Harold S Haller & Company offers customized services and products to clients in order to institutionalize quality improvement within their organization. So when a Haller & Company consultant is chosen to assist any organization, a multi-level process is implemented that incorporates top management, supervisors, and workers into an integrated process. Training and course materials are designed for each group of employees, from top management down to the entry level person.

Dr. Haller has divided the quality improvement process into five segments: Steering Committee Process, Internal Consultant Process, Improvement Team Process, Critical Mass Process, and Work Process Standardization.

Steering Committees are composed primarily of top management. It is their function to lead and direct the quality improvement process throughout the organization. Deming's Principles combined with Six Sigma methods for continual improvement and leadership skills provide steering committee members with the tools to implement the transformation.

Internal Consultants are employees of the organization who have been specially trained in quality improvement methods and the Deming Theory. Internal consultants are chosen from both supervisory and non-supervisory levels. Once trained by Haller & Company consultants, internal consultants remain available to help solve complex problems that may arise during the transformation using Six Sigma methods. In addition, they serve as facilitators and assist the steering committee and quality improvement teams.

Improvement Teams are formed to tackle specific problems and strategic issues that are frequently complex and cross functional in nature. Utilizing Deming's Principles and Six Sigma methods along with the Haller & Company 5-Step continual improvement model, teams gather, analyze, and assess data, and devise and implement creative solutions to problems in order to improve processes and achieve strategic objectives.

Critical Mass refers to the body of people within an organization who are committed to the Deming Transformation. Because there are always some people who will never change no matter how dissatisfied they are with the status quo, the steering committee must identify those people throughout the organization who will commit to use the System of Profound Knowledge and Six Sigma type methods for continual improvement. There must be enough of these people so that the rate of propagation of these ideas exceeds the rate of termination. This is the definition of a critical mass.

Work Process Standardization is critical to the Deming Transformation and continual improvement. Improvement teams develop better methods of performing tasks. But until these better methods are adopted by everyone, the organization can not benefit from continual improvement efforts. Thus, workers must be trained to understand and use improved standard processes as they are developed by improvement teams. This is also fundamentally the key to achieving ISO and QS 9000 certification.

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