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Show .v-- ALCFA n ;.j AF5, UT 4356 invert - In - - Buy Catings n iLr Jr LJ jLj 1 . """'I j rl w y v rri 0 Bonis Vol. No. II -j B H;!l AFB, Ulok I 1 Moy 31. 1991 Wt Z 4 vV ' ' ' V . ' , ft , . ? if i L- - , J - . v , a . . Quality control Janette Leslie, a weapons systems repairer in the Com- modities Directorate, works on an bomb release mechanism. Workers on the 6 bomb rack overhaul line stopped production at one point to correct the process. The right to stop production is one of the points allowed in the Air Force Logistics Command Quality Bill of Rights. A-- 6 A-- 5 v V Uvvt s. " ii.-- i.ii j ',... a-,.- .,T" nnr- - Z., . U S no n A Force Photo fcy lotph leue Dedication led to selection Ogden plays important role by 2nd Lt. Cindy J. Kellough AFLC Office of Public Affairs WRIGHT-PATTERSO- AFB, N Ohio (AFLCNS) A dynamic dedica- tion to Total Quality Management has led Air Force Logistics Command to be named the national winner of the 1991 President's Award for Quality. The president's award is given by the Federal Quality Institute to government agencies that exhibit great progress in quality. It is the federal equivalent of the prestigious Malcolm Baldridge Award that recognizes quality initiatives in private business. "This award belongs to each and every employee in AFLC," said Gen Charles C. McDonald, AFLC commander. "I was confident that the momentous task of adopting a quality based business philosophy would reap numerous and varied benefits." "Quality is what allowed us to act swiftly in Desert Shield and Desert Storm, providing support to the flying commands that was often beyond their expectations," General McDonald added. "The people in the command performed in a superb fashion." AFLC calls its approach to quality QP4: Quality equals People, Process, Super Supply System aids Desert Storm victory Performance and Product. This philosophy began with the command's senior leaders and has cascaded through all levels of the work force. The command has several quality goals aimed at improved efficiency and communication throughout the wrork force, including focusing on cus- tomer satisfaction, eliminating organizational barriers and cultivating relationships with workers. Quality principles have been in the forefront of AFLC operations for the past several years. Nearly all AFLC employees have completed introductory courses in Total Quality Management, and more than 30 percent have received advanced training. Because AFLC has been practicing TQM for some time, senior leaders believed it was time to see how their organization stacked up to an objective, outside assessment. The President's Award for Quality was the perfect vehicle for that assessment, officials said. "We recognize that the Award is not recognition of perfection, rather it recognizes progress made in Total Quality Management," General McDonald said. "This is appropriate since our journey toward excellence wdll never end." by Marilu A. Trainor Hilltop Times staff writer Air Force Logistics Command is the winner of the 1991 President's Award for Quality. The command was named the recipient of the award in a ceremony today in Washington, D.C. The awrard is considered the highest recognition possible in the public sector, and the institution awarded this honor must have shown significant improvement in quality for three years. "Because we are proud of our accomplishments, we have competed for the President's Awrard for Quality," Gen. Charles C. McDonald, AFLC commander, said in an open letter to the work force on March 22. "Quality improvement is a driving force in AFLC and has been since we began putting the principles of Total Quality Management into practice three years ago. We have made significant progress," the general said. As one of AFLC's air logistics centers, Ogden played a key role in demonstrating personal employee commitment to quality. Many of the improvements made at Hill were used as a model for quality improvements throughout the command and were Spsslsl investigation Contractor will serve DOOPW tie for violations CD-D- June highlighted during a tour of Hill in April by evaluators for the Federal Quality Institute. Ogden ALC created several teams to prepare its portion of the command's entry over the last six months and to prepare for the visit. These teams e submission package, wrote a the designed agenda and conducted e visits for the evaluation. pre-sitOgden's local submission empha200-pag- sized the total commitment by management and employees. Examples of quality initiatives shown during the visit and highlighted in the documentation include Hill's suggestion program, rebuild program for electronic components on aircraft and numerous improvements to the con- tracting cycle. "The document preparation required the support of people throughout the center. The Ogden information was compiled and produced over the Christmas holidays," said CoL William Lindsay, assistant to the commander for quality. "Organizations throughout AFLC helped to prepare data on the quality programs at each location. The headquarters staff then assembled a consolidated document that highlights a variety of initiatives See Quality, Page 2. please. ay 6 marks invasion's anniversary |