Abstract
This article describes one firm's experiences in improving the quality of its internal functions in order to improve its client services. History is outlined, noting the steps the firm took toward improvement. The organization for quality improvement consists of a single corporate steering team and quality improvement teams in each branch location. Other branch teams address education, correction, and continuous improvement. Communications are of overriding importance. Continuous improvement memos provide a formal, tracked way to communicate needed improvements to management. Project quality control is the framework for continuous improvement at the project level. Employee education encompasses quality improvement tools and professional and technical skills. Company performance feedback is solicited both from clients and employees. Recognition can be formal or informal, individual or team. Tools for quality improvement are many, but the most useful to this firm have been the concepts of statistical process control, particularly the control chart. Quality gurus can be a great help, but only if a firm takes from them what best fits that firm's culture.
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