History of CQI - Not a Destination but a Journey

"CQI is not new." - 1997- Bill Anderson, Assistant Vice-President, Office of Physical Plant

"The Office of Physical Plant has always strongly supported the concept of participation by all employees in the development of their working conditions." - 1983, News and Views - Hank Yeagley, Assistant Vice President Emeritus, Office of Physical Plant.

Perhaps the employees of OPP were the pioneers in the University’s Quality movement! In 1981, the Office of Physical Plant began our journey with a new program (to us) called Quality Circles. This program was updated and renamed "Action Groups" in 1989. Its purpose was to encourage groups of employees (the job experts) to identify, analyze, and solve quality and other problems in their work. We began with two pilot groups, the Distribution and the Landscape Crews. Because of the success of this initial endeavor, Mr. Yeagley supported establishing quality circles throughout OPP in 1983, and stated, "We are confident it [quality circles program] will result in efficiencies and cost savings for the University, as well as continually improving the quality of work life for all of our employees."

Many successes were achieved with this program. For example, the Distribution Crew initiated a procedure for tagging valves and other equipment which was the foundation for our current Lockout/Tagout safety procedure. The Labor Crew and Fire Extinguisher Crews justified the replacement of old vehicles and wrote specifications for new ones. The first shift Janitors designed and implemented a policy for the safe disposal of glass in laboratories. The Plumbers recommended and purchased gas meters for entering confined spaces, and a high pressure sewer machine for use inside and outside buildings. The Electrical/Elevator Crew justified issuing radios to the Elevator Technicians. The Carpenters established the current Uniform rental program.

Despite our successes, we were concerned that many employees were not involved in our Quality efforts, and some recommendations were not accepted or implemented. After several studies of OPP, we realized that we were not fully prepared to work in this participative style of management where employees were encouraged and supported to evaluate and recommend changes in their work.

So, we went back to the basics, and took a detour in our quality journey. We began an aggressive training program using the Zenger-Miller- Frontline Leadership. The purpose of this program was to help supervisory employees improve their leadership skills. It focused on the Basic Principles philosophy of leadership, interpersonal communications, developing team performance, fostering change and innovation, and improving problem-solving abilities. In 1995, we began holding similar training for the technical-service employees, and we are continuing to offer this training throughout our organization.

With this baseline philosophy of human relations in hand, our journey resumed with Continuous Quality Improvement (CQI). As Bill Anderson said, CQI is not new to OPP. It is simply an update and expansion of the foundation already laid with Quality Circles in 1981. With the sound commitment from top leaders at the University and OPP, through CQI we will be able to involve all employees in making decisions on how to improve our work. Thus, on we travel toward the next century. CQI is not "another program", but rather an additional tool we will use to better serve our customers, improve the quality of our work life, and continue our standards of excellence.

As stewards of the University’s physical assets, the Office of Physical Plant (OPP) continually strives to provide quality and cost-effective service to its customers. Continuous Quality Improvement (CQI) has become an important tool to help OPP fulfill this mission. Numerous steps have been taken to ensure that CQI would become a part of daily business at OPP. An evaluation was made of the organization’s strengths and opportunities, and an updated strategic plan for continuous quality improvement was created. An Executive Steering Group (ESG) comprised of OPP’s top leaders, was formed to oversee all CQI initiatives. Quality Management Boards, each led by a member of the ESG, were established to address issues of leadership and accountability, diversity, training and safety, communications, janitorial effectiveness, and CQI.

Extensive team and leadership training in CQI has been held for all supervisors. In addition, all (1,000+) OPP employees attend courses on Diversity Awareness, Introduction to CQI, and Quality Service. The eight-hour CQI session gives participants an overview of OPP’s CQI efforts, and allows them to begin using CQI tools and techniques while working in a team environment. Employees have an opportunity to work with individuals in other areas of OPP and to discuss their views with the ESG. Customer and employee surveys are conducted biannually, and actions are taken to improve processes based on this feedback. Crew and safety meetings are held for all employees on a regular basis. Steps have been taken to provide computer access accounts and training for all. Employees are encouraged to use the CQI tools and techniques such as brainstorming, effective listening, and time management in their everyday work.

Since 1996, thirty-six formal Process Action Teams (PATs) have been formed to improve specific work processes at OPP. Extensive just-in-time training is held for each team before it begins its task. Facilitators, team leaders, and sponsors also attend training on their support roles. Improvements have been made to the following processes resulting in either cost savings/avoidance, improved customer service, or increased efficiency: Additionally, six new teams were formed to reengineer key OPP processes in conjunction with the creation of a Work Control Center. These Process Action Reengineering Teams (PARTs) are working on Scheduling, Estimating, Preventive Maintenance, Service Calls, Minor and Major Projects. They are using CQI tools and techniques to improve OPP’s performance of facility maintenance, renovation, and construction.

The Office of Physical Plant is committed to its focus on quality, value, and excellence through CQI in order to support the University’s mission of education, research, and service.