This paper describes the experiences of the Pinellas County Utilities (PCU) Laboratory Department with innovative management techniques such as Total Quality Management (TQM), functional and organizational consolidation, employee teams, organizational values and culture, business plans and alternative compensation plans. Beginning with the implementation of the Total Quality Management program in 1988, the focus of the organization was to provide the best services possibleand improve public perception of Pinellas County government. Pinellas County Utilities was created through the consolidation of three large, independent utilities (Water, Wastewater and Solid Waste) by employee teams which determined the specific organizational structure with the greatest possible efficiencies and the most favorable working environment. The team process was used to consolidate the Utilities Laboratory Department from separate water and wastewater laboratories. Following consolidation, a management consultant was retained to provide an in-depth review of the organization and to identify areas for further improvement. The TQM teams addressed the areas identified in the consultant's report. Defining the Laboratory's mission, identifying customers' specific needs and detailed cost analysis were of particular interest. In addition to the TQM process, PCU implemented two key improvements in the organization. The first was development of a Strategic Plan for PCU guided by the Strategic Leadership Council. The second was development of a formal statement of organizational values andculture. These key components complemented the team-based approach of TQM to provide common direction and focus for the organization, resulting in more effective team efforts. The Utilities Laboratory used these tools to realize savings in capital equipment costs, reduce supervisory and management positions, and increase output without increasing staff. Development of a formal Laboratory Business Plan provided specific focus for the laboratory in accomplishing its mission. Possibilities for the future include alternative compensation plans such as skills-based pay or broad banding of position descriptions. Self-directed work teams will also be considered instead of more traditional management approaches. Includes table, figures.
| Edition : | Vol. - No. |
| File Size : | 1
file
, 500 KB |
| Note : | This product is unavailable in Ukraine, Russia, Belarus |
| Number of Pages : | 16 |
| Published : | 06/01/2001 |
