Form ApprovedATION PAGE J-MB No. 07W4-0,188

AD-A 12 9 5 ~average i iifl oer respons.e. including the time for reviewing instructions. learchtri existing date Sources,.in the collection of information. Send comments regardlnq this burden estumate or any othe aspect of this. to Washington Headquaners Services. Oirectorate for Information O 'eratlon and Report. 12 IS Jleffero

3ATE[ 3. REPORT TYPE AND DATES COVEREDOf Management and Budget. Paoerworit Reduc'tion Pro~ect (0704.0158), Walhlngon. DC 20503.

I Arpril 1989 14. TITLE AND SUBTITLE 5. FUNDING NUMBERS

Total Quality Management Implementing Plan forHuman Resource Management

6. AUTHOR(S)

7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) B. PERFORMING ORGANIZATION

Defense Logistics Agency REPORT NUMBER

Office of Civilian PersonnelAlexandria, VA

9. SPONSORING / MONITORING AGENCY NAME(S) AND ADDRESS(ES) 10. SPONSORING / MONITORINGAGENCY REPORT NUMBER

11. SUPPLEMENTARY NOTES

12a. DISTRIBUTION / AVAILABILITY STATEMENT 12b. DISTRIBUTION CODE

Approved for Public Release; Distribution is Unlimited.

13. ABSTRACT (Maximum 200 words)- This document describes the DLA Office of Civilian Personnel TOM implementing plan

in the Human Resource Management and Development (HRM/D) function. The planincorporates the findings, recommendations, objectives and considerations identifiedthrough the DLA Personnel Management Futures Program, the DLA Strategic Plan, theHRM/D aspects of business area analyses and the research activities of the TOMWorking Group. This plan implements the DLA TOM Master Plan with specific mile-stones for the accomplishment of TQM goals in HRM/D.

I C

89 9 29 00114. SUBJECT TERMS 15. NUMBER OF PAGES

TOM (Total Quality Management), Human Resource Management,,--.Continuous Process Improvement. Civilian Personnel Office 16. PRICE CODE

17. SECURITY CLASSIFICATION 18. SECURITY CLASSIFICATION 19. SECURITY CLASSIFICATION 20. LIMITATION OF ABSTRACTOF REPORT OF THIS PAGE OF ABSTRACT

UNCLASSIFIED UNCLASSIFIED UNCLASSIFIED UL

NSN 7540-01-280-5500 Standard Form 298 (Rev. 2-89)Pr-C rtbed by ANSI Std 139-18296 -102

DISCLAIMER NOTICE

THIS DOCUMENT IS BEST

QUALITY AVAILABLE. THE COPY

FURNISHED TO DTIC CONTAINED

A SIGNIFICANT NUMBER OF

PAGES WHICH DO NOT

REPRODUCE LEGIBLY.

DEFENSE LOGISTICS AGENCYHEADQUARTERS

CAMERON STATIONALEXANDRIA. VIRGINIA 22304-6100

2 4 APR 1989INREL DLA- KRE F

E P O

SUBJECT: Total Quality Management (TQM) Implementing Planfor Human Resource Management

TO: Commanders of DLA Primary Level Field ActivitiesHeads of HQ DLA Principal Staff Elements

1. Reference DLA-Q letter signed by Lt Gen Charles McCausland,USAF, 6 Feb 89, subject: Total Quality Management Master Plan.

2. Furnished as enclosure 1 is your copy of the DLA-K implement-ing plan for TQM in the human resource management and development(HRM/D) function. This plan incorporates the findings, recom-mendations, objectives, and c-)nsiderations identified through theDLA Personnel Management Futures Program, the DLA Strategic Plan,the HRM/D aspects of the DLA-K Business Area Analysis, and theresearch activities of the HRM/D TQM Working Group. This planimplements the DLA TQM Master Plan with specific milestones forthe accomplishment of critical, enabling TQM goals in HRM/D.

3. We recommend that this plan be given close review andconsideration during the development of your PLFA or PSE imple-menting TQM plan. As we all recognize, effective and sensitivemanagement of our people resources is foundational to institu-tionalizing TQM in DLA.

4. We view this plan as a framework for continuing processimprovement that will be refined, adjusted, updated, and revisedas we move through the TQM initiative. Please contactMs. Roberta Peters or myself to discuss your comments on theplan and approaches to applying HRM/D considerations in your TQMeffort. In addition, Mr. Len Kill Kelley (AV 284-7186) orMr. Jerome M. Smith (AV 221-1440/Commercial 703-325-1440), ouraction officers on the plan, may be contacted for additionalinformation or technical guidance. c-cess ..... . .

A 0 c ;4-1 For

FOR THE DIRECTOR: ,/' 7/ 1T3 x

ANT tNY W. tU4 F-Staff Director

1 Encl Civilian rot.one

Avn.

cc: DL~tCPsEEMs

-IT L uEMEA 7f N 4EM; F 3 N T

-HUMAN RES'DURZE-3 'AN-SMENI

~.References:

a. -LMan ReSDUrces M~anagement E(USIneSS ;4rea iAraivais. IAor,. >

b. Suooortinc the Armed Forces-The DLA Strateoic la. 966.

C. Deoar--mert of Defense Total- Duality Manacement Master Plan.

d. FUtures I Conference Reoort. FebrUarv 1998.

e. Futures I Action Plan and SUDolement. AUQust 1968.

£*Futures I! Conference Reoort. Janutary 1989.

a. The DLA Total QOuality hManaaement Master Plan, January 1989.

!I. Puroose and Scooe:

The Total oDUall 1 V Mana~emen-z 4TM a or MLMmafl ;,es0Lrzes lanaoementis a 5,u=o7ement t-o the D A -QM Mast-er 'Ian kReferenze :f*. T.s Dlan

.ntepcec to serve aZs a CL,10e tor cleve~ocinc ~:avL-ve' ;;7eic Ht1v::-A)~ 77M~ ,Tin'ieent~ina clans z oe usea no-- only nv V.a rsne

Tf~~ers s). Ut alSo) L!V -IeCOar--ers rEnlo~~t~ etrerts -~sand imisslon manaaers. it will also serve as the ooeracana TOM o~an -,;or jj~~

This HRM TOM F~an orovides an aooroacn for manaoement of the workf orce~.ihcan helo PLF~s to achieve tne core coa . s ioentified in ti~e DLA TJM

Taster ojlan. it also ou~tlines an imolementation aooroach for civilian oer-sonnel and eaual emQlovment. onoort'-.nity oD0icies through TC!M. This clan iscaed on tMe orocess anal vs5 5 1na nos o-; tne Human Resourzes -'anacementBU~ifless Area Anaivsis (HRBAA) - rence Ia. It also incoroorates tine con-,ects. aoals. strat:eaes. and i;. mentation ooject-aves of DLA P ersonneltanacement Fu~tures in.-tiatives ano refe-enCes lo tnr0L(Qn If atcove.

7±I. Conceots and Phulosoony:

a. .7,e aooiication of DoD and DLA TOM Master Plan conceot-s to tnemanaoement and develoomert of the ~Aencv's human resources is basec on aconceotUal iOUndation which can be summariz-ec as follows:

:produced rom

-RM/D TOM

Focuses On Customer SatisfactionRecognizes Its People as the Most Imoortant esoUrce

* Applies Appropriate Analytical ToolsCreates a Consistent Process Improvement Cycle

* Builds an Attitude, Value System, and Environment for Ouality• reates Teamwor'K and Constructive Working Relationships• Values and Develops Knowledges and CompetenciesSinvolves and Recognizes the Individual In Improving Work Processes* Encourages Innovation and Risk-TakingConsiders Customer Need Satisfaction as the Best Measure of Oualit/

b. Results from Futures II offer an excellent starting point ;or develop-ment of Headquarters FSE and PLFA TOM plans when used with the DLA TOM MasterPar.. The basic conclusions drawn by the managers representing every DLAaLti'Vltv and Iey Headquarters PSEs who participated in Futures 1I are entirelycdr':vtent with TOM concepts and goals. The deliberations at the Futures IIoranerence were similar to the type of inward examination recommended at thebeginning of any TOM effort. Therefore, Futures II presents a unique ooportun-,ty. A group of managers from throughout the Agency has already considered ingreat depth some of the same issues that each PLFA and PSE will need to con-sider in developing thpir local TOM plan--those that deal with management anddevelopment of the Agency's workforce.

c. Each of the considerations listed below can help reach the core coalsin the DLA TOM Master Plan. We have identified the particular DLA core goalsTo-st :,.ely to be affected by each of the following processes, i.e., implemen-tat-.on of that process would contribute to the PLFA's and PSE s achievement ozt.e DLA core goal specified. We encourage PLFAs and PSEs to craw on the-esu~ts of thei- e#'orts by considering the points listed below in develo~ing

i -Cl M Plans.

1. Consideration: Define and promote the corporate culture we wish

Process Description: Clearly state Agency direction andexoectations of managers and the workforce; encourage innovation, permit andreward prudent risktaking, delegate authority and hold managers accountatlefor -esults, and stimulate trust.

Core Goal: Institutionalize TOM within DLA.

2. Consideration: Improve planning and implementation.

Process Description: Focus efforts of the Headquarters staff on"big picture" strategic planning and direction for tne future, improve:ooperation among Agency organizational units in support of strategic plans,invest zor the long term, and reward effective e~ecution.

Core Goal: Harmonize directives.

2

3. Consideration: Increase flexibility and authority for

organizational change.

Process Description: Proviae field activities greater flexibilityand authority forshange to adapt to chances in the work, to nuild on local

strengths, and to use participative management and teams o; mllti-svilledworkers where it makes sense. Provide more opportunity for movement intodifferer.t career fields, providing alternatives for valued senior workers notinterested in supervisory wor : or who have limited supervisory potential, and

enzcuracing employees to broaden their backgrounds.

Core Goal: Harmonize directives.

4. Consideration: Examine impact of fiscal resource managementpriorities on utilization of human resources and increase mutual support.

Process Description: encourage effective delegation of budget

authority, simpli~ying the budget process, improving the availability andutillti of resource management information, and allowing managers to keep aportion of their savings as an incentive to improve.

Core Goal: Harmonize directives.

5. Consideration: Examine impact of DLA automation policy on

utilization of human resources and increase mutual support.

Process Description: Make it easier to provide personal computers

to all emplovees who need them; reflect an end-user orientation to systemsdevelooment. modification, and training; increase user access to data in

autcmated systems; and im:rove connectivity within and between DLA activitiesrd q.,th :ustcmers.

Core Goal: Harmonize directives.

6. Considera~ion: Improve environment of the word:place.

Process Description: DLA should provide a wor'place environmentwith working conditions, incentives, services and benefits which are important

to workers; manage the workforce in a way that encourages employees to want todo their best to contribute to mission: and make DLA an organization peoplelre o-oud to work for.

Core Goal: Integrate existing initiatives.

The above considerations also provide the foundation for the goals and

1%lest:nes for civilian oersonnel and equal employment opportunity functionsVhiCh ;ollow.

IV. MethodoloQy:

a. In addition to oarticipation in the methodologies outlined in the DLATJM Master Plan, DLA-K will employ a specific multi-faceted methodology.irected at emphasizing and energizing TQM in oersonnel service delivery andz.,icv development. Ths methodology will integrate the concept of continuous-- ocess improvement wit , the organizational development findings of Futares I

and -1 so that TOM becomes a foundation concept for all human resources.Tanacenent and develoment strategies. The following are tne key components_ tre _nLA- methodology Zor achieving TM in the civilian personnel and eCuale~z:vme : oportLMunty ;unction.

TOM Skills Development

This methodology includes the training of DLA-K supervisors, managers, and:.rogram ori-cipals in TOM concepts and procedures; the appointment, trainingand utilization o4 a DLA-K TOM facilitator; the providing of assistance andguidance t: FKFA CPO's on staff TOM training; and the conduct of special-ersonnel Oie Seminars at each PLFA.

Career Program Management

-his metriodology includes the design and implementation of revised DLAM1445.21 Civilian Career Program for Civilian Personnel Management and EqualEmployment Opportunity.that incorporates the foundational concepts of customersatisfaction', innovation, and strategic program management into careerdeveloomert plans.

TM Communications

S_:emertt existinc :nternal and functional communication patterns with En:ej se 2+ the DA-K HR Prod-zttivity-Grams for TOM follow-up and

i:4c'-matior e-:.r.angonc, and developing additional E-Mail or othercon, tuer-aioed communication systems.

HRIS and PC Skills Development

ing the capabilities of personnel professionals in the utilization ofhuMan resource information systems (HRIS) and personal computer (PC)zompetencv.

Business Area Analysis

Cring the period of January-April 1988, DLA-. conducted a complete businessarea analysis (BAA) of the human resource management function as a basic studyof functiors and processes identified for improvement under the logisticssistems modernization program. The BAA developed a functional business model,an enterprise data model, an applications inventory, and a problem/goalsmat-i::. This information provides the foundational process analysis datasLpportinQ the goal selection aspects of this Plan. The BAA is incorporatedDv re~e-ence and made a part of the this plan.

4

The DLA Strategic Plan

T-e 1988 Defense Logistics Agency Strategic Plan identifies th.ree major":eople" objectives supported by 9 specific strategies with imolementng

:asings. These-goals and objectives are related to specific human resourceTanagement orocesses and process improvement action areas. These aspects of

the Strategic Plan are incorporated by reference and made a part of th:s TQMlfan.

DLA Personnel Manaqement Futures Programs

FUTURES I: DLA managers provided DLA-K with a list of 70 recommendatiors forimp-oving the services provided by personnel offices and streamliningoersonnel processes. An action plan was develooed for implementation of theirrecommendations. A number of actions have oeen completed and progress hasteen made on many more. The products of the first Futures Conference guide Us,,s we move ahead in a time of rapid change in the HRM field in response tos:7its :n the demographics of the wor force and the needs of our customers.

FUTURES II: The second conference focused on human resources development.Products address not only traditional personnel management functions such astraining and career management, but also the way supervisors deal with theiremployees and the way'the HO interacts with the field activities. Theirrecommendations are very closely aligned with TOM concepts and DLA's core

goals and could be useful to individual organizations in developing their TOM;lfans.

EXPO

sr;ng new app-oaches whic involve waiver of regulations througha:t_'e : ric:Pation ir- a DoD research proiect called the E;xoerimentaler scrnel *'i _,ce EXPC). Three DLA sites have been operating under EXFG since~arcr 108'. testing such initiatives as delegation of classification aLthorityc :iln- manage-s. We have recently expanded EXPO in DLA to include nine more

311. S. Otter ;XPO initiatives include letters of discipline in lieu ofrepriiands and suspensions and such merit promotion tests as elimination ofmandatcry interviews and alternate candidate evaluation and referral methods.

Skills Based Pay in a Participatory Work Environment

DDOU is the site for a demonstration project to test an innovative new way ofaccomplishing work. TQM concepts of participative management and teamworkvii1 be an important part of the test, scheduled to begin October 1989.Nont-aditional compensation methods will also be part of the test--employeeuay will be based upon acquisition of new skills and contributions to thes.lcess o4 their team. We would like to add other sites to this test.

SMPEGC/WSFEG

DLA obt--ined authority to develop our own guides for grading supervisoryoos-tions to resolve problems encountered in using OFM guides. The DLASLIpervisorv/Managerial Position Evaluation Guide and Wage SLIpervisory Positior

Ea~atior Guide remove disincentives to organizational improvement bysiTminating nimbers of employees supervised as a grade controlling factor.

SI7- L Saltrae 8.' ~ c 1 _E

c:--erent verscrs are in use :n, m,.n' ,*all, a.E- so usace. vyn,: rmrlts emo:cee toe si-es at-n r .

- :- 1 1 1e- - t-o 1'm.Ceient' Cw - eN vEtem ca.ec th e esrirel Aciri:- -rin ereserts a very di fterent .4wayc-

- ~ ~ ~ a 3---- l'-- - s w'nich is much more cu'stomne-

- - - =- ~ avjIC -rI ifl aces to -i 5LOF = =nOr Itn UM and runnano smoothly, wil -

17= ', -_2=s1'- &-'-ne- oersomnel ozf ice.

- n harc,_enent 5

uto qtmated Prsounnel, C ost and R:ersonnel System (HAPCAP'S)are process works Which will make the system much Tore usefutl to personneloro-essiona:;= an- to- ooeratirg managers and suoervisors. A new trainingsutsyst em w:.± be added which will help, supervisors and training coordinators

Z :-tr-ainilO reo)U,;rments for their organiz7at,.ons and provide informationo-n course scnIeCUies and ;7ompletions. A new subsystem for labor management andemployee rel:ztjons is in develop)ment. E:,'oanded on-line inquiry capanility isalsc plarnec. New efforts are Ltnderwa>' to improve the use of AFOAPS and the

ot cuistomer serxc ano f-or to r'=.o raao mn..,L,. rct z evailate, otz to ovi-C o nsite ass:istance where it

et cutfe Lmoroteme and:rcoress toward 7DM oal

D.- 2tzo tthese metccloq-=,es oji II be suoCiesmented byt,/~ §U

-ey: ews. DLA-[. TO'.M anaivs,.s tesams w~ill oertror the on-oc; rDr-s; ~ncto~sof'he Speci.al r-~At n~e cmtes'r~E

-snee~~LI une t he DL A TOM Mter -anM ton MU i-- tzr.Fviv

ao-npof thle DuA-K SFARCs will oe d'eterm-,,:redc by- tne St-aff ID Irector L_aad hc nasi s and may be :mecr Atec -' I e Hea,4 Qcurters Fersonne.

a zJsI - E)'z crraT, cr oeca sza *s :an ce a c Ii os as-

~r Esc-e 1.an-, oemet 7 7 1 at I mes - " I!a st-e- :l an z-c: i:tcorcorates th.-e core D,-A TOM,' coals and 4ourda-txon CL 'Ec.-

2~~~ f7 - -- e z C er ma otte cor z I TO ZsN7

a~ :.'rzzess Improvement Goals 'or 4RM/D Po,,,zv a Prc-ata D)eve come-t

-He -'olow;-n TOM1 qoa:ls oro ,.ae a +rimevo-i 'cr Cimi Ire~i; ca an_)ne. Rr: eqL',-. emoL)ovment o~cort.n. t v oo.1c>? Th'r OUoh tiM 'e,, i_: r :)Lt' - -zts to cort.,nUa- impr')v t--e HRM Drogr_,r trc j

-ire zc:rn ecommenoations of Agenz'. maragerB in tne recoart z,+ t-?-::, _es Ic:-ere.ce. Manv act~cns :n s~ipport of trie followinmc -oa!B ravea. :-eao'. bee- cornomleted or are underway. Others are identified -.n the

_:est:ne :-arts ir. section V1. E,:ecuton, of this doCUment. Hshulue

- z_ ,-, ev'e'opinq tieir TOM plans.

Goal: :morove del~ver of personnel services.

Process Description: increase participation of Ta3naqers inpol :cv ma .ing; foc:us emchrasis of personnel orofessionaiz on a

::st~r Orertatiol rather than Dr-oess.. strengthen coerative wor -inQ~--2at,_onshics 'In support of a common goal - MISSIJN; determine how to bestz7-qa-.i:e

4 o~- -- ect~ve delivery of service; and establish objectives tomeasu'e 2'.. c:.,eness of personnel, services.

Goal: Streamline personnel processes.

Process Description: Reduce demands on Supervisors and helo them-ocus on tr-e SL'bstance *of personnel management by simplifying current:ersorrel ;orocesses and orocedures, eliminating unnecessary paperwork and+jDrns, revisi-ng pe-sonnel regulations and guides accordingly, and developing a

* -~c~~?:r~l -:Dcesses.

Process Descr-iption: _.r:i-ste lat.or '.n'ensi~e orcc:esses tz c i.7 j,- - sE :: sca -c E r esourc:es wn1 1e a)a i r Q Tor e , n +rm A t ior, r e a r )I,

*-:z c -aracement ;n-urmation olur.-oses; develcp an inttorated svstemer Fs~r Z zce -elocment and ::Iassi' cat, cm, dual i ficat ion requi rements and

atc,:e,-:* ,a,)ce :riter:a And trainina needs: implement an automatedoccon. acto [or-oce=_sn- system: dev'elop an on-line personnel data base;

- -.dei~varc imnleeent short term improvements to AF'CAFS tnat assist thez tO.'fl I ,L Z or.

Goal: Improve staffiro olanning and Use of candidate sources.

Process Description: increase manaQers i nvol vcrEnt n

-ecr tment cianning and provide advice and assistance for developing;_'rateoies f or targeting recruitment effortLs to yield effertive results;: -omote DLIA as an employer; see ou~t new sources of candidates and :x,-ro, e

- .z-t~~ -e, istincl sources and proprams; e-plore need for e:,pandingQcu~c~nq .<torities; and review employee mobilication planning.

~Goal: :inprove :nt rna staffinq methods.

Process Description : Improve job cpcortu~nity announcements anda~toetecreparatizon and di.stribut,.cn; ma: Imize Use of open cont'.nUoL.mcs~'-: :rcv-de simpler alternat-.ves to cutrrent application and can-d,_-ate

evauat~or methods: provide for Use of srnp'if.,ed application fPorms, e:,Danc

the uL.e of assessment centers, particula!-1 for sucervisor\'/ managerial

nositions. design, develop, and implement an auktomated merit Promotion sy stem:

orovide more fle':ibility in selection proceoures; tale advantage of recently

c ._ed OPFM qualification standards and -eq.,-ements for lateral moement; and

ec:ard opport-inities to progress to Jou-neyman level without repetitive

S- oeti t i Dr,.

t. Goal: Stream'lne classfizatior, rocesses, improve advisory

ser-.ice , and :r-rease 4e:. bility to managers.

Process Description: Deleoate classification authortv to line

manacers under a redefined. e-'panded EXPO test; increase involvement of

aracers n review and _,pcate of classification standards and guides; e.plo2e;ctions -or increasing ;le',billty within existing classification' standards or

thro,-igh new aproach.es: assist managers in developing generic PDs and

,-ncouraoe f4e.ioility and simplification in writing PDs; eliminate Lije of

suoplemental assignment data sheets (SADS' and cyclic classification surveys

a;'er estabishing adequate fiscal controls Lnder EXF'O; and eliminate

:.-i's .i:aton reviews of previously-classi-ied, unchanged positions in

con'ection with personnel action processing, unless flagged for review when

• acant.

7. Goal: Increase flexibility and return on investment in employee

benefit anc compensation programs.

Process Description: Explcre alternative compensation systems

consisBtert with Agency needs: simplify and increase use of special salary

-ates .t-Je-e ca, 1-ders recrultment; ootain authority to pay starting salaries-t3e r s r zec c- pa, sc e: of Zer home bLIvout and reimburse moving e,,oenses

: :-_:. tv lcatic. 1-c-ease Em<o-ee benefits and ret-,rn on

:r.e .ne't: ir:'note 1Ie: :-Tie. ae': cI&e a- iot staring to the ma'imnum

t c -c>i me --t tccs: mar, et a-nm,_al leave shar:ng; determine

7.eeZ c-r ,:, care £eries.

. Goal: improve ef ectlveness of the 2erformance appraisal system.

Process Descrition: E;plore wavs for DLA to move to a simplified

oerformance aopraisal system ,e.c., automatic fully successful ratings):

se teatnert cf perfirmance under merit promotion; reduce/eliminate

Lr'recessary paperwork in the current cer;ormance appraisal system. provide

-e effective assistance and tra:ning for supervisors and emoloyees onPe'].rmince metnagemeft.

. Goal: Improve effectiveness o0 awards as incentives.

Process Description: Develop z more effective comprehensive

award/rec=go;:tion program that offers true incentives to employees: increase

use of in-the-snot casr ,onuses and other incentives; provide more assistance

and training to supervisors on the effectve use of awards; revise regulations

to simol!iy te lward system and to male the system more responsive to

E-,ser L sus and employees needs.

D. Goal, Use training to match Miss'.cn --nId individuils' coals.

Process Description: Develop an Auer:,v tra,,ning policy consistinga comprehensive statement o+ ob~ectives to azchieve throutgr '-raining and

:as:: direction whjch guides but Coes niot COntro0 ideitification of training'ee-s and selectior or aoprcva: c4 training: balance Mission rteeds and

0'. V1 dLIai goal s by USI<; iml *ed resoutrces wi se.', avci di ng -estr ict,_veinteroretations of job-relatedness in approving Agency-+unded training ardaettli~ '-he best reSult 4or all concerned; increase cross-training and

-ct::oalassignments. P.rovide more training aimed at deveilooing aralvtical.zz 1-:ative. and cornunzaton skills; train all levels of tne DLA won force7the miills -eqU~red 'to Derform effectively in an automated wori

"-\.'-cnrnerIt: improve an'li'y to develop and provide Updated technical tra-liirg-ec7: functional areas as worlk changes; locate and use ccs3t effective

_citr _es ;or _ne deliver, of train-,ng.

i. Goal: :MDrC'Ve SUDE'visory and ex eCutive developmrent prearams.

Process Description : Establish Agencv-wide su~pervisory/managementOsc-v e Io pme nt orogram for D A emQloyees; improve Supervisory development byO-i dcnng the qao netweec, workers and Supervisors with mid-level programs,O!evelopinQ Supervisory siills in advance, and use of assessment center

~ec-i2esand'oDr compat.,tion to identify potential candidates for Supervisoryde~elccment: strerqthen the e;<,e-utive development program by clarifying-? ectationB and beneirts of e':ecutive development, developing leadership

stila. and improv.ig return on investment in the program.

Goal: :.DOem~~stof EEO complIaint process.

Prc-,cess Des:-wion: E.-lore aIternative -cqaniz&,:'ioralrz2C 5 *a:: ~ ms c-rplaints CrCceLSSIr C: er;-c_(rage earlyv

- C-: -- i~e nd _c:;ze -gA:os

cs .7 ve-- Soai s for Tnternal DLA-K Aamini-trative Operations

Goal: EI::-at ccaration errors in official correspondence,-e -c'ts. zongressionals and position papers released at thetiigature levels of DLA-K Division Chief or above.

Zrocess Desc-ioticn: Developing draft materials Lv staff act~ontypina -And assem-zly :)4 ,tten procducts by SUtouDrt personnel.

_ -r -ess rev iew ac t ivi t .es, f inal proof inog, and l ead / superv isory appr ai sal

Goal: Expand electc:c mail Utilization to all ty/pes of writtenwor'i communications not requiring official signature orrelease authority.

-7:rocess Description: Develooing guidelines for use of E-Mail,~~<~incadmiristrat %e procedures, training of employees in E-Mail

c:er-at.cr, a'd monitorino application.

G Soala Achieve 1(')% computer apolications literacy and operationalcompetency at all necessary performance levels in DLA-K.

Process Description: Icentfi2atio. ; current competency 'evels,'eqlrec :ompetency levels for each ';LnCtion, anc developmental training plansAnc prdn-ams in human resource management anc 3eElopment.

V: Execution:

The milestones in the attached chart represent timeframes for Agency-wide

:ctions by DLA-K. However, many PLFA actions can contribute to achievementot tne above coals and can result in significant local imorovements. Some ofthe FILFA actions are described in the Futures I Action Plan and Supplement.We encourage PL:A Offices of Civilian Personnel to establish their ownirilestone actions and target dates for each of the 12 goals listed in Va-bc e.

VI'. Appendices:

TCM HR Briefing Charts

HR Froductivity Gram

10

H it

0- t it i0 - ItH Ii Ino I,I

ii~C IfHII i

'-4 flt IiNl-4

N-t4-4i

Ni - N III

H i HN it

N1 it0-

It It

lilt t H, If

nit IfH I>4

'-4 C C$ C II C) 0 ( -4 C) CIC,~U;

CO >~ I ~ *Ia' tilf N aUt

zl ~ ~ iH E1HN3 i

(N I ilc4iii EI i N HiU3t hts Nld- ~ I

xl f tN HIwI UI 4ii

fl V l Ii iI

-4nI

-14 000 00 00 ~ lie IC.0000

co0

E-J

0 ICw coa LzL < 1 4 M (

134 0 >C4 H*.-4I.-tI

0 1 4-4R4

CDE rn04CO8a

ra~o :D a- 4-

-44 -'4 -'7:z4

r-4 It

-4 I

rn m Itr-4 r-4

(1)-4

-4 -4 I

0.-i '-4

~~ *I

MF4 uII

>4 IC 0 2 t

0 -4 E- I

LO m 24tI .

0B 04

M C4~P CIDt

0l 0

E-4 P-1I- E-4L~

f5I w_5UCLI PD3. 31

E I. "zI: E

-4 1 4

4 -4f

-4 H I'

Cm mmt Hl

N H-- 4 -4

>4t

0t itaHWCm~~ ft 0 9arr-4 N 1

CN X > C> C> C x C

0~' I43E13 ZO2

-9 0

4 "-.~ z, f0X -

'-44 H H

H e H

H H

-9 H U) -4 r

I~9 C) z m )( I iiz

z r H tor En 4-4Q 1-4 -

E- 0 Hc

M E-

cO*9 wGL

00 OAl 0 I-I - Jz "(. R!~Ii E-4 t-44E-

:z, '-4 E-4 C - q 3

%44

(zO F4.4C;Z

U U oz'-'; V; U Ea; ~U fZ~ W-4- Cl z

ON fn:14c"I CN

neB -I -

N B

ON mm fi ON(.

CN r4-1I

m N ON e

it-4 B) C I C)x C N4-4C C

a, (n SB C4

EA 0

ocr ND U3 >-4E-a 4z..1 Nx4 n'IZ Q

- ~ E 0t M -

0z Q0- 0 ~ i-4 ~

(14 E 4 0: )

E44 O W

~~crzi- 3~ tz 0 1'

*-4 c a C2 * *a~-N r C -t-- r-E Icc flO

'-4 -4 I

(NON mt0-4 f

CNI

-4 I

ON (N fco If

-4 'A f

4 ftC ) n(

0I 4,10 c r

u -4n1 fttlE-

-4L -4 ft,04M 12U(N F5 ft : ,E-4 04" 0 -C

z m Z WftW " 2 r3 caif

cn g 4 r4t

E-4 -4 f

~-4 4

u 1 3 1 3

(4 -43

(N (N

"Z z a z E-'

1-4 U32 44Q E-

E-42 E..Z (2~J) in z C U

U. CU- C1 -

H '-z U)0'-Z J) Z

-4 0, 19

-4 7 4 -

A 60(12 tc;

~.ia'a' C' 1;1'0' a

at

N If1-4I

4'

-4 It

U-i it

ItIt

'E-4

(cN CL

>4 Io

Uo-t 09-4I

EI,

J61S 4c4~ E3)M

g'e IL nI1 U

co (n (n9 I

E-4 It~

c c f 4 1 -4 WO E -

0"~ ~~ It: > I 6

I- It0,I c D - C

nY- 00n0u C

in-

3CD3

01 Q -4 1 Zw u

0y

cr 0nt ot

-I a) I . .-~ ..

.- 4z 1 -4 -4 1-4 ,-4 (N - N (N -4

H RProductivity

Gram

First EditionSep 88

" IT. -- , L ."--.:Z-1

,,-,=e-a e- 1: ; ! " '8 5 1 r= ::i gM I .

ub ~ ~ i I- -t 'a-=_._:e~ HR Fr oucti; .... .ramn

T : E t -a!e

Z':- i ,,r : Jr" en t:-'- 0- =.7 C e t r otSe='_..r -± --. None

I- aE aion: Rei ra

EUE:CECT: HR F$ODUCT V I Ty'-GRAM

tiF:: i-=sranr Personnei uriticers

.areer Deveiooment Oi-icersAutomazad Tiormati'on Soecia±:=-:=

T'hia - 5 _,_ -- e -t_,rsz ,2t a : erl o, c O- , iIetlflr we are ,C'ifl tg e__ _=_ == Sr,," -. vy et.a, anc rin,,rmati, oreunaae_ sor- t _ eac _ ,: c: te DCF

Ar'co-- "1 t' q tra- n: no ar.c oevei omen':, an ,lumar c- Di,

in-Format: on s.'t em c-_er -;t:n-r-. The_ our._ose or sne AR

E, UCT:',:TY -. P.,I - to :rv:de a tc.l ,1 nt t - r '-.'el,_-,o no a.

z'-- i -,a r.'4 a.d z-_ - "Mo-oV -C 7-7;=ut:-- "': t. *t t,

F'Z . F ri r c 1F - or= ,' ' _ 1 missoI Ruour )l, ~ ,, -r- :- a:ceC. 1-I I,. wP-.-" .;

c , . CE' z, C:<: 7-1-- a. nF OL r, Iu :~ e E'Me.. . . .. -rt ... r-lFJO D .-- i V -eE ti PD -U I -_3 C: ~ 1_ ' E 11 %n Eai --e.N Nj to , w_ rc. n :1 : :--en. new

' e-±1-_OT om Prt a.-nd .. .... .. ,,D:r s n.,-,_= ,u ,t: fi :: -' fnouI ,- ci :e ,_,s _an eoo .

:..-,F CT A ' I.. I-ri .* ',=.. .-r-= ow corno± -. _i' Fifi t-,e -r I hai" vers=ion .:-, DLAiR

1- 7-1;.T -o r HQ 'E a ,a± D Loo6 r. or I iT" _4 cN - ,vem Tcer. r la nv ,-a- .r --" .--. _, .. - , = - : v,-

-- r 1. eL-n &. c- na. n,-rI -- r'-

...OU 2 11 CCti i : I - e- S.-esuit. ar-, t- n . eacn Career

De (Tooment -9 t ,r -r ;:e ver' 0:urin' .nd . el tti o10 uah t ou',-omments oDn tle ,- 9.-

:)I, --. e r a, r t7Ieor>.

I. im E a-a cn acero- JRl-K7 . recimmericeo -n ier

comm ents on DLA 14,.U that we i C Lt train1n cDriet1ons -tor

Uits -ater than Moul eS. ThiS W,,u enSOIe U _ to t-SSSoata on a reasonabI"., c-ec=- rot - _ toolz a=is ano -gnl:Cafliv-edu ce t-e numLer oT 5 s and da a et -ran c i s. hat -0o

v t_ , tt :n c vl:- :0ez.-

-F,:rOdIIfCTIY:I-'f TTEM: The other -av -ian Inowe me some trminina

int ident totals fr :m tne FDF and tre1 ,.coea zw in aome ,as, Ps

cocu nw* in te DL.AR L-O. 1 or oaram -4e . 0ant to reauce. 1 -t no-lie anuaMl rE ort-. Th G- 7i1 work Ic c-,, oi -O7i'nS are

--r- -red into the -- _ m oromcl Q .r, :1c._,r- i te .'. You mi rt wa. toti:x~r i~-'-,-- ,<.DR, Tr;:n n Mr.nr uai ov, ,-ran, -:art n -"n

?-Ce,-F nu_ ' t - _ .. . a n r)a o : r -: --a -- z -

D .. L-t - r

-wv -D ne! T-ini - n Daelamn Fwcmcn Mim~ wasc arc!- 1o:~o-.i-

1=a 3MM2 :!7K l- :zmr enned tCnncan N1are

:an~uary to cover tta new inrt orocrams.

AFAP 17EN: In~ order to be prepa&red -or tne implementatzion a+ tn-ecm-lne rmgrasr miscussad above. thee is one imem tha you can me

work:ing on ahead M~ time: haaae inl order to innut inmm The newprogramns. Zarith 246s~ witn ::7Q capab~iit anrd Tao machines canbe usea. Our gnl i s to Drn V.O macin f or each ra znnl Merkmarforming APCAFS input on his5/her dek h Qint:',e Awards

AN cn al so u~s tneae types M~ temnl fa'vr Y - 'th ~eincetiv Awads ublvma'in -M :OrS. if n~ew 3SP:± need to b

==pltd = tezainE =nat- o Mile- i C10 Vzr nui :anca.

-sa~ 4m one erj 'CSOzrz jSS...rc5 .h seso i*. efcaa

prmca . .g Li- --uac nassi Ramir. *..sn=. amr~csa-n innaF

incut cr-ncgame. . h ni sceue we anCticnl Me7cni

Eer~~as nie~ ar~vin 4orthe es *na. anc

K~ syour r-ctic to on-e HR. PROE'JC7IYT; SR. Wha.t kinds m01itm would you 11~ to seezncuad? D)o y/ou!plan to cnrbtyour ideas and suc~esms tzrins onl nrmduaitZ-ty advancamsnts7Ple ase resmand by/ DM:NS gLiing vour single prs~erra DMZNE aaarass.~Tur DM>4E adrsisdac1agI smin.

H R

T QM

TotalQuality

Management

> Everyone has a Customer

> Build Close Customer Relationships

> Know Your Customer's Needs

> Focus On Customer Need Satisfaction

> Customer Satisfaction is theMeasure of Quality

> Qualilty Products/Services RequireContinuous Improvement

> Quality Products/Services CreateSatisfied Customers

> Satisfied Customers Stay Customers--- The Global Competition Concept

TQM DIRECIIONS

> Customer Satisfaction

> Quality

> Productivity

> Time

> Cost

GOAL

> Continuous Improvement of

Products and Services

> Process Improvement

A QM1 ORGANIZATION:

> Focuses On Customer Satisfaction

>Recognizes Its People as the Most ImportantResource

> Builds an Attitude. Value System. andEnvironment for Quality

> Creates Teamwork and Constructive Working,Relationships

> XalLaes an'd Develops Knowledges andCornpetencies

> Involves and Recournizes the Individuial inImproving, Work Processes

> Sets Goals

> Analyzes Processes

> Meastires andi MNanag;es

> Develop)s Discipline at-d CnitnyoPturpose in Process Improvement

> Creates a "Process Imlprov*ement Cycle"

> Sced

A TQM STAFF:

> Customer Focused

> Team Centered

> Process Sensitive

> Process Knowledgeable

> Process Competent

*> Involved and Committed

> Accountable

> Competitive

> Successful

HiR IQM

* Idlentify the Customers

- External- Internal

* Define the Customer's Needs

Characteristics of

- Product

- Service

> IN'leasm-& Satisfac%.tion Level

> Specify the Goal

> Examine the Process

>Analyze and Improve

>Measure

>Establish the Process Improvement Cycle