TOTAL QUALITY MANAGEMENT AT FLORIDA POWER & LIGHT COMPANY:A CASE STUDY

References

• Measured in number of customer accounts.
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• The basic principles of TQC are: (I) manage by facts, (2) PDCA, (3) respect humanity, and (4) next process is the customer. The basic principles of Dr. Deming's theory of management (WED) include: (1) win/win, (2) cooperation, (3) intrinsic motivation, and (4) analytic management. Figure 27 shows that these two sets of principles do not correspond to each other in a one to one relationship. The Deming principle of intrinsic motivation is only slightly addressed by TQC's principle of respect for humanity. Further, the Deming principle of cooperation is only moderately addressed in TQC's principle that the next process is the customer.
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• From FPL Corporate document, , “Description of Quality Improvement Program QIP-Corporate,” Dec. 1988 , pg. 8 .
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• Ibid., , pg. 9 paraphrased.
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• Ibid., , pg. 10 paraphrased.
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• Direct customers were called external customers in Chapter 2 of this book.
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• John J. Hudiburg Winning With Quality, , Quality Resources , White Plains , NY , 1991 .
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• From FPL's 1989 Policy Deployment Guidelines, , pg. 5 .
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• TQC views target setting via benchmarking, as a way to force a company to look outside itself, thereby achieving substantially greater improvements than otherwise possible. The process of benchmarking involves: identifying a function to be improved; identifying a company that is a recognized leader in the performance of that function; and studying and adapting the standardized methods of that function to the company seeking improvements.
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• From FPL Corporate document, , “Description of Quality Improvement Program (QIP)- Corporate,” Dec. 1988 , pg. 19 .
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• Before reorganization FPL was composed of five major divisions, , the Southern, Western, Southeastern, Eastern, and Northeastern.
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• FPL's 1989 Policy Deployment Guidelines, , pg. 5 .
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• From FPL's “Description of Quality Improvement Program (QIP)-Corporate,” Dec. 1988 , pg. 21 .
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• From FPL's “Description of Quality Improvement Program (QIP)Corporate” , Dec. 1988 , pg. 28 .
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• This vision seems to stimulate competition between divisions and would violate Deming's concept of win/win; that is, globally optimizing the system of interdependent stakeholders.
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• The ensuing analysis assumes that “SU” is a stable process.
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• The goals of 36.1 and 1.52 were designed goals.
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• Feeders are major electric lines that carry electricity from the generating plants to a major service area or subarea. When a power outage is reported and the cause is not immediately known, work crews are dispatched to check the lines feeding the affected area.
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• The fourth category “Accidents” refers in part to outages caused by automobile accidents. Because many of the causes for this factor are not within FPL's control this category was skipped in favor of “Protective Device.”
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• If the Southern Division and the Western Division are in the same stable system of CMI due to duration, then the Southern Division using the Western Division as a benchmark will create tampering with the Southern Division's processes.
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