VRC Quality Assurance
Email: nicolem@vanguardresourcescorp.com
Mailing Address:
2525 Camino Del Rio S., Suite 260
San Diego, CA 92108-3743
Phone: 619-542-0204
Fax: 619-542-0259
ABILITY TO MONITOR AND MAXIMIZE QUALITY: VRC recognizes that our continued good reputation and, therefore, our opportunity to receive new TOs, depend to a substantial degree on the quality of the work we perform. For this reason, quality management takes a prominent role in our organization. The discussion of the VRC WMP illustrates our internal quality management procedures. VRC’s QA process begins at the Corporate-level where our Managers oversee all programs to verify that the program/project management team is giving appropriate attention to product quality and that our WMPs reflect detailed activities, which will produce predictable quality results. Our Managers also participates in quality reviews to validate that the plans are actually affecting the products we are preparing to deliver. Where process improvements are warranted, the Manager coordinates with the responsible individuals at the Program/Project level to verify that process re-engineering is being conducted. VRC will work to insure a full understanding of the importance of quality and the methods available to assure that our products exhibit high quality. VRC will conduct detailed QA reviews of products, both in process and immediately prior to delivery to the customer. Any discrepancies will result in rework of the product, and will also initiate changes in the process and staff evaluation to avoid recurrence. In this way, we use product quality as the metric for judging our processes and determining the need for process improvement.
The Role of TO Managers in Product/Process Quality: Quality is an integral part of the performance of our contract efforts. It is the summation of VRC’s management and technical oversight to assure that the QA process is valid and is implemented effectively by the TTL, his supervisors and his Task Team. Product/process quality is directly addressed in VRC’s WMP by identifying the metrics for the TOs success. VRC’s TTL, with the assistance of other Task Team members, develops these criteria and coordinates them with the client along with WMP directed processes of validation, verification and in-process checks/reviews of TO data and reports. On a contract level, VRC will undertake quality assurance activities of monitoring, sampling deliverable products, evaluating quality control process effectiveness, evaluating management/technical performance, and identifying problems/corrective actions.
Quality Assurance (QA): Team integration is accomplished in QA by designating specific individuals as the authority in each functional area across the Team. This leverages the broad base of the Team to identify and judge product quality and brings the Navy client value in terms of high product quality and best value. We will establish a Quality Review Board for each Task Team as the centerpiece of our quality control program. The primary function of these boards is the cyclic application of: (1) Planning, by combining client requirements with Task Team inputs and Corporate quality goals; (2) Performing, by measuring the process, taking readings, and establishing relevant statistical controls; (3) Examining, by evaluating performance results, including client feedback, improvement recommendations, and TO execution processes with high-value returns; and (4) Executing, by developing and enacting the improved implementation plan and monitoring, which restarts the cycle. Since quality is a VRC commitment, this procedure integrates quality control into our performance of this contract.
Approach to Guarantee Responsiveness to and Cooperation with Customers: VRC is fully committed to not only exceeding the requirements of every TO and delivering the highest quality products and services, but we are also committed to attaining the highest level of client satisfaction with all aspects of our support. We use several approaches to ensure responsiveness, cooperation and client satisfaction which include the following: (1) Each VRC TTL is responsible for asking their client(s) on at least a quarterly basis, “On a scale of 1 to 10 how do you rate our performance?” Where VRC’s performance is not a 10, the VRC TTL is instructed to ask, “What do we need to do to attain a rating of 10?” The VRC team implements corrective action with the objective of earning a rating of 10; (2) A VRC Corporate representative periodically interfaces with each VRC client to inquire about their level of satisfaction. They will also inquire about the client’s evaluation of the VRC staff’s level of cooperation and responsiveness; and (3) every client will be assigned a VRC point of contact to call if they are dissatisfied with any aspect of VRC’s support. Client calls of this nature are all reported to VRC’s CEO for follow-up to ensure acceptable corrective action has been taken.
Approach To Problem Resolution: The clear definition of TO requirements, VRC’s detailed, process oriented technical approach and schedule with milestones, provide excellent measures of expected TO activity for most Task Orders. During IPRs or TO status meetings, defined in Part 6 of the WMP, deviations from planned status will launch immediate corrective action by the TTL. This may take the form of revising the WMP to reflect current knowledge, it may involve correcting a labor skill/mix problem, or it may take some other form. However, any problems that show the potential to affect quality, cost or schedule will be brought to the immediate attention of the Navy client. Problems will be thoroughly defined and analyzed during the status review meetings and then condensed into a lesson learned by the TTL. The lessons learned become integrated into our culture as vivid evidence of the challenges in managing projects and resolutions proven to be effective in solving problems.