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Client
Relationship Building Program
Narrow
the Focus
Program
Aim
"Stop
working with mules. "
Narrow
the Focus
Program Vision
Which companies
make the best customers? The CleanAir Long Range Strategy
states that we want to align ourselves with companies with which
we have a philosophical fit. Which are the best philosophical
fits? Our Value statement says :
Environment
Conscientious:
We are dedicated
to a clean environment and seek clients who demonstrate environmental
responsibility.
Should
we stop working for the other companies? No, but we should
work hard on the ones we want. If we donut they
may select a competitor for their long term provider.
The Chairman
of National Quality Month for 1993, Edward C. Johnson 3d, said
"The way
we use technology will, to a great extent, determine how successful
we are in the 1990's. The winners won't necessarily be
companies with leading -edge systems. Nor will the losers be
those with old technology. The prize, instead will go to
those who learn how to use technology most creatively."
Who
are these companies?
CleanAir needs to
establish a system to measure and classify companies and communicate
the results to our employees so we can:
Target new
companies which will be good fits.
Know which
companies will be most receptive to innovation.
Stop soliciting
work from companies which are irresponsible.
Narrow the Focus
The CleanAir
Client Classification Procedure
• Green
• Quality
• Innovation
• Partnershipability
The list of companies is sorted to identify the top
30 .
How will we collect the information and who will assign the
ratings?
We have discovered that most company annual reports have very
noble words proclaiming high standards for environment and quality
and also showcase innovation. Words are cheap!
We need to base our ratings on actions! THAT WHERE WE NEED
HELP! What is the best way to know if a company is
serious about quality? Ask the employees? Observer
the results in the plants? Use there products? Random
observations of corporate responsibility or lack thereof?
I suggest all of the above?
With this we have developed a procedure to rate companies
bases on any contact or observation.
When talking to a client bring the quality program and
ask what is happening? Ask for an opinion of commitment.
Ask for examples of results.
Environmental and innovation commitment may be a more delicate
topic. These however are easy to determine during a plant
visit or field job.
We need a standard yardstick for each rating.
The more observations the better the rating will be. Client
rating should be considered for every phone call and for
every visit.
Quality Rating Guidelines
0. Poor or not Evident :
They haven't recognized the need for a quality system.
They make fun of the suggestion of Deming or TQM. They
say it will never happen under the present management.
1. Just Started: They have some words about quality
in there annual report but there only on one page. Quality
is just sound bites and slogans. Nobody knows what the
words mean for them. Nobody is doing anything, it is all
talk.
2. Vision Established: It looks like the CEO
and top management has bought into the quality concept.
Company vision statements establish a firm basis for a quality
system. Don't let the strategic plan fool you.
Running a company with only a Strategic Plans is like running
the country on the Declaration of Independence instead of the
Constitution.
3. Embryonic: Quality teams are happening.
Words are taking on meaning. Everyone knows who their suppliers
and there customers They know there products. They
have a flow chart of their process. Constant improvement
is every one business. People laugh at the statement
"If it isn't broke don't fix i.tî
.
4. Procedures and Training: Procedure manuals
are conspicuously located in every work area and they contain
the necessary procedures for the jobs being performed.
Training is formalized and all necessary training is scheduled
and required. Everyone has met with suppliers and customers
to establish expectations.
5. Doing it: Quality system is in place.
Customer satisfaction is measured.
Customer needs analysis are routine.
Measurement is done on most processes. Sigma 1
Cycle time improvement is happening. Goal is not met.
Fear is gone. Employees are trained and make their
own decisions.
Some suppliers work on a no bid value added basis.
Teams form without management involvement.
Charts and team results are displayed in most department.
6. Bench marking candidate: for at least one process. Sigma
2 company average. Joe Mode would be impressed.
7. ISO 9000 certified: ISO certification happened
on the first try. Sigma 3.
Chrysler
General Electric
9. Malcomb Baldridge Award contender: Sigma 4
Ford
Allied-Signal
3M
10. World Class Quality: Winner of the Malcomb Baldridge
, Deming or equivalent award and has continued to lead quality
improvement movement. The word quality is not used
in their marketing pieces or their annual report because it is
redundant.
Motorola
Federal Express
Ritz Carlton
Lexus
Other sources for quality companies:
ASQC - sustaining members
Baldridge Award Forum Sponsors (see every year since 1988)
Green Rating Guidelines
0. Intentional Polluter : Make their money by intentionally
violating environmental regulations or intent.
Maxxam (Parent of Kaiser Aluminum and Pacific Lumber)
Louisiana-Pacific
1. Ignorant: Violating many regulations and don't
care and won't listen.
International Paper
Commonwealth Edison
Exxon
Texaco
Shell
International Paper
Texas Utilities
2. Dumb: Violating regulations or intent but might
change.
3. Words only: Annual report has the right
words but there is virtually no effort to do the right thing
at the plant level unless threatened by EPA.
E.I. DuPont (Big polluter in USA but the best annual environmental
report)
4. Bare Minimum: Recycle for image. Want to be
legal even if not threatened by EPA.
General Electric
Rockwell
5. Considering more : Thinking about doing more than
minimum or improving on the Council on Economic Priorities list.
Cargill
Georgia Pacific
General Motors
6. Better than required:
Ford - Spending more than 50% of R & D budget
on environment
7. Continuous improvement: In EPA voluntary reduction
program and met or exceeded goal.
8. Pollution Prevention:
9. Truly support the Rio Agreement
10. Fortune Magazine top 20: The Fortune
10 leaders plus 10 most improved environmental companies.
10 Leaders
Apple Computer
Church & Dwight
Clorox
Dow Chemical (Contract legal requirements are unfair to contractors)
H. B. Fuller (they may have a guilt complex due to product being
used for glue sniffing by children in third world countries)
IBM
Herman Miller
Xerox
10 Most Improved
Novartis
Hewlett-Packard
Johnson & Johnson
S.C. Johnson & Son
3M
Nalco Chemical
Sun Oil (On a recent trip to Philadelphia
their refinery stacks looked and smelled very bad)
Union Camp
Innovation Rating Guidelines
0. Antiquated: Still use typewriters for word processing
1. Ten Tears Behind: Have computers but they are
not networked.
2. Five Years Behind Networked but don't know how to
use it. For example they print to copy or to FAX.
Networks are not connected. Database is not useful company
wide.
3. Words only: Annual report has the right
words but there is virtually no effort to do innovative things
at the plant level.
4. Minimum: Copy instead of lead. They innovate
when forced to by their competitors.
5. Considering more : Know what they want but procrastinate
so long that by the time they do it they are behind.
6.. Continuous improvement: They use automation
a little bit better every time we visit. They can't afford
the latest gadgets, but they get more out of what they have then
the manufacture ever dreamed possible.
7. Better than required: People like to discover and
then teach others better ways to do things with technology.
They occasionally are technology leaders, but generally wait
for at least one other to make the plunge.
8. Impressive on Core Business: The core business has
the latest technology but the rest of the company is in the 1
- 6 category.
9. Constantly Apply the Best Technology: They empower
their people with technology. They don't flaunt technology,
they make it sing and dance.
10. CleanAir top 20: Top 20 innovative companies.
.
3M
Abbott Laboratories
Amoco
Amway
Arkansas Eastman
ALCOA
AP technoglas
AT&T
AT&T Bell labs
Baxter Healthcare
Boeing
Burroughs Wellcome
Cessna Aircraft - Wichita
Chrysler
Compressor Engineering
Cummins Engine
Dow Chemical
Duke Power
Eastman Kodak
Eaton Corporation
Exxon Chemical
EI Dupont
Ford Motor
Goodyear Canada
Goodyear Tire & Rubber
Haworth
Horchst Celanese
Honeywell
Imperial Oil
IBM Endicott
ICF Kaiser Hanford
ITT
Kodak Colorado Div.
M&M Mars
Martin Marietta
McDonnell Douglas
Moore Business Forms & systems
Northwest Alloy, Inc.
Palmetto Electric Co-op
Philips Consumer Electronics
Philips Petroleum
Pitney Bowes
Reynolds Metals
Roadway Express
Rubbermaid Commercial Products
Steelcase
Texas Instruments
Tribune Company
Westinghouse Hanford
Last
modified: July 10, 1998
©
Clean Air Engineering, Inc.
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