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The Impact of People on Quality and Business Performance

Thank you for taking the time to participate in this survey. Your responses will be kept strictly confidential, and the information you provide will be presented only in summary form. All participants will receive a detailed, complimentary summary of the survey results.

In answering the following questions, think about the facility, department, business unit or organization TO WHICH YOU ARE DIRECTLY RESPONSIBLE.

Alignment	Strongly agree	Agree	Neither agree or disagree	Disagree	Strongly disagree	Not Applicable	I  don't know
Safety
Safety is the highest priority for everyone in CleanAir.
Safety is the highest priority for my team.
Safety is the highest priority for me.
CleanAir is ready for OSHA VVP status.
Safety is not compromised for any reason.
Integrity
CleanAir employees know and support the spirit & concepts of the CleanAir "Commitment to Integrity".
To the best of my knowledge data integrity is not being compromised for any reason.
AIM of Highest Value
CleanAir employees know the CleanAir overall aim.
CleanAir people ask the right question to determine what is important to their customers.
CleanAir people ask the right question to determine what is important to their customers.
Our employees know how their work contributes to the overall aim of the organization.
Our employees know what customers expect from us.
Employees' performance objectives are tied to customers' expectations.
Communication downward from senior leadership to employees is effective.
Communication upward from employees to senior leadership is effective.
There is good teamwork and cooperation across teams and divisions.
There is good teamwork and cooperation within teams.
There is good teamwork and cooperation between divisions or groups.
CleanAir is quick to adapt to changing market demands and customer needs.
Employees have confidence in the leadership ability of senior management.
Employees have confidence in the leadership ability of their immediate supervisor.
Employees are intrinsically accountable for achieving high standards of job performance.
Employees are held accountable for achieving high standards of job performance.
CleanAir does a good job hiring, developing and retaining top performers.
Leaders in CleanAir are effective at managing processes.
Leaders in CleanAir are effective at leading people.

In answering the following questions, think about the facility, department, business unit or organization TO WHICH YOU ARE DIRECTLY RESPONSIBLE.

Capabilities	Strongly agree	Agree	Neither agree or disagree	Disagree	Strongly disagree
Our employees have the skills they need to meet customers' expectations.
Our employees have the technical resources and equipment they need to meet customers' expectations.
Our employees have the information they need to meet customers' expectations.
Work is organized in a way that uses our people resources effectively.
Our work processes are highly efficient.
Our employees have the authority they need to perform their job effectively.

In answering the following questions, think about the facility, department, business unit or organization TO WHICH YOU ARE DIRECTLY RESPONSIBLE.

Engagement	Strongly agree	Agree	Neither agree or disagree	Disagree	Strongly disagree
Most of our employees would recommend CleanAir to a friend or colleague as a good place to work.
Most employees would recommend CleanAir to a potential customer.
In CleanAir employee skills are well matched to job requirements.
Employees are committed to helping meet the organization's goals.

In answering the following questions, think about the facility, department, business unit or organization TO WHICH YOU ARE DIRECTLY RESPONSIBLE.

Business Results	Strongly agree	Agree	Neither agree or disagree	Disagree	Strongly disagree
CleanAir manages its resources and business processes in a cost-effective way.
CleanAir does a good job of eliminating activities that are not consistent with our strategic direction.
Our customers would recommend CleanAir to a friend or colleague.
CleanAir has a good reputation in the community it serves.
CleanAir excels at identifying, analyzing and closing performance gaps.

In answering the following questions, think about the facility, department, business unit or organization TO WHICH YOU ARE DIRECTLY RESPONSIBLE.

Quality	Strongly agree	Agree	Neither agree or disagree	Disagree	Strongly disagree
People in CleanAir incorporate quality principles and/or tools into their daily decision making.
Our organization excels at training people to use the skills they need to improve quality.
Our organization recognizes and rewards people for applying quality principles.
The top leadership of our organization embraces quality principles.

How effective is your organization at using the following quality principles or techniques? Please select DOES NOT APPLY if you organization does not currently use them.

Principles or Techniques	Very Effective	Effective	As effective as not	Ineffective	Very ineffective	Does not apply
Safety Training
Benchmarking
Cause and effect analysis
CMM-SEI
Continuous improvement
Cost of quality / poor quality
Customer satisfaction / loyalty measurements
Hoshin-kanri
ISO 9000 (or related sector-specific standards)
ISO 14000
Lean thinking / manufacturing
Malcolm Baldrige National Quality Award criteria
Management by fact
Mistake-proofing / poka-yoke
Plan-do-check-act
Performance metrics
Process capability
Process mapping
Process reengineering
Project management
Root cause analysis
Six Sigma
Statistical process control
Systems thinking
Total quality management (TQM)
Trend analysis
Variation measurement
Voice of the customer
Work breakdown structure
Workflow analysis
Other (not listed here)

Please indicate the TOTAL YEARS USED and PERCENTAGE UTILIZED for the quality principles or techniques you rated above. If you DO NOT MEASURE a particular principle or technique please leave it blank.

Principles or Techniques	Total Years Used				Percentage Used in Your Organization
	Less than 10	11 to 20	21 to 30	More than 30	Less than 10%	10 to 30%	31 to 60%	61 to 90%	91 to 100%
ASQ certifications
Benchmarking
Cause and effect analysis
CMM-SEI
Continuous improvement
Cost of quality / poor quality
Customer satisfaction / loyalty measurements
Hoshin-kanri
ISO 9000 (or related sector-specific standards)
ISO 14000
Lean thinking / manufacturing
Malcolm Baldrige National Quality Award criteria
Management by fact
Mistake-proofing / poka-yoke
Plan-do-check-act
Performance metrics
Process capability
Process mapping
Process reengineering
Project management
Root cause analysis
Six Sigma
Statistical process control
Systems thinking
Total quality management (TQM)
Trend analysis
Variation measurement
Voice of the customer
Work breakdown structure
Workflow analysis
Other (not listed here)

Which of the following most closely resembles your organization's approach to measurement as it pertains to quality and to people? (Check only one in each column)

	Quality measures	People measures
Abacus (as a tool to count activities)
Thermometer (to monitor attitudes and perceptions)
Nightstick (as a club to spur performance)
Stopwatch (as an efficiency tool)
Fire alarm (as a tool to signal emergencies)
Computer network (as a tool for integrating and managing strategy)

Which of the following measures are valuable in guiding business decision-making? Please select "Do not measure" if your company does not measure this.

	Yes	No	Do not measure
Adaptability
Customer satisfaction / loyalty
Environment / Community impact
Financial performance
Innovation
Operational efficiency
Quality of customer service
Quality products or services
Supplier performance

Questions about your company:

What is your current position in your organization?

President, CEO Senior executive or manager Middle manager Frontline manager or supervisor Individual contributor Other (Click here to choose)

What is your company's primary industry?

Advertising Aerospace Biotechnology Chemical Computer Construction Consulting Consumer products Defense Education and training Engineering Entertainment and sports Environmental Financial services Food and beverage manufacturing Government Healthcare Heating, air conditioning, plumbing Hospitals Information Insurance Internet services Manufacturing and industrial Products Oil, petroleum and plastics Pharmaceuticals Professional services Real estate Retail and restaurants Telecommunications Textiles and apparel Tourism, hospitality and travel Transportation and automotive Utilities and energy Other (not listed here) (Click here to choose)

How many employees are in your business unit?

How many employees are in your entire company?

What is the average employee turnover rate in your organization?

Compared to other organizations in your industry, how does your company rank in its application of quality principles?

Top third Middle third Bottom third (Click here to choose)

Compared to other organizations in your industry, how does your company rank in its financial performance?

Top third Middle third Bottom third (Click here to choose)

Approximately what percentage of the people in your organization have "quality" responsibilities?

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Optional Questions

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