QMS/EMS Can Thrive, not just Survive, Contract Turnovers ASQ Energy & Environmental Conference Orlando Sept 14, 20

1. QMS/EMS Can Thrive, not just Survive, Contract TurnoversASQ Energy & Environmental ConferenceOrlando Sept 14, 2004 Ken Gidlow, CQE / CQA / Quality Manager Certified / MBA Quality, Environmental, Safety, and Health Manager DynCorp / A CSC Company 281 483-3835 Ken.Gidlow1@jsc.nasa.gov

2. Presentation Objectives • How to get the real facts of your company’s contract status • How to become an active participant in the company’s proposal team • Tips on shutting-down the QMS/EMS of the outgoing contractor • Why being part of the company’s transition team is critical to the QMS/EMS • Winning QMS/EMS start-up strategies

3. Get Real Facts on Contract Status How to get the real facts of your company’s contract status • Don’t let RUMORS throw you off! • The KEY Decision Makers are not always obvious

4. Get Real Facts on Contract Status • Will the QMS/EMS be affected? • Where does the Quality or Environmental Manager fit in?

5. Proposal Teams How to become an active participant in the company’s proposal team • Why the Proposal Team is important to the QMS and Quality Manager

6. Proposal Teams • Examples of How proposal teams are formed • Teaming Partnerships or Single Company • Your company Prime or Sub? • Local or Corporate • Offsite location near? • EMail • Formal or Informal • Proj Mgr & Contracts?

7. Proposal Teams • Typical Stages of the Proposal • Major Stages from Government • Request for Proposal • Knowing target contract expiration –2 years • Orals (Has questions to answer before, during, after) • Award (Start date –Transition; Terms & Conditions) • Proposal Team Development Stages • Pink, Red, Gold • Black, Blue, Red • (Drafts 1,2,3)

8. Proposal Teams • Examples of Types of Proposal Team Members • Key Managers (Committed) • Key Managers (Place Holders) • Proposal writers and briefers • Consultants • Key Incumbents • Contributing Incumbents • Acknowledged Incumbents

9. Proposal Teams • Tips for actively participating in Proposal Teams

10. Proposal Teams • Is Quality Independent of ES&H or other organizations? • PROs and CONs • Experiences

11. Shutting-Down the QMS Tips on shutting-down the QMS of the outgoing contractor • Examples of both Good and Otherwise QMS shut-downs • Good QMS shutdown examples • Otherwise (not so good) QMS shutdowns

12. Shutting-Down the QMS • Whom to believe about what QMS processes, equipment, and documentation stays and what goes • Out-Going Contracting Officer • Source Evaluation Board Leader • Out-Going Contractor Quality Manager • Out-Going Contractor President/Project Manager • Proposal Team Leader • Proposed Contractor President/Project Manager

13. Shutting-Down the QMS • Timing of Quality Management System cost reductions by the out-going Contractor Quality Manager

14. Shutting-Down the QMS • Communication with the ISO9001 Registrar • Out-going Contractor Quality Manager • Ending of ISO9001 Registrar Subcontract • Incoming Contractor Quality Manager • Contacting the ISO9001 Registrar of the Out-going Contractor Careful • Should the In-Coming Quality Manager use the same registrar? Feedback ISO9001 & 14001 • Competitive Subcontract procurement • Best-Value www.RABNET.com

15. Shutting-Down the QMS • Thriving, Not just Surviving the contract end • QMS and Quality Manager’s legacy? • Records • Document Control • Customer Satisfaction • Special Processes • Improvements • Statistics

16. Transition Team Critical to QMS • Why being part of the company’s transition team is critical to the QMS • When does the Transition Team start?

17. Transition Team Critical to QMS • Why the Transition Team is important • Don’t get left behind

18. Transition Team Critical to QMS • How and when is the Transition Team formed? • Proposed Contractor President/Project Manager • Per RFP, Proposal & adjustments from orals • Some temporary corporate support or consultants • Some dedicated Key Managers • Months before the Contract Award

19. Transition Team Critical to QMS • Tips for actively participating in the Transition Team • Proposed Contractor President/Project Manager • Know RFP, Proposal & adjustments from orals • Start early and Full-time in the Transition office • Meet Contracting Officer and Quality counterparts • Team with peer Contractor Key managers • Meet incumbent Quality personnel early

20. Transition Team Critical to QMS • Quality Management System activities during transition • Proposal commitments • Transition surprises

21. QMS Start-Up Strategies • Winning QMS start-up strategies • Examples of both Good and Otherwise QMS Start-ups • Good QMS shutdown examples • Otherwise (not so good) QMS shutdowns

22. QMS Start-Up Strategies • Typical Quality Manager start-up roles • Implementing the Contractor Proposal • Plan for ISO9001 Certification • Coordinate and Integrate with other Management Systems • Keep Quality independent • Evaluate, select, and train Quality personnel

23. QMS Start-Up Strategies • Implementing the Contractor Proposal • Interpretation • ISO Requirements

24. QMS Start-Up Strategies • Plan for ISO 9001 Certification • Ahead of Proposal and contract timing requirement • Contact the ISO9001 Registrar of the Out-going Contractor if feedback was positive. Careful • Competitive Subcontract procurement Best-Value 6-Month or Annual? Pre-Assessment? ISO9001 & 14001 www.RABNET.com • Schedule Gap Analysis, Corporate ISO Audit, Management Reviews, start document control, etc.

25. QMS Start-Up Strategies • Coordinate and Integrate the QMS development with other Management Systems and Activities • Common elements ISO9001, ISO14001, OSHA VPP • Educate other Key Managers-to their relief-that Quality leads the Company document control, improvement, customer satisfaction, and special processes. • Early Management Reviews drive other ISO processes. • Shift Key Managers paradigms that inspections, audits and corrective actions are not just Quality’s job. • Balance the Quality team-work with independence intact.

26. QMS Start-Up Strategies • Tips on QMS Integrating without compromising Independence • Quality leads ISO9001 early. ISO14001 & VPP benefits later. • Have ESH&Q input Corrective Actions. All Company Managers & Supervisors respond to CARs & PARs. Some are to ES&H. • Show Quality audit schedule separate from other audits. • Have only Quality personnel follow-up on “Poor” Customer Feedback responses. Exceptions are elevated. • Ensure the Quality Manager position is on par with the ES&H Managers and meets independently with his/her boss. • Keep the Quality budget separate & untransferable from other organizations.

27. QMS Start-Up Strategies • Examples of who owns QMS processes • Quality Manual Training • Documents Customer Com. Contract • Records Continual Improvement • Objectives Purchasing • Management Rep. Corrective/Preventive Act • Management Review Calibration • Customer Satisfaction Audits

28. QMS Start-Up Strategies • Examples of Resolving Process Ownership • Proposal & Contract requirements • Resources • Win/Win Conflict Resolution • Examples

29. QMS Start-Up Strategies • Quality Personnel Evaluation, Selection, and Training • Mix of incumbents and new hires • Previous positions and salaries compared to their past • Affects attitude, productivity and morale • Evaluation matrix with practical questions (next slide) • Quality training budget adequate? • Audit and other QMS process adjustments to abilities

31. SUMMARY + Q&A PROMOTE YOUR QMS/EMS and YOURSELF • How to get the real facts of your company’s contract status • How to become an active participant in the company’s proposal team • Tips on shutting-down the QMS/EMS of the outgoing contractor • Why being part of the company’s transition team is critical to the QMS/EMS • Winning QMS/EMS start-up strategies • QUESTIONS?

32. QMS/EMS Can Thrive, not just Survive, Contract TurnoversASQ Energy & Environmental ConferenceOrlando September 14, 2004 Ken Gidlow, CQE / CQA / Quality Manager Certified / MBA Quality, Environmental, Safety, and Health Manager DynCorp / A CSC Company 281 483-3835 Ken.Gidlow1@jsc.nasa.gov