summarize this case

Madison's Quality and Productivity Compaign First Steps and planned for in tuning tho engines. In cooper Long appocioted in Japan but ignored in his own ation with other cily dopartmens, the mechonics country, W. Edwards Deming visiled Modison, developed new diver checklists for vehicle conWisconsin, aboul the time his precepts obout sto- difion, maintenance schedules for eoch piece of tistical process contol and woiker empowerment equipment, ond an avertime budget io cat down were being odopted at Ford and other U.S. com. Fime and ensure that proventive maintenconce work panies, One of Deming's seminars so impressed wos done. Avarage vehiclo tumaround fime then-Moyor Joe Sensenbiener that he resolved to dropped from nine days to three For every $1.00 bring qualiy manogement to cily government. saved $7.15 in downtime. The cily garaga seemod a likely ploce to start, These restis encouraged Sensenbrener io look given a recent oudit disclosing long deloys in for managess and employoes in other deporments repcir and major piecess of equipment uncvailable who had the imaginafon and motvotion io be pioof cars ond trucks. When Sensenbrener and his neers. Sensenbrener recalls: assistant artived at the Fiust Street Garage to inves: Their most inportont characerissic, I found, ligate its problems, the manager and mechanies regardless of poilitical philosophy or trainwere surpersed and doubful. Bul by pledging his ing was a stong ego; the copocily b blek personal involvement and confirming the worker's responsibiliy for risks, shoe credit for evecrifical rolo, the mayor got them to ogree to form cess, and keep one eye on the prize. a leam and gather data. Among ofher things, wokkers began to get The learn found that not having the right parts directy imvolved in hingosing the most costeffective In slock oaused mory of their deloys. The pooblent tools ond maienials for their iobs. For example, aty with stocking ports was that the cily purchased painers picked the most durable, long lossting mony different mokes and models of equipment paints for ciy housing projecs, and police afficess each yeor. The rocson for this bewildering variely chose the equilpment they wall be using every of types, mokes, and models of equipment was a day in their potrol cor "officas." But oil selections. policy that required the cily lo buy whatever vehi- had to be made on the basis of hord dabe. cle had the lowest price on the day of the pur- The healh department foced a different prob: chase. lem: how io give cilizens quides, bener arswes Afior checking with the cily atorney, Sensen- to their questlons about clinics and programs. brener and the leam decidod io rewrite the spec Employees begon lo somple and anolyze the flications so they included not only price but also quessions that were coming in; then, on the bass. warranty, ease of maintenance, ovailability of of that data, they sel up briefings for phone rocep parts, and resale value. The now purchasing pot tionists so they could answer most questions icy replaced a 24 step process and multiple ler directly. They also created a dear spsten of reforels of control with o 3 ssep process. rals for more complicatod requess. Modison's energy resource recovery plane also Building on Success formed a QP lqualiy and productivey) feam. The plant converts solld waste ints a fuel subable for the beyes were so del ghied with this success that generating electricily. The mission of he lecm, they begon to research the possible savings of a which consisted of three workers and tree mar preventive maintenanco program. By riding with agors, was todseover why it was saking gaboge police on partal, mechanics learned trat the squad truck drivers up to one and onehat houns to enter cors spent much more fime at idling speeds than the plant, dump their loods, complete theik paper. In the hightspeed emergencies they had assumed work, ond got back out ogain. The solution seemed obvious; expand the Overfine in the experimental district was plant's tipping platform lat a cost of several million roduced to 200 hours, while overtime in oher disdollars) to ollow move than one truck at c fime to thicts of comparable size was nearly 1,000 hours. emply its conterts. But after attending eight fulday This sovings was achioved after officers in the clis: sessions on the mechanics of quality- including tiat con a study of the kinds of calls that kept police group dynamics, consensus decision making, and - on duly beyond their regular shifts. They discoybasic statistics - the team members wanted to ered that a high percentoge of such calls ware not base their decision on hard data. They spent four urgent, so they arranged with dispaichers to put wooks logging drivers' activities. Their conclusion: such colls on a " B " list if they came in less than 45 bottienecks could be reducod if the plant cut down minutes before the end of a shift. When new offon inspections and paperwork and if half the cers came on, they would take those calls first and trucks starled work an hour earlior. These recomr atend to them at regular poy. mendations cut the coveroge wailing fime to 15 minutes. The cily now picks up trash with 23 trucks, down from 20. Quality Comes to the Madison Police Depariment Perhaps the most celebrated example form Madison's QP campaign was the creation of on experimental police district. The police chief, Dovid Couper, identified progressive officars infor ested in lransforming the department and rebuild ing communlly confidence. Together they creoted a police mission ssatoment that mode peccekeeping the depaitmen's primary role and put law enforcement second. In other words, the depart ment deployed more of its resources to undertying couses of crime, interocled with schools and neigh borhood organizations, developed relationships with minorily and student looders, and put a higher priorily on cutreoch. Couper and S0 police volunteers who he'ped implement the mission stalement believed thit a docentralized police cistrict with a neighborhoed headquarlers would lead to more effective peccekeeping by giving better service to residents and by encouraging officers to "adopt" the neighber hood and vice versa. Ofticers in the district elected their own caplains and lieutenonts, detormined their own slafing and work schedules as a team, and networked with neighborhood associations to set low enforcement pricritics. Home burglaries decreased 28 percent between 1980 and 1989, while the rest of the cily sow a 15 percent increcse