| United States Marine Corps Quantico, VA, Camp Pendleton, CA, Camp Lejeunce, NC, Twentynine Palms, CA 2004-present |
IRI conducts customized training in Cross-Cultural Adaptation for USMC Advisors preparing for deployment to Iraq, Afghanistan, Africa, Asia, Eastern Europe, and South America. Each Advisor receives a comparison of their own motivational profile versus the motivational characteristics of the counter-culture (www.irism.com/pubs/insight.pdf). Once Insight is gained, the individual can begin to understand others. Participants learn what they bring to a situation in terms of their own needs and strivings, and why they may interpret any situation from a personal frame of reference. |
| Federal Highway Administration Washington, D.C. Dec 2000 - present |
IRI assists the Federal Highway Administration (FHWA) staff in refinement of their biennial FHWA All-Employee Survey. IRI developed and administered a Section 508 compliant web-based biennial and interim surveys that automatically creates a database. IRI conducts analysis of quantitative data and verbatim comments to isolate issues for focused interventions, and to quantify the impact of initiatives to improve the FHWA work environment. The html reports show score trends from 1995 til the present, and compares organizational climate scores for all the core and service business units and for key demographic variables. |
| United States Coast Guard Washington, DC 2003 - present |
IRI developed and maintains a web-based survey system for new employees, separating employees and selecting officials as part of a Coast Guard initiative to improve recruitment and retention. It includes a web-based reporting system that provides real time tables and charts of survey results. |
| DoD Office of Economic Adjustment (OEA) Arlington, VA Jun-Nov 2006 |
Developed a customized web-bsed Organizational Climate Survey of the Office of Economic Adjustment (OEA) to assess conditions related to performance, and identify improvement opportunities. Although the motivational climate was excellent, improvement activities were immediately initiated to address concerns identified by the survey findings. |
| DoD FOIA Program Office Arlington, VA Jan-May 2006 |
Developed a survey for the DoD FOIA Program Office to provide information to respond to Executive Order 13392 to identify the causes and FOIA request backlog and develop interventions to improve performance. The study identified the key causal factors for FOIA backlog that are being addressed via the Defense Freedom of Information Act Executive Order 13392 Improvement Plan. |
| Defense Acquisition University Fort Belvoir , VA 2004-2006 |
Customized Organizational Climate Surveys of Defense Acquisition University (DAU) to assess conditions related to performance, and identify improvement opportunities. DAU utilized the survey findings to guide a comprehensive improvement effort. Comparative results of the initial survey and the survey administered 18 months later revealed significant improvement in DAU's Organizational Climate. |
| DoD Office of Small Business Programs Arlington, VA 2004-2006 |
IRI conducts analysis and interpretation of DoD and Government-wide procurement in order to assess the proportion of procurement dollars that are awarded to Small Business, Small Disadvantaged Business, and other business categories for which legislation has mandated procurement goals. Studies are also conducted to identify interventions to increase DoD procurement for target groups (e.g., Service-Disabled Veteran-Owned Small Business). |
| Center for Hemispheric Defense Studies Washington, DC May - Sep 2004 |
Conducted a Manpower Study to determine the human resources required to execute an expanded program and an Organizational Climate Survey to provide a baseline for improvement efforts. The manpower study created a model to estimate manpower requirements for any specified schedule of course offerings. |
| Asia-Pacific Center for Security
Studies (APCSS) Honolulu, Hawaii May - Sep 2003 |
Chaired the Management Assistance & Review Team to assess the results and impact of programs designed to promote security and cooperation among nations within the Asia-Pacific Region. IRI developed performance measures of student learning and regional impact that are currently utilized at APCSS. |
| George C. Marshall European Center for
Security Studies Garmisch, Germany 2001 - 2002 |
Organizational climate web-based survey to assess conditions related to performance. The study focused on Mission Readiness, operationally defined by a series of eleven organizational constructs that represent a measure of effectiveness. Satisfaction with compensation, and services offered to members and their families were also assessed as separate factors. Improvements implemented in response to 2001 survey findings resulted in a dramatic increase in 2002 Organizational Climate scores. |
| Defense Threat Reduction Agency Fort Belvoir, VA 2001 - 2003 |
Developed a web-based Exit Survey to provide information to increase retention. Created and conducted a web-based Organizational Climate Survey to assess mission readiness and identify improvement opportunities. |
| DoD Washington Headquarters Services Washington, D.C. Oct 2001 - Feb 2002 |
Anatomy of an Attack: A study of evacuation procedures following the September 11, 2001 attack on the Pentagon. The study involved Critical Incident Interviews with evacuees and emergency response personnel, and a web-based survey for all employees and visitors that were in the Pentagon during the attack. The findings from this and other studies were used to develop and implement improvements in evacuation procedures. |
| U.S. Patents & Trademark Office Washington, D.C. 2001 - 2003 |
Developed Post-Exit and Entrance surveys. Created a web-based reporting system that provides real time tables and charts of survey results. Correlated results of Entrance and Exit surveys to identify the most effective recruitment strategies and the primary causes of retention. |
| Allied Command Europe Maisieres, Belgium Sep-Dec 2000 |
Created and conducted an enhanced Quality of Life survey to measure command climate and assess satisfaction with services and benefits offered to soldiers and their families. The study of nine U.S. Army Elements of Allied Command Europe revealed that command climate and related combat readiness issues have a more positive impact on retention rates than financial or services benefits. The critical success factors of command climate are Job Satisfaction, Rewards & Recognition and Competency Development. Focus groups were also conducted to solicit detailed information regarding soldier needs and concerns. Soldiers expressed a strong desire to develop and maintain soldier skills through training and exercises. |
| Federal Highway Administration Federal Lands Highway Washington, D.C. 1994-Present |
Design and
implementation of the FLH Survey Guided Improvement System:
Customer Satisfaction Survey, Cultural Assessment Survey (climate),
Construction Quality Survey, and Program Administration
Survey. Developed a Public Survey for users of
National Parks and National Forests that was conducted during the Summer of
2000 in six National Parks and six National Forests. Developed
Standard Operation Procedure for all survey administration. Produce
reports and briefings for FLH headquarters and field divisions. Correlate
results of all survey data to identify cause and effect relationships, and
provide recommendations for FLH's continuing improvement initiatives.
Interventions developed to address improvement opportunities have resulted
in increasingly high levels of customer satisfaction. The Public
Survey findings revealed that Safety is the most important road
system characteristic for drivers within National Parks and Forests. |
| Department of Defense Washington Headquarters Services Real Estate & Facilities Directorate Washington, D.C. Jan-Jun 2000 |
Developed and conducted
customized Customer Service Excellence workshops for all Real Estate
& Facilities employees. Conducted Focus Groups to determine customer
service challenges and concerns for each division, in order to develop
relevant exercises. The interactive sessions included
participant creation and role playing of scripts to deal with challenging
situations; development of mitigation strategies for critical control points
in the process, and sharing of examples and lessons learned. The Customer Service workshops are a part of a comprehensive program to improve the products and services delivered by RE&F processes. |
| ICBM Program Team Hill Air Force Base, UT April - Jun 2000 |
Created a web-based and paper Organizational Climate Assessment Voluntary Survey instrument for a survey developed and conducted by ICBM Program Team in 1999 to assess the impact of a structural change to a Prime Environment. Performed analysis that revealed a statistically significant improvement in climate between 1999 and 2000 and pinpointed additional improvement opportunities. Conducted follow-up interviews and Focus Groups to determine causes of concerns identified in the 2000 survey. |
| Marine Corps Base Hawaii Kaneohe Bay, HI March 2000 |
Facilitated a Strategic
Planning conference for the Marine Corps Base Hawaii leadership team. The
session updated strategic objectives to incorporate new initiatives and
generate a comprehensive plan that encompasses the Business Reform
Initiative, Commercial Activities, CMC Wedge and Modernization Plan. Implementation roles and responsibilities and performance metrics were developed for each strategic objective. The conference set the foundation for development of detailed Action Plans. |
| Theatre High Altitude Area Defense (THAAD)
Project Office Huntsville, Alabama July 1999 |
IRI assisted in a transition that involved a change of command and implementation of a new organizational structure (IPPD) to accommodate progression from the Demonstration Validation Phase of the systems management life cycle to the Engineering Manufacturing Development (EMD) phase. The intervention involved a team building session with the TPO leadership preceded by on-site focus groups and critical incident interviews to elicit employee perceptions of the organizational climate and readiness for change. Team building session activities included the Semantic Differential to provide insight on different leadership styles, and prioritization of critical control points in the process. The session concluded with the generation of an action plan to devise and implement IPPD within the THAAD Project Office. |
|
U.S. Army Corps of Engineers St. Paul District Dredge William A. Thompson |
A study was conducted to
assess command climate and provide guidelines for improvement initiatives.
The study was conducted to obtain an objective assessment of issues
and concerns aboard the Dredge William A. Thompson in an effort to
identify critical factors that can be used by management to take action
toward beneficial change.
A particular focus of the study addressed leadership characteristics that are contiguous with the unique characteristics of dredge operations. The study produced a command climate survey instrument for use as a command and control device on a periodic basis by management. The results revealed a number
of concerns and issues that were significantly related to performance
objectives. A leadership profile template was developed for the selection
of senior officers. |
| Space & Missile Systems Center Test and Evaluation Directorate Kirtland Air Force Base NM January 1998 - present |
Coordinated effort with the
Defense Systems Management College (DSMC) to assist SMC/TEB in improving
their work processes and creating a climate that enables optimal
performance.
Developed and implemented an Educational Needs Assessment Survey to assess the level of knowledge and importance of the various topics in the Contract Management Course to be conducted on-site by DSMC. Critical Incident Interviews were conducted with selected personnel to elicit specific examples of positive and negative work experiences, and Focus Groups solicited feedback on barriers to improvement and recommendations for beneficial change. An Organizational Process
Management workshop involved participants in defining the SMC/TEB system.
Conflict resolution sessions were conducted with training of in-house SMC/TEB
professionals as mediators. Participants resolved some problems and in one
session created a workaround for a process problem that had caused delays.
Team workshops produced a Competency Matrix, a Task Prioritization Matrix,
and a procedure for Integrated Program Teams. |
|
Department of Justice Immigration & Naturalization Service 1997-1998 |
Customized IRI's Cross-Cultural Service Excellence course to meet the customer service requirements for the recently authorized centers located throughout the United States to secure fingerprints of immigrants applying for US citizenship. Employees were trained in cross-cultural and customer service sensitivity using a combination of IRI's customized training materials. |
|
Defense Systems Management College Fort Belvoir, Virginia 1995-Present |
Developed and analyzed the Quality Initiatives Survey to provide feedback on the general approach and specific initiatives for DSMC's Quality Journey. Facilitated strategic planning session to operationally define DSMC's goals and select performance measures. Conducted measurement workshop for DSMC's Division Quality Coordinators. The product was a refined set of measures for DSMC's strategic goals. Assisted the Educational Product Quality Assurance Team in developing the Post-Graduate Assessment Survey for the Advanced Program Managers Course (APMC) conducted by DSMC. The survey is completed by the student and his/her supervisor. Purpose of the survey is to assess the value of the APMC, and determine which components of the course had the most impact. Conducted validity and reliability analysis for the pilot and first implementation survey, as well as analysis of relationships between the APMC and performance improvement. Developed the Organizational Assessment Survey for all DSMC employees. The survey assesses DSMC's motivational climate, and the efficiency and effectiveness of its organizational processes according to the Baldrige criteria. Designed the survey administration procedure that achieved a 98% return rate. Analysis of
1996 survey results revealed improvement in most areas, with a significant
decline in scores for Communication and Stress.
In response to this finding, IRI assisted in developing and analyzing a
follow-up survey conducted personally by the Commandant of DSMC. |
|
Chief of Naval Operations,
Occupational Safety & Health Program Washington, D.C. 1995-1997 |
Consultant to Chief of Naval Operations Process Review and Measurement Quality Management Board (PRM QMB). Purpose is to derive a Navy-wide measurement system to assess Occupational Safety and Health program performance. Measures to be used to compare facilities and identify "best practices". The effort involves developing a Normalization Factor to establish a level playing field when comparing Naval installations. Key Indicators will standardize assessment for the Navy. Consultant to Ergonomics QMB, established to derive an assessment of effectiveness of specific interventions to improve work station designed to reduce repetitive injuries such as, back and carpal-tunnel syndrome. Designed the reporting module of the Mishap Analysis & Reporting System (MARS). Designed as an expert system, the program extracts the data required for the information requested from the MARS database, and displays the data in the appropriate chart format. Developed and
conducted customized training, Organizational Process Management
for OSH managers from commands throughout the Navy and Marine Corps. |
| U.S. Marine Corps Manpower Plans & Policy Washington, D.C. 1996-1997 |
Designed the Marine Corps Whole Person Officer Selection System. Currently field testing a five dimensional questionnaire battery to assess successful characteristics of Marine Officers for officer accession. Assessment criteria includes intellectual, physical, motivational, achievement, and character factors to produce a multidimensional whole person profile. |
| Marine Corps Systems Command (MARCORSYSCOM) Quantico, Virginia 1995-1996 |
Conducted
education and implementation training for Marine Corps
Acquisition Process Analysis Teams (PAT). Courses were designed to
develop an analytical plan to implement actual improvement projects
following DON TQL training. Projects included plans for development
testing, operations testing, program analysis and evaluation and
small purchases. |
| Naval Air Systems Command Washington, D.C. 1991-1996 |
Consulting support for the transition of operational requirements into technical performance statements. Designed test and evaluation scenarios for performance requirements. This effort was responsible for improving NAVAIR's Operational Test success rate from 50% in FY92 to 94.7% in FY94. Refined performance indicators to monitor the effectiveness of the maintenance process for the EA-6B and FA/18 aircrafts. Developed the
TQL Training Program used by NAVAIRSYSCOM. Provided
Train the Trainer education for trainers and facilitators. Developed
all training materials and installed STATMAN: Statistical Management
software for program support. |
|
Office of the Secretary of
Defense for Acquisition Reform Washington, D.C. 1996 |
Developed and
analyzed a survey to assess the extent of Acquisition Reform
initiatives. The survey also evaluated the team process for generating
acquisition reform. |
| Navy Medical Quality Institute Bethesda, Maryland 1991-1994 |
Engaged in training all Navy medical professions. Provided TQL training seminars for trainers emphasizing measurements and survey methodology. Provided software for analytical studies conducted by NMQI. |
| U.S. Department of Agriculture Food Nutrition Service Washington, D.C. 1992-1993 |
Developed,
administered and analyzed the FNS Internal Customer Satisfaction
Survey. Survey was designed to assess the Management Services
Department of USDA FNS. Conducted post-survey decision-making sessions for
USD executives. |
| Naval Air Engineering Center Lakehurst, New Jersey 1989-1991 |
Conducted a
series of TQL training and workshop sessions for Navy Process Action
Team members engaged in quality improvement projects. Installed TQM
software, STATMAN: Statistical Management. Collected data for
feasibility of application. Provided Quality Management Board
consulting support. |
| Department of Labor Bureau of Labor Statistics Washington, D.C. 1991 Develops statistical reports for most federal agencies. |
Conducted Organizational Review and Feasibility Study. Provided training for the Continuous Process Improvement Management Group to include funda-mental management applications, TQM organization and structure, statistical and problem solving methods, and practical interpretation of TQM projects. Designed an analytical method for User Acceptance Testing to support BLS analysts. Implemented real time monitoring of availability, utilization, and problems during deployment. |
| U.S. Army Communications & Electronics
Command Fort Monmouth, New Jersey 1990 |
Identified process improvement applications and conducted TQM implementation workshops. |
| Defense Intelligence Agency
Directorate for Security and
Counterintelligence Washington, D.C. 1990 |
Conducted
Organizational Review and provided executive seminar in process
management methodology in government to senior members of the agency. |
| U.S. Department of Commerce, National
Technical Information Service Springfield, Virginia 1989-1990 |
Evaluated and analyzed NTIS operations. Identified TQM applications and designed an implementation method. Conducted executive, manager, and supervisor seminars. Developed TQM training curriculum. Conducted training to meet short and long-term objectives i.e., customer oriented reduction of processing errors, turnaround time, suspense summaries, customer service inquiries, and customer survey results. Multi-functional project team development and training. Follow-up consulting services. Provided training manuals, research reports, and briefing outlines. Installed STATMAN: Statistical Manage-ment software. |
| Naval Air Systems Command Cruise Missile Project & UAV Project Washington, D.C. 1989-1990 |
Supported an executive government/contractor task force in producing and implementing recommendations to reduce flight test failures, no tests, and other anomalies for the Cruise Missile. Developed an analytical scheme to improve analysis and reporting of Flight Test and Evaluation results. More timely feedback increased the efficiency of subsequent test planning. Conducted research on feasibility and continuation of ongoing Process Action Team projects. Facilitated teams during meetings. Consulting support provided the improvement of low-dollar PR/RFP process, Cruise Missile requirements definition and planning, travel orders/claims, and message distribution. Monthly consulting support provided. |
| U.S. Department of Agriculture, Food
Safety & Inspection Service
Washington, D.C. 1989 |
Conducted the Data Quality Improvement Study. The objective of this study was to develop a Data Quality Improvement Model, providing an approach to assure, control, and improve the data quality for all information systems in the Food Safety and Inspection Service. The study also validated the model through its application to a specific information system selected by the client: the protein Fat Free Compliance Monitoring System (PFF CMS). The application of the model to the PFF CMS resulted in recommendations for ongoing data quality assessment as well as corrective actions for data quality improvement. The project also included briefings to USDA FSIS management on quality concepts, data quality improvement methodology, and an overview of the data quality improvement model and its application to the PFF CMS. |
| Naval Undersea Warfare Engineering
Station Keyport, Washington 1987 |
Conducted TQM applications training. Developed team projects. |
| Department of Commerce Bureau of the Census Suitland, Maryland 1986 |
Conduct customized TQM training to Quality Cadre team leaders. |
| U.S. Department of Agriculture, Food
Safety & Inspection Service
Washington, D.C. 1985 |
Provided Certified Quality Engineer Examination training. A comprehensive five day review course in principles and methods in the quality sciences was prepared as a preparatory course for the Certified Quality Engineer examination. The course reviewed the ten areas covered by the CQE examination. Participants were tested on each area and administered a practice CQE exam at the end of the course. Developed manual How to Prepare for the CQE Exam. |
| U.S. Marine Corps Headquarters, USMC Washington, D.C. 1975-1979 |
Developed the
U.S. Marine Corps Leadership Evaluation & Analysis Program (LEAP).
Designed a survey-guided organizational development program, the LEAP was
implemented world-wide throughout the Marine Corps. The LEAP allowed unit
commanders to administer a survey to assess local leadership issues and
concerns, and evaluate the effectiveness of the decision-making process. |
| Scientific & Technical Analysis
Corporation Fairfax, Virginia 1995 |
Developed
Salary Forecasting Model to determine the appropriate salary for
professional candidates based on background and requirements of the
position. Developed Employee Self-Assessment method to
determine the monetary values of positions. Factors included job
complexity, range of responsibility, contact with internal and external
customers, and management of change. |
| IBM Corporation White Plains, New York 1993-1994 |
Consulting support to a special committee of Program Managers, Designers, Requirements and Systems Analysts. Designed a procedure to incorporate functional verification test feedback into the functional requirements for future releases of software. Developed the methodology to assess and improve the reliability of the test process, monitor test progress, and to isolate high risk modules. In addition, IRI created an assessment technique to compare the effectiveness of "Clean Room" vs. current development approach, and produced performance measures to evaluate customer usage and satisfaction of operational systems. |
| IBM Corporation Corporate Technical Institute Thornwood, New York 1986-1993 |
Conducted
courses entitled, Data Handling Statistics at IBM's CTI for
attendees for all functional areas. The course covered all elements of
process management and management. The course was presented on a periodic
basis. Provided IBM customized workbooks. |
| IBM Corporation Market Division Quality/Engineering School Thornwood, New York 1991-1992 |
Conducted
periodic courses entitled, Deming and Six-Sigma to IBM service
and manufacturing sites through-out the United States. Course covers all
aspects of process management and measurement using Deming's philosophy
within the context of a six-sigma customer service orientation. |
| IBM Corporation U.S. Technical Education Thornwood, New York 1991-1992 |
Conducted
courses in process management and measurement logic, philosophy, and methods
to IBM suppliers at selected locations throughout the United States.
Curriculum focused on supplier responsibility. |
| Texaco Refining and Marketing, Inc. Wilmington, California 1991 |
Conducted
feasibility study and customized TQM training program for three Texaco
locations. Multifunctional groups attended seminars to establish TQM
implementation cadre. |
| Rolfe-Clark-Stone Packaging Corp.
Williamsburg, Virginia 1987-1988 |
Developed and initiated a TQM program for printing plants in Virginia. Designed the strategy, planned activities, and implemented training for managers, supervisors, and operators. Objective: reduce costs and waste in all operations. Installed STATMAN: Statisti-cal Management software. |
| Allied-Signal Aerospace Arlington, Virginia 1985-1988 Defense contractor engaged in all aspects of aerospace manufacturing and service. |
This project involved all phases of IRI's TQM Implementation Strategy. Each division/plant was mandated to implement TQM. IRI was contracted to visit each location, conduct a feasibility study, design an implementation plan that was appropriate for each, and conduct the necessary training and consulting services to progress toward the consolidation of TQM activities throughout the organization. Installed STATMAN: Statistical Management software at all Allied-Signal locations. |
| Alford Packaging Corporation Ridgefield Park, New Jersey 1985-1988 |
Developed and initiated a TQM program for plants in New Jersey and Maryland. Trained coordinators in methodology, identified TQM projects, and trained operators in registration quality, ink waste reduction, press output quality, and customer satisfaction. Installed STATMAN: Statistical Management software to all locations. |
| Ford Motor Company, Inc.
Dearborn, Michigan 1986-1987 |
Designed and conducted TQM courses for Powertrain Division and Light Truck Division TQM teams. |
| National Association of Home Builders Marlboro, Maryland |
Conducted a feasibility study and designed TQM courses for home building service and testing organization. |
| Allied-Signal Aerospace, Bendix
Cheshire Corp. Cheshire, Connecticut |
Evaluation of Statistical Sampling Plans. The evaluation study was conducted
to assess the validity of the Bendix Cheshire Corporation (BCC) sampling
plans as compared against MIL-STD-105D. Specific objectives were to
determine the economic viability of the BCC plans, and to ascertain that the
sampling plans satisfy paragraph 6.6 of MIL-Q-9858A as a justifiable
alternative to MIL-STD-105D.
The
investigation demonstrated that the BCC sampling plans provide superior
confidence levels to the consumer and represents a valid alternative to
MIL-STD-105D. |
| Miami Valley Hospital Dayton, Ohio |
Conducted a study to compare the health care system against similar systems in the same geographic area, using mortality rates, length of stay, and cost per case as benchmark criteria. Exceptional performance was isolated for several types of treatment, such as heart by-pass surgery. An investigation for cause revealed subtle differences in practice between comparative institutions that had profound effects on patient recovery rates. Assisted the Quality Office in selecting clinical and administrative indicators that provide useful information for improving quality and fulfilling the Joint Commission for Health Car Improvement requirements. |
| Franciscan Health System Dayton, Ohio |
Hospital management organization for 13 health centers of the Franciscan Sisters of the Poor Health Systems. Provided TQM training to quality cadre using IRI customized training materials and software. STATMAN: Statistical Management site license installed. |
| Ancilla Health Systems Hobart, IN & Chicago, IL |
Manages seven medical centers under the Congregation of the Poor Handmaids of Jesus Christ. Conducted
senior management seminar and workshops in support of Ancilla's TQM
implementation process. Provided consulting services to Quality Councils at
each center. Ancilla's Quality Council oversees 50 teams throughout the
system. |
| Howard University Hospital
Washington, D.C.
Medical and educational institution. |
Provided
service for total TQM implementation of hospital staff. Conducted initial
TQM feasibility research, developed customized training materials, provided
general orientation, management briefs, and TQM workshops. Trained and
supported project teams on a weekly basis for the following projects:
patient satisfaction, Emergency Room Care Unit, laboratory results cycle
time, Admissions, and Administration. Developed and
installed software for Hospital Quality Assurance Department. Teams of
physicians, nurses, administrators, and service personnel currently work
together to maintain continuous quality improvement. |
| New England Medical Center Hospital,
Inc. Boston, Massachusetts The nation's foremost academic medical center |
Determined
project feasibility; prepared exercises and activities for project teams
within the quality assurance department. Installed STATMAN:
Statistical Manage-ment software and developed training software
package. Developed the Patient Quality Assurance Survey.
Objectives: reduce patient delays, elapsed time, and lab response time and
increase bed availability. Provided follow-up consulting services. |
| Alliant Health System Louisville, Kentucky |
Customized TQM
training for multifunctional teams within the system. Developed training
materials and workshop exercises and activities. Installed STATMAN:
Statistical Management software for TQM software application. |
| Hospital Corporation of America Nashville, Tennessee |
Conducted
research in hospital settings to develop applications in TQM and projects
that improve the quality of services provided by HCA. Conducted training and
implementation workshops in methodology for "coaches" (TQM coordinators).
Objective: to pre-pare "coaches" to conduct TQM training in their respective
hospitals. Conducted follow-up consulting and advanced training workshops.
STATMAN: Statistical Management software site licenses secured
for all HCA hospitals. |
| George Washington University,
Continuing Engineering Education Washington, D.C. |
A variety of educational seminars were offered for all levels of personnel engaged in TQM activities. Typical IRI courses offered are: · Statistics for Nonstatisticians |
| National Institute for Software Quality
& Productivity Bethesda, Maryland |
Conducted a series of seminars entitled, Statistical Process Management for Software Quality. The seminars focused on applying TQM methodology toward software development. The seminar provided an overview of concepts using examples to illustrate applications for all aspects of software development from inception through release. Developed a workbook for software applications. |
| Organizational Process Management, Training and Implementation Workshop |
Public offering with software workshop. Participants from various federal and commercial organizations attend regularly. This course has been offered approximately six times a year since 1986. |