Developing Quality‐Improvement Processes in Consulting Engineering Firms

Abstract

The New York metropolitan offices operating unit of Woodward‐Clyde Consultants has been implementing a quality improvement process since late in 1991. After a six‐month period in which the awareness of quality management was discussed in the 130—person operation, a quality‐improvement committee was formed. The committee supported the formation of quality action teams, whose purpose was to improve certain processes initially identified by the employees. As the client feedback system is implemented, opportunities for process improvement come from clients as well. All employees are receiving training in the scientific method of problem solving (including systems theory) as well as the more philosophical and behavioral aspects of quality (i.e., profound knowledge as Deming calls it). In the first 24 months of this quality effort, several positive results have been seen: employee turnover has decreased; employee morale has improved; and clients have provided useful feedback.