19 - Building a Quality Improvement Program at FPL.pdf - Building a Quality Improvement Program at Florida Power Light One of the great things about

19 - Building a Quality Improvement Program at FPL.pdf -...

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Building a Quality Improvement Program at Florida Power & Light One of the great things about quality is that you don't have to sell it to your customers. All you have to do is produce it; the rest takes care of itself. Policy Deployment Fig. 1. Florida Power & Light's Quality Improvement ProgramTriangle: • Policy Deployment-Management prioritizes and reviews organizational problem solving. • Quality Improvement Teams-Employees engage in selected problem solving. • Quality in Daily Work-Each employee applies the Plan-Do-Check-Act cycle to all activities necessary to meet the needs of all customers, both external and internal. Quality in Daily Work 2. Policy Deployment (1984) 3. Quality in Daily Work (1986). In 1988, more than 1500 FPL Quality Improvement (QI) teams, consisting of 10,300 employees (70 percent participation rate) are at work. Hundreds of employees are engaged in projects specifically de- signed to achieve the objectives set forth in Policy Deployment. Every QlP Quality Improvement Teams ity performance, then-President Marshall McDonald visited Japan. He came away impressed, and other FPL employees at all levels began to make the same pilgrimage. They proceeded to develop the three major components of the Quality Improvement Program in three phases: 1. Quality Improvement Teams (1982) F lorida Power & Light Company (FPL) is fast becoming recog- nized as a leading company in quality management- perhaps the leading American company. Xerox has viewed FPL as the U.S. bench- mark in quality practices. In 1986 FPL won the electric industry's cov- eted Edison Award in recognition of its Quality Improvement Program. Last year Chairman John Hudiburg was a major advocate of legislation creating the Malcolm Baldrige Na- tional Quality Award. The Quality Improvement Pro- gram (QIP) originated in 1981. It grew out of FPL's problems experi- enced in the late 1970s. Fuel costs were rising, inflation was soaring, heavy capital expenditures seemed inevitable, and at the same time knowledgeabie customers were de- manding reliable service at low cost. The good old days of building bigger plants and selling cheaper power were gone. The situation was similar to that faced by many manufactur- ers. At that time, a bright spot at FPL was the quality assurance proc- ess for constructing the St. Lucie Nuclear Power Plant. (Later, in 1983, St. Lucie NO.2 actually fin- ished under budget and ahead of schedule - amazing in an era of fi- nancial disasters in building nuclear power plants. Savings, including cost avoidance, amounted to about $600 million.) Determined to expand this qual- Target
Four Principles of Quality Underlie FPL's QIP 1. Customer satisfaction. Quality is satisfying the customer. Satisfying the customer means meet- ing their needs and reasonable expectations. Beyond that it means having an attitude that puts the customer first. (For example, a phone call from someone who uses one of my products is not an interruption from my work. It is my work.) 2. PDCA.

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