THE NATIONAL GRADUATE SCHOOL OF QUALITY MANAGEMENT

Team Green Belt

Chris Langmeyer
Miles McQueeney
Vincent Magoda

Defense Contracting Management Agency

EOPQE, St. Petersburg, Florida

QSM 581 Team Assignment 1

© 2017 The National Graduate School of Quality Management 11

NGS Team Green Belt
 Chris Langmeyer
– Team Leader
– Manager, Biomedical Engineering, Aramark Healthcare Technologies
– Lean Six Sigma Green Belt
– BSQSM, National Graduate School of Quality Management

 Miles McQueeney
– Lead Quality Assurance Specialist, Defense Contract Management Agency
– MBP Organizational Liaison
– Lean Six Sigma Green Belt
– BSQSM, National Graduate School of Quality Management

 Vincent Magoda
– Managing Director, ISO-Q Consulting
– Lean Six Sigma Green Belt
– BSQSM, National Graduate School of Quality Management

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Champions
 Senior Champion:
– Mrs. Shelly Pinkard, EOPQE Area Supervisor
 The Area Supervisor is the authoritative decision maker for team workload,
process improvement objectives, and quality assurance compliance. Has the
authority to approve and implement process improvement strategies across the
team.

 Day to Day Champion:

– Mr. Antonio Loureiro, EOPQE Team Lead
 The Team Lead is the Subject Matter Expert that manages the overall team
workload. Monitors and reviews quality assurance activity documentation
outputs. Has the authorization to collect and release quality assurance
documentation as it relates to this project.

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Organization Description
The Defense Contract Management Agency (DCMA) is the Department of
Defense (DoD) component that works directly with Defense suppliers to help ensure that
DoD, Federal, and allied government supplies and services are delivered on time, at
projected cost, and meet all performance requirements. DCMA directly contributes to the
military readiness of the United States and its allies, and helps preserve the nation's
freedom.
DCMA professionals serve as "information brokers" and in-plant
representatives for military, Federal, and allied government buying agencies -- both
during the initial stages of the acquisition cycle and throughout the life of the resulting
contracts.
Before contract award, DCMA provides advice and information to help
construct effective solicitations, identify potential risks, select the most capable
contractors, and write contracts that meet the needs of our customers in DoD, Federal and
allied government agencies.
After contract award, DCMA monitors contractors' performance and
management systems to ensure that cost, product performance, and delivery schedules are
in compliance with the terms and conditions of the contracts.

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Mission Statement

We are the independent eyes and ears of DoD

and its partners, delivering actionable acquisition
insight from the factory floor to the front line…around
the world.

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Problem Statement

Product Examination (PE) levels at EOPQE are too high,

taking up Inspector availability to perform additional workloads.
PE levels in 2017 average (610) with a high of (2,025). EOPQE
Leadership needs a 20% reduction in PE's to absorb pending
workloads and inspector reductions.

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Sponsor Organization Goals and Objectives FY2018

Final Inspection Efficiency (Reduce the % of physical

inspections performed while still maintaining confidence to absorb
additional workloads expected FY18)

Reducing the number of physical inspections performed at

final inspection by Quality Assurance Specialists will free up time
to perform other value added tasks. This improved efficiency will
also make possible the absorption of pending workloads.

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Planning Activities

 No planning or coordination considerations exist at this time.

© 2017 The National Graduate School of Quality Management 88

List of Logistics/ Requirements

 Flap charts
 Marking pens
 Decisions should be reached by consensus
 Who should attend:
– Required
 Area Supervisor
 Team Leader
 Quality Assurance Specialists
– Recommended
 Senior Leadership
 Union Leadership
 Customer Representatives
 Supplier Representatives

© 2017 The National Graduate School of Quality Management 99

Step by Step Development of Affinity Diagram
 Step-1: Identify the purpose of the diagram.
– Determine the issue or aspect of business that will be the focus of the affinity
diagram.
– Enter an appropriate title at the top of the page.
 Step-2: Determine groupings.
– Create major categories into which the solutions or factors can be arranged.
 Step-3: Determine contributing factors.
– Decide what major information, ideas, or issues to include.
 Step-4: Organize.
– Place each of the factors within its associated grouping and continue to divide the
factors until each has been placed under an appropriate category.
 Step-5: Analyze and share.
– Analyze the affinity diagram with team members.
 Step-6: Draw the Affinity Diagram.

© 2017 The National Graduate School of Quality Management 1010

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