How can i apply deming's 14 points of management to this? QA'sthree-yearplantoaccomplishthisvisionissummarizedbelow:

Year1:Stabilizationandoptimizationstrategy;Roadtoefficiencyandoptimalperformance Year 2: Capability development and education; Building practitioner capability

Year3:Standardizationandintegration;Collaborativeinnovationandenterprisealignment

Managing Processes to Achieve Continuous Improvement

OneoftheguidingprinciplessteeringQA'scontinuousimprovementjourneyistoputthebusiness process management vision into action through these key elements:

• Innovation:Betteruseofwhatis alreadyinplace;worksmarter
• Reliability:Cost,quality,cycle time
• Client:Incorporatefeedback

Otherguidingprinciplesinclude:

• Leverageexistingknowledgeexpertsandnetworks
• Alwaysalignwithenterpriseobjectivesandgoals
• Incorporateindustrybestpractices
• Ask"why"first,then"how."Thishelpssolidifythescopeandleadstobetter results
• Startsmallandgainpositive momentum
• Worktowardmanagingbyintegratedend-to-end processes
• Quantifyandmeasureresults
• Ensurethatcontinuousimprovementeffortsarevisibleatalllevels,prioritized,integrated,and approved by process owners (QA leadership)
• ExploittheContactCenterinvestmenttorealizevalue,wherepossibleto:
  • Leverage existing people, process, and technology platforms to inspire a new spirit of innovativecollaborationtorealizethevalueofthe contactcenterinvestmentandmove beyond QA performance management efforts
  • SupportaphasedapproachtowardQAperformanceandintegratedprocess management
  • Startsmallandgrow

One of the first steps in the quality journey was defining performance management in easy-to- understandterms:performancemanagementisthedelta betweenactualresults(currentstate)andthe desiredoutcome(futurestate)."Themeasureddifferencefrom thebaselinetotheoptimalstateiswhat we focused on to reduce the gap between where we were and where we wanted to be in our first year of launching our quality journey," explains Paul Mason, director of quality for USCO's QA Business Unit.