Training PresentationTraining Presentation

Quality in GovernmentQuality in Government

Task: Increasing Quality Awareness Task: Increasing Quality Awareness in Government Managersin Government Managers

Kevin McGinnisKevin McGinnis

Increasing quality awareness:Increasing quality awareness:

• Review of basic quality improvement Review of basic quality improvement efforts in manufacturing efforts in manufacturing environments.environments.

• Problems/Cliches that have limited Problems/Cliches that have limited improvement effortsimprovement efforts

Review of basic efforts: Review of basic efforts:

Failure to implement quality Failure to implement quality systems:systems:

• ““New politicians don’t accept predessors New politicians don’t accept predessors programs, even if they work”programs, even if they work”

• Quality improvements and government Quality improvements and government don’t mix well. don’t mix well.

• Government tends to maintain Government tends to maintain traditional practicestraditional practices

Historical private sector Historical private sector efforts:efforts:

• Focus on quality improvements to Focus on quality improvements to regain lost market share to regain lost market share to Japanese during ’70s and 80s led to Japanese during ’70s and 80s led to mainly different methods for mainly different methods for companies to approach companies to approach improvements.improvements.

Failures to implement:Failures to implement:

• Fear of failureFear of failure• ““Cowboy Management”Cowboy Management”• Lack of understanding between Lack of understanding between

bosses and employeesbosses and employees• Ego – “I” over “We”Ego – “I” over “We”• Low expectations of union and Low expectations of union and

employee involvementemployee involvement• Effort to implement is hardEffort to implement is hard

Tools for improvementTools for improvement

• Reinvent the CommissionReinvent the Commission• Labor-Management CommitteesLabor-Management Committees• Quality TeamsQuality Teams• Quality of Life WorkQuality of Life Work• TQMTQM

Reinvent the CommisionReinvent the Commision

• Use representatives from the Use representatives from the affected issue – unionists, affected issue – unionists, businessmen, and the front-line businessmen, and the front-line workersworkers

• Reorganize agencies, institute Reorganize agencies, institute competitive bidding, allow competitive bidding, allow privatizationprivatization

Labor-Management Labor-Management CommitteesCommittees

• Use equal representation of labor Use equal representation of labor and managementand management

• Use trial periods for evaluation of a Use trial periods for evaluation of a procedureprocedure

• Responsibility of joint activities to Responsibility of joint activities to those responsible for bargaining those responsible for bargaining and administering the collection and administering the collection agreementsagreements

Quality TeamsQuality Teams

Small groups of employees that Small groups of employees that voluntarily meet to identify and voluntarily meet to identify and analyze problems, and analyze problems, and recommend solutions.recommend solutions.

Quality of Life WorkQuality of Life Work

Joint union-management agreements Joint union-management agreements designed to improve designed to improve organizational effectiveness as organizational effectiveness as well as working conditions.well as working conditions.

TQMTQM

– ““Customer” focusCustomer” focus– Employee involvement and Employee involvement and

empowermentempowerment– Work processes and systemsWork processes and systems– Continuous improvementContinuous improvement

Brainstorming Exercise:Brainstorming Exercise:

Department of Energy Mission Statement:Department of Energy Mission Statement:““The Department of Energy, in partnership with our customers, is The Department of Energy, in partnership with our customers, is

entrusted to contribute to the welfare of the Nation by providing the entrusted to contribute to the welfare of the Nation by providing the technical information and the scientific and educational foundation for technical information and the scientific and educational foundation for the technology, policy, and institutional leadership necessary to the technology, policy, and institutional leadership necessary to achieve efficiency in energy use, diversity in energy sources, a more achieve efficiency in energy use, diversity in energy sources, a more productive and competitive economy, improved environmental quality, productive and competitive economy, improved environmental quality, and a secure national defense.”and a secure national defense.”

• How can those tools be used in to help the Department How can those tools be used in to help the Department of Energy achieve its mission?of Energy achieve its mission?

Exercise: DOEExercise: DOE

• What strategic plans and goals can be What strategic plans and goals can be developed for the department’s mission? developed for the department’s mission?

• Determine what measurements you Determine what measurements you need to monitor your progress towards need to monitor your progress towards meeting the goal.meeting the goal.

• Analyze results and output, and refine Analyze results and output, and refine plans.plans.

The Nuts and Bolts:The Nuts and Bolts:

• Leadership must be involved, and take Leadership must be involved, and take responsibilityresponsibility

• Training must be made a priority for employees Training must be made a priority for employees to perform their tasks as definedto perform their tasks as defined

• The “Customer” must be represented, and The “Customer” must be represented, and their voice must be heard in how to improve their voice must be heard in how to improve our processesour processes

Real world examples – Real world examples – D.O.E.D.O.E.

• Time for investigations of Time for investigations of hazardous substance releases hazardous substance releases reduced by INEEL from 40 weeks to reduced by INEEL from 40 weeks to 17 weeks by performing tasks 17 weeks by performing tasks concurrently instead of concurrently instead of sequentially, and reducing wait sequentially, and reducing wait times. $17,000 saved on each times. $17,000 saved on each report.report.

Real world examples – Real world examples – D.O.E.D.O.E.

• A reduction of 16,235 clerical hours A reduction of 16,235 clerical hours to 5,411 hours was made from a to 5,411 hours was made from a suggestion to implement a suggestion to implement a timekeeping process that a Quality timekeeping process that a Quality Team develop in concert with Team develop in concert with customers in Richmond, CAcustomers in Richmond, CA

Real world examples – Real world examples – D.O.ED.O.E

• Process to approve local contractor Process to approve local contractor salary action reduced from 30 days salary action reduced from 30 days to 2 days by identifying the specific to 2 days by identifying the specific criteria needed for all proposalscriteria needed for all proposals

Real world examples – IRSReal world examples – IRS

• Action on recommendations from Action on recommendations from quality improvement teams toward quality improvement teams toward better customer service, better customer service, effectiveness, and productivity effectiveness, and productivity resulted in savings of over $11 resulted in savings of over $11 millionmillion

Real world examples – Air Force Real world examples – Air Force Logistics CommandLogistics Command

• On time delivery rate for contract On time delivery rate for contract line items rose from 65% in 1988 line items rose from 65% in 1988 to 79% in 1990to 79% in 1990

Recognizing Performance EffortsRecognizing Performance Efforts

Presidential Quality Award Presidential Quality Award Criteria:Criteria:

Presidental Award For Presidental Award For quality: Criteriaquality: Criteria

• LeadershipLeadership• Information and AnalysisInformation and Analysis• Strategic Quality PlanningStrategic Quality Planning• Human Resource Development and Human Resource Development and

ManagementManagement• Management of Process QualityManagement of Process Quality• Quality and Operational ResultsQuality and Operational Results• Customer Focus and SatisfactionCustomer Focus and Satisfaction

SummarySummary

• An increase in performance being An increase in performance being demanded demanded •Budgets are decreasingBudgets are decreasing•Leaders are moving for Leaders are moving for improvements, and are “reinventing improvements, and are “reinventing government”government”

Resources and readings used to Resources and readings used to prepare presentation:prepare presentation:

• The Role of Quality Tools in Improving Satisfaction with The Role of Quality Tools in Improving Satisfaction with GovernmentGovernment by S. Thomas Foster Jr., Boise State University, Larry W. by S. Thomas Foster Jr., Boise State University, Larry W. Howard, Middle Tennessee State University, and Patrick Shannon, Boise Howard, Middle Tennessee State University, and Patrick Shannon, Boise State University, from Quality Management Journal, Vol. 9, Issue 3, Jul 2002State University, from Quality Management Journal, Vol. 9, Issue 3, Jul 2002

• Redesigning Government - Redesigning Government - The AFSCME Approach to Workplace The AFSCME Approach to Workplace Change – Guide by AFCSME Councils, Gerald W. McEntee – International Change – Guide by AFCSME Councils, Gerald W. McEntee – International President, William Lucy – Internaltional Secretary and TreasurerPresident, William Lucy – Internaltional Secretary and Treasurer

• Total Quality Management Guidelines – US Dept of EnergyTotal Quality Management Guidelines – US Dept of Energy – Jun – Jun 19941994

• Quality Improvement and Government: Ten Hard Lessons From Quality Improvement and Government: Ten Hard Lessons From thethe Madison ExperienceMadison Experience By David C. Couper Chief of Police, City of By David C. Couper Chief of Police, City of Madison, WI Madison, WI

• NPR Report – Creating Quality Leadership and Management – NPR Report – Creating Quality Leadership and Management – Accompanying report of the National Performance ReviewAccompanying report of the National Performance Review – – Office of the Vice President, Sep 1993Office of the Vice President, Sep 1993