 
improvement cycle consists of: identification 

and prorogations of opportunities for 
improvement, identification of work processes, 
identification of the best solutions and 
monitoring of effectiveness. 

Quality - The extent to which a product or 
service meets the customer requirements and is 
fit for its intended use. 

Statistical Process Control - A measurement 
method used for assessing the performance of 
processes. 

Success Sharing - A DLA initiative which seeks 
to reduce costs and improve productivity by 
allowing employees to share in the savings 
generated by the organization. Success sharing 
in the government is similar to profit sharing in 
the private sector. 

Total Quality Management - A strategy for 
continuously improving performance at every 
level and in all areas of respons ibi1ity. 





TQM SHORT-MID-LONG RANGE INITIATIVES 


ABBREVIATIONS 

AWS - Alternate Work Schedules 
DLA - Defense Logistics Agency 

DMINS - Distributed Miniature Computer System 
DSC - Defense Supply Center 

E -4 - Excellence & Efficiency in an Enriched 
Environment 

ESC - Executive Steering Committee 

IDTC - Indefinite Delivery Type Contract 

PAT - Process Action Team 

PLFA - Primary Level Field Activity 

PR - Purchase Request 

PSE - Principal Staff Element 

QC - Quality Circles 

QMB - Quality Management Board 

QVP - Quality Vendor Program 

SAMMS - Standard Automated Materiel Management 
System 

SPC - Statistical Process Control 
SPD - Special Purpose Data 
TQM - Total Quality Management 
VE - Value Engineering 


B.2.