BuildingaQuality ImprovementProgramatFlorida Power&LightOneofthe great things about qualityisthat you don'thavetosell ittoyour customers. All you havetodoisproduce it; the rest takes careofitself.PolicyDeploymentFig.1.Florida Power&Light'sQuality Improvement ProgramTriangle:• Policy Deployment-Management prioritizes and reviews organizational problemsolving.• Quality ImprovementTeams-Employeesengageinselected problem solving.• QualityinDailyWork-Eachemployee applies the Plan-Do-Check-Act cycletoallactivities necessarytomeet the needsofall customers, both externalandinternal.QualityinDailyWork2. Policy Deployment (1984)3. Quality in Daily Work (1986).In1988, more than 1500 FPLQuality Improvement (QI) teams,consistingof10,300 employees (70percent participation rate) are atwork. Hundreds of employees areengagedinprojects specifically de-signed to achieve the objectives setforth in Policy Deployment. EveryQlPQualityImprovementTeamsity performance, then-PresidentMarshall McDonald visited Japan.He came away impressed, andother FPL employees at all levelsbegan to make the same pilgrimage.They proceeded to develop thethree major components of theQuality Improvement Programinthree phases:1. Quality Improvement Teams(1982)Florida Power & Light Company(FPL)isfast becoming recog-nized as a leading company inqualitymanagement-perhapstheleading American company. Xeroxhas viewed FPL as the U.S. bench-mark in quality practices. In 1986FPL won the electric industry's cov-eted Edison Award in recognitionofits Quality Improvement Program.Last year Chairman John Hudiburgwas a major advocateoflegislationcreating the Malcolm Baldrige Na-tional Quality Award.The Quality Improvement Pro-gram (QIP) originated in 1981.Itgrew outofFPL's problems experi-enced in the late 1970s. Fuel costswere rising, inflation was soaring,heavy capital expenditures seemedinevitable, and at the same timeknowledgeabie customers were de-manding reliable service at low cost.The good old days of building biggerplants and selling cheaper powerwere gone. The situation was similarto that faced by many manufactur-ers.At that time, a bright spot atFPL was the quality assurance proc-ess for constructing the St. LucieNuclear Power Plant. (Later, in1983, St. LucieNO.2actually fin-ished under budget and ahead ofschedule -amazing inanera of fi-nancial disasters in building nuclearpower plants. Savings, includingcost avoidance, amounted to about$600 million.)Determined to expand this qual-Target
FourPrinciplesofQualityUnderlieFPL'sQIP1.Customersatisfaction.Qualityissatisfying the customer. Satisfying the customer means meet-ing their needs and reasonable expectations. Beyond that it meanshaving an attitude that puts the customer first. (For example, a phone callfrom someone who uses one of my products is not an interruption frommy work. It is my work.)2.PDCA.