Case Study

Beverly L. Weise is manager of Commuter Services and Emironmental Integration for Northrop Aircraft Division in Hawthorne, California.

INTEGRATING TOTAL QUALITY PRINCIPLES INTO AN ENVIRONMENTAL TRAINING PROGRAM BevevlyL. Wdre

To gectively comply with pressing environmental regulations, Northrop Air- craft Division needed to quickly train 5,000 employees to handle and dispose of hazardous waste properly. To accomplish this environmental cultural change process, Northrop decided to incorporate the principles of another culture change being effected within the companythat of Total Quality Management. The neces- sary iMormation was delivered to thousands of workers in a limited amount of time through a new Focal Point training program, the effectiveness of which was demonstrated by marked improvement in inspection reports.

THE SITUATION: Your company is a large, organizationally complex manufac- turer of multi-techno-super-widgets. A variety of waste streams are produced throughout your facility as a result of manufacturing, maintenance, laboratory, and office activities. Compliance with hazardous waste regulations demands the atten- tion and commitment of a large and vaned work force at the shop floor level, yet the common attitude is:

“Hazardous waste is not my job. We have environmental people forthat. My job is to make multi-techno-super-widgets.”

How do you change this pervasive attitude, given its deeply rooted cultural context? How do you bring about the changes needed to support-and move beyond-environmental compliance? To make people realize that handling hazard- ous materials properly is just as important as meeting production schedules and project quality requirements? How do you get people to view environmental compliance like financial survival-with a “we’re all in this together” perspective?

Northrop Aircnft Division (NAD), a Hawthorne, California-based organiza- tion employing 14,000people, faced this challenge recently. Northrop Aircraft is the principal supplier of fuselage shipsets forthe Boeing 747 jetliner. NAD also designs and manufactures about half of the United States Navy and Marine Corps F/A-18 Hornets for McDoMell Douglas, as well as unmanned vehicle systems for the United States Air Force, Navy, and Army.

As an aerospace manufacturer, Northrop faces unique environmental chal- lenges. Aircraft assembly is an extremely precise and highly specialized process. Finding the point at which flight safety and environmental quality are in agreement is a continual challenge. Many hazardous materials used by Northrop serve an important role in ensuring flight safety. Before they can be replaced by non- hazardous substances, extensive testing must prove that flight safety requirements are not being compromised. This testing process often takes years. Northrop has a vigorous, multimillion dollar research and development program dedicated

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TQM at Northrop has as its cornerstone three key principles: (1) Customer Satisfaction, (2) Universal Participation, and (3) Continuous Process Improvement.

to finding viable nonhazardous substitutes to help achieve its goal of reducing hazardous waste 90 percent by 1996. However, there are still paints and primers, solvents and cleaning agents, coolants, sealants, oils, and other substances currently used in the manufacturing process that require proper handling and disposal.

To effectively comply with pressing environmental regulations, Northrop needed to train 5,000 hazardous waste generators (people who deal with hazardous materials on the job) to handle and dispose of hazardous waste properly. The initial approach to this awesome task involved requiring generators to attend a one-hour class taught by a professional trainer at the training facility. It quickly became apparent that this traditional approach to training simply was not enough to create the necessary behavioral and cultural changes needed to get the job done.

Northrop realized it needed to create an environmentally conscious andcommit- ted work force in which employees felt personally committed to acting in an environmentally responsible manner. Well beyond following hazardous waste procedures, employees needed to feel the same sense of ownership and pride for solving environmental issues as they do for producing quality products that meet or exceed customer expectations.

To accomplish this environmental cultural change process. Northrop decided to incorporate the principles of another culture change being effected within the company-that of Total Quality Management (TQM).

THE TQM CULTURE AT NORTHROP Total Quality Management is “doing the right thing right the first time, on time,

all the time; always striving for improvement and always satisfying the customer.” TQM philosophy provides a comprehensive way to improve quality through a disciplined, organization-wide approach. TQM at Northrop has as its cornerstone three key principles: (1) Customer Satisfaction, ( 2 ) Universal Participation, and (3) Continuous Process Improvement.

Customer Satisfaction means meeting or exceeding our customers’ require- ments. TQM considers more than the end user of a company’s product. Customers can be external to the organization, like a regulatory agency or the community. Customers can also be internal to an organization, such as management, shop floor employees, or anyone who is next in line to add value to the product or process.

Universal Participation is the notion that all employees, at all levels of the organization, are empowered to solve problems that affect the quality of their work. Employees themselves become the driving force for improvements. They are challenged to think of new and better ways to do theirjobs. Quality is designed into the products and processes at the front end and no longer is just the domain of the Quality Assurance department at the end of the line.

An essential aspect of TQM is teamwork. In alarge, complex organization, many different functions and individuals can be involved in any one process. Employees, therefore, need to work together to solve problems and improve quality. The synergy that develops from a well-motivated and committed team can result in solutions that are highly creative and innovative. Implementation time is shortened because there is already a commitment and buy-in to the proposed changes since different viewpoints were heard, alternatives discussed, and consensus reached.

Continuous Process Improvement (CPI) is not a program. It is not a destination. It is ajoumey. It begins with a commitment by the organization to improve its overall effectiveness. It focuses on process, not the output of the process. It aims at

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continuous improvement over time with a goal of eliminating the need for crisis management.

A critical component of CPI is measurement. A baseline is developed to measure the effectiveness of quality improvement efforts over time. New solutions can be monitored, tracked, and evaluated. Accurate feedback to the system is essential for reliable measurement and evaluation. Objective feedback can also point the direc- tion for future change efforts.

Northrop developed a system of Environmental Focal Points, a loose network of approximately twenty-five individuals representing all hazardous waste generating areas within the division.

A CASE S ~ Y : A TQM APPROACH TO TRAINING Faced with the need to quickly bring a large number of people in many

organizations into the process of maintaining compliance with hazardous waste regulations, Northrop surveyed its options. The environmental organization was already overcommined, and the Division Training department had neither the expertise nor the extra resources to address the problem. Aware of the need for cultural change, the newly formed Environmental Training group offered a different approach.

Northrop developed a system of Environmental Focal Points, a loose network of approximately twenty-five individuals representing all hazardous waste generat- ing areas within the division. These individuals were knowledgeable, credible resources in their organizations who were familiar with their waste streams and capable ofmanaging hazardous waste in their areas. These Focal Points would serve as channels of communication between Environmental Management and line organizations that have hands-on contact with hazardous materials. Eventually they would become “resident experts” on environmental issues in their home organiza- tions. In the near term, they were the prime implementers of an extensive training and awareness program in which they became the instructors fora Hazardous Waste GeneratorTraining course. As instructors. they would be establishing themselves as credible resources for environmental issues in their organizations.

Focal Points were appointed to this position of responsibility by executive management on the basis of their familiarity with the materials, processes, and functions in their areas; knowledge of the materials and processes in their areas; and level of credibility and respect within their organizations. Since they would also be conductingtraining. criteria also included excellent oral communication skills, good interpersonal skills, the ability to project enthusiasm and self-confidence, a “get involved” attitude, and the ability to energize others.

Once Focal Points were appointed, they were enrolled in an eight-hour training course to learn about their new responsibilities for managing the environmental program in their area. Upon completion of the training, their names were published in the Environmental Compliance Manual, the policy and procedure manual for Environmental Management. They also were given Environmental Focal Point badges to be worn alongside their Northrop Employee Badge to establish their authority to carry out Focal Point responsibilities, which included:

1. Administering their department hazardous waste program 2. Setting up the program to meet departmental needs 3. Determining the most appropriate waste collection points 4. Coordinating with Environmental Management, Safety, Industrial

Hygiene, Fire Protection, Environmental Operations. and others 5. Ensuring employees receive the appropriate environmental training 6. Conducting weekly surveys to ensure compliance

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BEVERLY L. WEKE

A key factor in the success of the program was the thoroughness with which the Focal Points were prepared to conduct the training.

~~~ ~ ~ ~~ ~~ ~ - ~ ~ ~

A one-and-a-half hour Hazardous Waste Training for Generators course was developed by an instructional designer in conjunction with environmental hazardous waste experts. Creating a video-based course helped to ensure maximum consis- tency of information across the divisiowindependent of the skill level of the individual trainer. Flexibility also was designed into the course by incorporating video stop points to allow for questions and discussion about particular waste streams.

Course content included information on proper identification and handling of hazardous waste, the procedures to follow when depositing hazardous waste in collection containers, and spiMeak procedures. In addition to the “nuts and bolts” of handling hazardous waste, emphasis was placed on the importance of each individual’s contribution in protecting the environment, the community, and the safety of their fellow workers.

A key factor in the success of the program was the thoroughness with which the Focal Points were prepared to conduct the training. The Focal Points were required to :

1.

2.

3.

4.

Attend the Hazardous Waste Training for Generators course as participants to experience what it was like to be a learner in this class. Participate in a twenty-four-hour Train-the-Trainer course in instructional techniques in which Focal Points developed skills in facilitation techniques, nonverbal communication, group dynamics, use of voice and body, instructional materials, and visual aids. Participate in a Train-the-Trainer class for the specific hazardous waste course, focusing on course design issues, key learning points, and additional background on the course content. Conduct a pilot class in front of four or five of their fellow Focal Points. Trainers were videotaped for later review and critique. After each pilot, environmental training professionals provided coaching and feedback to the new instructors, pilot participants provided feedback from the learner’s standpoint, and the Focal Poinflrainers were able to complete their own self-evaluation after viewing themselves on video.

A unique and productive relationship developed among these diverse individu- als from different backgrounds, departments, and organizational levels. A highly supportive and nurturing environment was created in which people were committed to helping one another succeed in this new venture. They shared ideas and informa- tion, offered constructive feedback, and used one another as resources throughout the training.

The team development that resulted from this training preparation process created a strong team identity among Focal Points. There was no longer a loose network of individuals throughout the division who had similar responsibilities. Rather, they had become a“team” with a sense of mission and purpose. Environmen- tal’Management was perceived as sharing its resources and expertise with Focal Points to help them succeed. There was a sense, perhaps for the first time for some, that Environmental Management and line organizations were on the same team.

Once the training preparation was completed, it was the Focal Points’ respon- sibility to schedule and conduct the training sessions within their organizations. Managers and supervisors of waste-generating areas were asked to attend the

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d From the very beginning, starting with the course design, the customer’s interests were taken into consideration.

training sessions first in order to gain their support and to ensure full attendance by their subordinates at subsequent trainings.

During the training itself, the Focal PoinUrainers encouraged discussion, responded to questions, administered the instructional test, and followed up with individuals as needed. Focal Points were required to make a full-time commitment during the initial training period due to the intensive training schedule required to reach the nearly 5,000 generators.

The Environmental Training department audited classes, providing coaching and feedback on instructional techniques and monitoring accuracy of presentation content. This department also maintained the master training records database required by federal and state hazardous waste regulations. They provided adminis- trative support by locating classrooms close to the trainees’ workplace, obtained audiovisual equipment, issued training confinnation letters, and scheduled classes when requested.

Environmental Training also provided ongoing support by facilitating weekly meetings with the Focal PoinUrainers, Environmental Trainers, engineers, and managers. At these meetings technical questions raised during the training sessions were answered by expert environmental professionals. Policy or procedural ques- tions were addressed or referred to an environmental policy committee for further consideration. New policies or procedures that resulted from these meetings were published in the Environmental Compliance Manual and distributed to Focal Points, Environmental Management, and other key individuals involved with the environ- mental program.

At the end of the intensive three-month training period, the Environmental Training Department hosted a Recognition Luncheon for the Focal Poinflrainers where their contributions were recognized by Environmental Management. Each trainer was given a unique award reflecting that person’s special qualities or contributions. Their management was sent a letter of appreciation for a job well done, and a group photo and article were published in the company newspaper Northrop News.

Members of Northrop’s Focal Points received recognition not only from Environmental Management, but also from their respective line organizations. By conducting this training, they gained credibility for their knowledge about hazard- ous waste issues in their organization. Shop floor employees-as well as managers up and down the line-referred environmental questions, ideas, and concerns to them. And when line employees raised a question or concern that the Focal Points could not answer, they brought it to the attention of Environmental Management for study and resolution.

APPLIED TQM

out the design and implementation of this highly successful training program. Total Quality Management philosophy and principles were integrated through-

CUSTOMER SERVICE From the very beginning, starting with the course design, the customer’s

interests were taken into consideration. Focal Points, representing the line organi- zations, were asked fortheirinputoncourse content toensure that the material would be relevant to the participants. While conducting the training, Focal Poinflrainers were encouraged to make use of specific examples from their work areas to illustrate the learning objectives. To further accommodate the “customers,” the training was

TOTAL Q U W r r ENVIRONMENTAL h!fANAGEMENT/.$PRING 1992 249

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BEVERLY L. WEKE

provided on-site at the participants’ work locations to reduce the travel time to and from the training. Finally, workers were trained by someone known to them, someone from their own organization who spoke their language and understood their concerns.

The training program accomplished the requirements of yet another important customer-management. Management concern was to ensure the company’s com- pliance with regulatory requirements. The Focal Point training program was able to deliver the necessary information to thousands of workers in a limited amount of time. Furthermore, the program’s effectiveness was demonstrated by the marked improvement in inspection reports.

As part of the Environmental Compliance Program, Northrop has established an Environmental Inspection Department which conducts internal audits to ensure environmental compliance. A baseline of discrepancies was established prior to the training, and one year later discrepancies had decreased by 80 percent. Although it is impossible to attribute this dramatic reduction exclusively to the Focal Point network, it has clearly been an important contributing factor to the success of Northrop’s compliance program.

UNIVERSAL PARTICIPATION The development of a well-trained and knowledgeable Focal Point network

greatly broadened the level of environmental expertise in the company and created a direct link with line organizations. When shop floor employees began to see their own peers get involved in environmental issues in a serious way, they began to redefine their work to include environmental issues.

The Focal Points educated people in their areas about environmental issues. Along with their management, they empowered them to contribute their ideas and suggestions for staying in compliance, reducing waste, and identifying process improvements. Environmental management became the responsibility of EVERY- ONE in the organization. not just a handful of environmental professionals.

d . . . ongoing dialogue between line organizations and environmental professionals established a mechanism for continuous process improvement related to hazardous waste and other environmental issues.

CONTINUO US PROCESS IMPROVEMENT The weekly meetings of Focal Points and Environmental professionals became

a powerful mechanism to solicit feedback on the effectiveness of certain policies and procedures on the shop floor. The Focal Poinflrainers were in a position to hear from the employees on a daily basis about what was working, why some procedures could not be implemented as proposed, and what ideas they had for meeting compliance requirements. This led to Focal Points being included in the Environ- mental Policy Committee, where new policies and procedures were developed.

After the training was completed, these weekly meetings evolved into “Quar- terly Focal Point Meetings.” The purpose of these meetings was to continue the deveIopment of these Focal Points by providing them with information on new laws that wouldbeaffectingtheminthe futureorstatusonthedivision’sprogressonwaste minimization goals or compliance issues. In addition, Focal Points had an opportu- nity to share theirorganization’s concerns, suggestions, and questions withEnvimn- mental Management. This forum for ongoing dialogue between line organizations and environmental professionals established a mechanism for continuous process improvement related to hazardous waste and other environmental issues.

SUMhiINc UP Northrop Aircraft has a comprehensive environmental program aimed at inte-

INLEGRATING TOTAL (&iLL'Y PRINCIPLEX /AT0 AN ENVIRONMENTAL TRAINING PROGRAM

grating environmental excellence into every aspect of the company's work. Reach- ing this ambitious goal requires positive cultural change throughout the organiza- tion. The Focal Point network, through its effective application of TQM principles, is helping to shape Northrop into an environmentally conscious organization.

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