1. QMS/EMS Can Thrive, not just Survive, Contract Turnovers ASQ Energy & Environmental Conference Orlando 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. l How to get the real facts of your company’s contract status l How to become an active participant in the company’s proposal team l Tips on shutting-down the QMS/EMS of the outgoing contractor l Why being part of the company’s transition team is critical to the QMS/EMS l Winning QMS/EMS start-up strategies

3. How to get the real facts of your company’s contract status l Don’t let RUMORS throw you off! l The KEY Decision Makers are not always obvious

4. l Will the QMS/EMS be affected? l Where does the Quality or Environmental Manager fit in?

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

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

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

8. l 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. l Tips for actively participating in Proposal Teams

10. l Is Quality Independent of ES&H or other organizations? –PROs and CONs –Experiences

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

12. l 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. l Timing of Quality Management System cost reductions by the out-going Contractor Quality Manager

14. l Communication with the ISO9001 Registrar –Out-going Contractor Quality Manager l Ending of ISO9001 Registrar Subcontract –Incoming Contractor Quality Manager l Contacting the ISO9001 Registrar of the Out-going ContractorCareful l Should the In-Coming Quality Manager use the same registrar?FeedbackISO9001 & 14001 l Competitive Subcontract procurement –Best-Valuewww.RABNET.com

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

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

17. l Why the Transition Team is important –Don’t get left behind

18. l 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. l 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. l Quality Management System activities during transition –Proposal commitments –Transition surprises

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

22. l 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. l Implementing the Contractor Proposal –Interpretation –ISO Requirements

24. l 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.comwww.RABNET.com –Schedule Gap Analysis, Corporate ISO Audit, Management Reviews, start document control, etc.

25. l 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. l Balance the Quality team-work with independence intact.

26. l 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. l Examples of who owns QMS processes –Quality ManualTraining –DocumentsCustomer Com. Contract –RecordsContinual Improvement –ObjectivesPurchasing –Management Rep.Corrective/Preventive Act –Management ReviewCalibration –Customer SatisfactionAudits

28. l Examples of Resolving Process Ownership –Proposal & Contract requirements –Resources –Win/Win Conflict Resolution –Examples

29. l Quality Personnel Evaluation, Selection, and Training –Mix of incumbents and new hires –Previous positions and salaries compared to their past l 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. PROMOTE YOUR QMS/EMS and YOURSELF l How to get the real facts of your company’s contract status l How to become an active participant in the company’s proposal team l Tips on shutting-down the QMS/EMS of the outgoing contractor l Why being part of the company’s transition team is critical to the QMS/EMS l Winning QMS/EMS start-up strategies –QUESTIONS?

32. QMS/EMS Can Thrive, not just Survive, Contract Turnovers ASQ Energy & Environmental Conference Orlando September 14, 2004 QMS/EMS Can Thrive, not just Survive, Contract Turnovers ASQ Energy & Environmental Conference Orlando 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