Performance Results  

Total Quality Management & Business Process Improvement
Project: Facilitation of Critical Problem Solving Teams
Situation: Critical quality problems identified in a governmental audit.
Critical Task: Facilitate formation and performance of 45 problem solving teams.
Major Issue: Audit of military aircraft programs raised hundreds of problems to be resolved, in prioritized order, to continue the company's manufacturing programs.
Key Problem: Government required initial response in 6 weeks and a resolution plan for all issues in 15 weeks.
Action: Train and facilitate 45 teams in problem analysis. Facilitate development of action plans to resolve all open issues. Integrate action plans across all teams and functional areas. Report progress regularly to both company executives and representatives.
Result: All audit issues were successfully resolved and the integrity of the manufacturing programs was restored.
Project: Implementation of Total Quality Management (TQM)
Situation: TQM to be implemented throughout the division.
Critical Task: Participate in development of TQM including over-all plan, model and implementation. Facilitate formation and activities of TQM strategy teams. Provide TQM training for 22 prototype teams.
Major Issue: Facilitate and integrate formation, planning and activities of executive implementation teams for top-down implementation.
Key Problem: Interview, select and train a group of 24 internal facilitators for both instruction and facilitation of TQM teams.
Action: Help develop TQM model/plan. Facilitate and integrate executive implementation teams and TQM strategy teams. Select and train 24 internal facilitators. Provide communication and coordination between all teams, and status reports to senior vice president.
Result: Division successfully implementing at completion of engagement.
Project: Facilitate various reengineering teams
Situation: Executive Committee saw need to reengineer global processes.
Critical Task: Facilitate the formation, planning and activities of executive level, multi-functional process improvement teams.
Major Issue: Maintain a systems perspective and provide communication and coordination between the teams and functional areas.
Key Problem: Team members represented the current process owners (executives) and spent a great deal of time and effort "defending their turf".
Action: Facilitate four high level management teams. Coordinate and integrate teams. Report status to Executive Steering Committee.
Result: Significant improvements made in processes addressed including both organizational and procedural changes.
Project: Implement a Cost of Quality (COQ) process
Situation: Organization needed to understand the Cost of Quality to support the company TQM approach.
Critical Task: Achieve understanding of COQ and participation by all impacted personnel.
Major Issue: Over reaction by top management to initial findings.
Key Problem: Modifying current accounting system to include COQ measurements and systems.
Action: Facilitate team to establish methodology on one manufacturing process. Develop plan to implement COQ on other processes.
Result: Final report supported implementation of a comprehensive COQ approach throughout entire organization. First year results were a ten-fold improvement in the price of non-conformance.
Project: New Business Development
Situation: Needed to research and design a totally new area of business incorporating highly effective and efficient systems to ensure a competitive advantage.
Critical Task: Facilitating a multi-functional team with separate agendas and predetermined paradigms.
Major Issue: Breaking old paradigms and generating sufficient creativity to achieve a quantum leap in systems thinking.
Key Problem: Time and budgetary constraints
Action: Facilitate the team. Help develop and present final report.
Result: Final report was praised by entire management group. Implementation is ongoing.
Project: Total Quality Management (TQM)
Situation: To develop, establish, and implement a TQM program.
Critical Task: Develop a team of top executives to support initiative and participate in training and team meetings.
Major Issue: Company was tripling in size with new facilities and acquisition of employees from a rival organization.
Key Problem: Extreme time pressures resulting from rapid growth and contractual deadlines.
Action: Developed curriculum, and conducted training courses for executives and top managers.
Result: Initial training was delivered, and the implementation was begun with full support of top management.
Project: Critical Program "Lessons Learned"
Situation: Small programs being overlooked in allocation of critical resources.
Critical Task: Facilitate the "Lessons Learned" team to help them organize, plan and document their activities and results. Provide continuous feedback on progress and status to executive management.
Major Issue: Identify an approach for reengineering small manufacturing programs within the current environment.
Key Problem: Support the team leader with leadership and presentation skills.
Action: Facilitate the team. Develop and present executive status reports.
Result: Final report supported subsequent activity to restructure engineering and design functions in a move toward concurrent engineering.
Project: Achieve the highest quality ranking by a primary customer
Situation: Need to pass an exhaustive quality audit by a key customer.
Critical Task: Assist in development and implementation of a quality plan that will result in a gold rating by customer.
Major Issue: Customer's lack of prior winners or a template for success.
Key Problem: Coordination with customer's non-facilitated quality team.
Action: Work with Program Vice President to identify team purpose and membership. Facilitate the team, and provide feedback to Program Vice President.
Result: Was first supplier to receive a rating of excellence.
Project: Implementation of Americans with Disabilities Act (ADA)
Situation: Two divisions had to be compliant with ADA by July 26, 1992.
Critical Task: Facilitate and coordinate all activities in two divisions in planning for and management of compliance implementation effort.
Major Issue: Limited time to ensure full compliance
Key Problem: Keep teams on schedule to meet mandated deadlines
Action: Facilitated ADA Executive Steering Committee and eight implementation teams. Coordinated and integrated activities of all teams. Provided training to all employees in one division. Provided feedback on progress and status to executive management.
Result: Both divisions compliant with requirements of ADA on schedule.
Project: Establishment of a Concurrent Engineering Process
Situation: Span time from engineering to finished product too long. Needed to integrate the engineering, design, and manufacturing functions.
Critical Task: Develop practical approach for the use of emerging technology on large scale design and engineering.
Major Issue: Requires merging different disciplines into an integrated approach.
Key Problem: Current paradigms of personnel/turf issues with top level managers.
Action: Facilitate the team. Work with executives to integrate the initiative across functional boundaries.
Result: Concurrent Engineering Process was developed and is still going through a pilot to verify validity.

Human Resource Development

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