OCR Text |
Show 10 H ! -- cp T,r- - Ore. 6. t 1 99 1 TQM survey says worker interest high They are also aspects of qualand measured, so the be evaluated ity that can survey questions w ere directed to eliciting responses to these specific areas. The following survey results are reported in percentages, with 100 percent representing the ideal goal in each of the eight areas being checked. B Top management leadership and support. The survey responses indicated that Ogden Air Logistics Center management has earned a rating the leadership believes in TQM, they are directly involved, and they are changing the culture of the workplace. B Measurement and analysis. The Hill production measurement system is very effective in the maintenance and production areas; consequently, the survey indicated a rating. Better data collection, especially in the service areas, and then improvements based on this data, will help this percentage to grow. B Quality assurance. Quality is an way of life by most Ogden employees. This is confirmed by the 55 percent scored. Areas identified for improvement are: emphasis on internal customers and service functions. ment in the by Frances Kosakowsky Hiiitop Times staM writer "...to boldly go where no one has gone before." Hill AFB is not in the 25th century, and it isn't involved in exploring the universe, but the senior leadership of the base has taken a leaf out of the Star Trek manual and is boldly going where no one has gone before. The first step in this venture was asking employees on base for their thoughts on how the total quality management effort is working. This was done by distributing a 91 question survey the first of its kind in Air Force Logistics Command. The survey went out in late October. "TQM is our hope for the future and we need to know how effective it is," said Col. W.E. Lindsay, chief of the Quality Office. "We needed feedback from our employees about TQM. We needed to know how well the program is working; how well the philosophy is understood, and how much employees trust it; where the problem areas are; and what changes need to be made," Lindsay said. -- Baseline info needed "The only way to get that information was to run a major survey to establish a baseline so we have something to compare our progress against." The survey was distributed base-widbecause all directorates indicated they fully supported the massive effort normally just a sample is needed. In addition to all Hill AFB organizations, five of the 18 tenant organizations elected to participate so they could establish baseline data for TQM initiatives recently begun in their agencies. The Quality Office has just finished processing the bulk of the survey returns. QP has received 8,390 completed surveys, which means that 57 percent of the employees chose to respond. "This is a very, very good response to any survey where 100 percent of the population is surveyed," said Garnet Borror, lead statistician, Quality Office. "It also indicates a high level of interest in the program, which is good news for TQM in general." The survey targeted eight facets of quality identified in the President's Award for Quality. These eight criteria cover all aspects of quality manage e w orkplace. 60-perce- nt 55-perce- nt on-goin- g Quality and productivity improvement results. The rating in this area is thought to be due to the high standards of the Hill work force. It indicates that Hill workers believe there is room for improvement and that they are willing to make changes that will lead to progressively higher standards. B Employee empowerment and teamwork. The survey reflected that employees feel teamwork is important. It also indicated that workers are becoming more familiar with the principles underlying worker empowerment. Although this category 50-perce- reflected a score, more employee involvement and ownership is indicated. B Employee training and recognition. Most Hill employees have completed the TQM training, so Ogden achieved a rating in this area. The indicate that the training needs to be survey results finished; employees need more practice in applying TQM tools and techniques learned; more recognition of innovative approaches by individuals and teams is suggested. 55-perce- 50-perce- nt B Strategic planning. Those surveyed felt that more work is needed some planning has been done and there has been some interaction with customers; how ever, more needs to be done. Internal customers need to be considered on a higher priority, meaningful goals are lacking, and employees need to be involved in the planning process. This criteria received a score. 35-perce- nt B Focus on the customer. Results showed that those surveyed believed Ogden ALC earned a grade. Survey respondents indicated that they have interacted with their external customers, but need more involvement with their internal customers so that processes can be refined and improved. 65-perce- nt Results used to plan Each directorate was given its survey results and they are now formulating action plans for the coming year based on those results. In other words, each organization is working on improving itself in the various areas, such as planning, training, and empowerment, which were identified in the survey baselines. "The written comments are a separate project," stack of comsaid Lindsay. "We have an ments which has to be made anonymous so the writers can't be identified," he said. "The contents of the comments won't be changed, but they will be typed and sorted into the eight categories. This will help our top management use the inputs from the work force to identity areas for improvement," he said. "The results will be published as soon as the information is processed," Lindsay said. "Something I think should be emphasized is that Ogden is the only ALC to use a survey to ask the work force how far they believe we have progressed in the implementation of TQM," Lindsay said. "We have also set a precedent by inviting the total population to be involved, but management knows that the survey results are meaningful only if we make use of the data," he said. "Management values the employee inputs to this project and is working hard to make the changes they have identified. We are all committed to doing everything possible to ensure that this initiative succeeds," said Lindsay. 18-inc- h Chart Your Cessst Qpportun AviqfionAerospaco WK h Y ftp A ERONA UTICA L UNI VERSITY YYvA V ffy ew mw w- & Anan '"T fvm if Ml f&nxm m IIV4!i Mwmf 11 II wm 9 - Li L.i Li L..J LJi LJi L-.- J, innnnnni I : r kwinal ftntMMS i iwJ I Ml PROGRAMS OFFERED: ASSOCBACHELOR OF SCIENCE IN PROFESSIONAL AERONAUTICS MASTER OF AERONAUTICAL SCIENCE CONTACT: DAVID SEAL, CENTER DIRECTOR HILL AFBRESIDENT CENTER UGG WML p4 (801) 777-095- 2 |