Pacific Connection - Honolulu District - U.S. Army

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14 The Pacific Connection August/September 2001Fools:He who asks questions is a fool for five minutes, but he who doesn’t ask remains a fool forever. —Chinese proverbElectronic Libraryby Ruby MizueAnnouncing. . .. new HED website design!We are pleased to announce the unveiling of our redesignedHED web site (www.poh.usace.army.mil). Our new web look wasdesigned with the following goals in mind:· Presentation of a unique, professional web identity forHED, distinct from POD· User-friendly navigation, with easy access to topics ofpublic interest· Focus on customer service, with a common framework forfeaturing our projects and services· Compliance with USACE design guides and standardsThe framework of our new web site has been converted to ournew look. We are continuing to convert pages with the old kapadesign to our new look as well. Please bear with us during this transitionperiod.We welcome your comments and suggestions! Should youencounter any problems locating pages, please use the Site Map, orcontact Ruby Mizue at 438-8348.Items Posted on the Net·A new District regulation, POHR 1110-1-5, Design Review,PRODUCTIVITYCORNERMessengers in perilThe Persian Messenger Syndrome —killing the bearer of badnews— is frequently mentioned as a major reason why managers arekept in the dark concerning unexpected setbacks. The syndrome tracesits origins to ancient Greece and Sophocles’ tragedy Antigone,wherein a messenger fears for his life because he knows Creon, theking of Thebes, will be unhappy with the news he brings. The PersianMessenger Syndrome survives today in modern industry. GeneralMotors Corporation is an organization well-known for its hostilityto bearers of bad news concerning the firm, its products, or itsdeclining market share. The company joke is, “At GM, we not onlyshoot the messenger, we bayonet the stretcher carrier.”—Ragan’s CommunicationsThe power of perseveranceSylvia Porter started out as an English major when she went toHunter College but switched to economics after the stock market crashof 1929. Her widowed mother had lost her life savings of $30,000 inthe crash, and Sylvia wanted to find out how that much money couldsimply disappear overnight. After graduation, she applied for a jobwith the Associated Press, but was told that the AP had never hired afemale financial reporter and never would. So instead she went towork as a financial assistant at an investment house on Wall Street.Lessons Learned, and Implementation of Design Review andChecking System (DRCHECKS)/Corporate Lessons Learned(CLL) has been issued and posted on the Internet at http://www.pod.usace.army.mil/info/hedreg.html.·New items are posted to the Honolulu District INTRANETon a continual basis. To access the Intranet at https://pohinfo, besure to use Internet Explorer as your browser. From the POHINFOhome page, you can link to newly listed After Action Reviews orthe new Internal Review Audit Reports page. The Intranet is onlyaccessible to Honolulu District employees and HQ POD staff.UPDATE on Search EnginesFrom time to time, we’ve all attempted to find something onthe Internet using one of many search engines available. Each operatesa little differently, and if you are not careful, you may eithermiss getting the “hits” you want/need, OR you may be floodedwith extensive listings of sites that miss the mark.For a comprehensive comparison and evaluation of Internetsearch engines from a searcher’s perspective, check out “SearchEngine Showdown—The Users’ Guide to Web Searching” athttp://www.notess.com/search/. This site is created and maintainedby Greg Notess, a librarian and an authority on Internetinformation resources. Browse the site for hints on searching forspecific information—there’s something for both the novice andmost serious of searchers.By combining on-the-job experience with additional college courses,Sylvia became an expert in government bonds and from 1934-35 shepublished a bond-related newsletter called Reporting on Governments.The credibility she gained with that publication helped her land a jobin 1935 as the financial writer for the New York Post. She was hiredat the Post on the same day that all the members of the financial departmentwere laid off in a cost-cutting move, and one of the conditionsof her employment was that she assume the duties of all thedismissed employees. Initially, she wrote three columns a week, butby 1938 her column was a daily feature and it was later syndicated tohundreds of newpapers across the United States. Until 1942, becauseof the bias against women in the financial field, her columns appearedunder the byline S.F. Porter so her readers would assume that shewas a man. Her column ran at the Post for 43 years until she changedpapers in 1978 and wrote for the New York Daily News until herdeath in 1991.—Ragan’s CommunicationsLeading by exampleIn World War II, Gen. Dwight Eisenhower was picked to head theSupreme Allied Command because he wasn’t a charismatic or dramaticman. Eisenhower was tough. In a meeting with his top generalsshortly before D-Day, he reminded them of the importance of leadingby example: “An army is like a piece of string,” he said. “If you try topush it from behind, it just tangles. Soldiers have to be led from thefront.”—Ragan’s Communications
August/September 2001 The Pacific Connection 15Value: Too many people today know the price of everything and the value of nothing. —Ann Landers, advice columnistThe onlyguarantee ofquality is usMany of you are now aware that the Honolulu Engineer Districthas begun to align its business processes to something calledthe “ISO 9001:2000 model.” Briefly, ISO (the acronym means “InternationalOrganization for Standardization”) seeks to apply a “plan,do, check, act” model to work. An example of a business processalready in the District which is based on this model is our AfterAction Review (AAR) process. The intent of our efforts under ISO9001: 2000 is simply this: to delight our customers. We think wecan do this better if we fortify what we currently do with the “plan,do, check, act” model.I know what you’re thinking. “Is this Total Quality Management(TQM) in a different wrapper?” Or perhaps, “Is this anothermanagement fad someone read in a book written by some guy (orgal) who has never set foot on a project site, or designed even amailbox?” To some degree, I share these concerns, and here is why:Regardless of the processes we adapt to help us ensure wedeliver quality work, quality ultimately depends on us. There is nomagic formula out there to guarantee quality! There is no specialflow diagram, no fancy process manual, and no magic wand to guaranteewe’ll deliver quality work to our customers. I do believe thatISO 9001: 2000 will get us far, and I do believe it will be worth theeffort to align our business processes to the “plan, do, check, act”model (many others are doing this, by the way). Change of thismagnitude needs all the help it can get. But ISO by itself cannotprovide the fundamental ingredient to ensure quality.What is that ingredient?It’s “us.” It’s support staff who care enough to ensure theythoroughly staff every action, think it through, develop the best alternatives,and follow up to ensure the job is done properly. It’sdesigners who stay abreast of the latest standards and codes, thoroughlyback check documents, consider all review comments, andproudly state “this is my work and I stand behind it.” It’s projectmanagers who ensure that the customer’s wishes are known, whowrite a useable project management plan that everyone on the projectdelivery team embraces, and who work schedules and costs to consensus.It’s field personnel, far away from “the flag pole,” whocarefully provide oversight of contractor work, ensuring specificationsare adhered to and stopping unsafe practices on the spot. It’syou and I responding to customer queries in one day, like we saidwe would.What drives people to ensure their work meets these kinds ofquality benchmarks? Is it a process manual? Is it a policy letterBy Lt. Col.Ronald N. LightHED CommanderCommander’s Comments“ I do think the onlyguarantee of quality isour own desire tocommit to achievingquality results —nomatter what we do—for our customers.”written by the District Engineer? I believe the answer is more peopleorientedthan that. Although knowing what the standards are foryour job is vital, the answer has to come from within. I do think theonly guarantee of quality is our own desire to commit to achievingquality results—no matter what we do—for our customers. For ourinternal customers. For our external customers. For ourselves.What does the District look like if we don’t have the desire toachieve quality? In one way, it’s like a boat. When we’re all in thatboat, we’re all headed in the same direction. When we’re all focusedon providing quality to our customers, everyone shares theload, we know where we’re going (our azimuth!), and there’s movementtoward getting there.This boat, however, is not a perfect craft. What happens whensome of the people on board don’t care about quality is that thestructure weakens and the boat leaks. There are some real gusherscoming up through the planking. We spend time bailing it out. Wehave less energy to move forward. The leaks-the “quality leaks”-distract us from where we want to go, and what we want to do. Welose sight of our customers; we begin operating in crisis mode andquality gets set aside.Experts say that it is much, much easier, and far less expensiveto prevent quality problems before they occur. This thing calledISO 9001:2000 will help us do that. But it will only go so far: qualityultimately depends on us.Are you committed to doing quality work? You can only answerthis yourself. You can answer “yes” if you see yourself in someof these statements: “I know my job and am doing it to the highestlevels of service.” “I’m going to get this done right...no shortcutsthat erode quality.” “Even when no one is looking, I will do the rightthing to deliver quality.” And finally, “I still care.”I know most of us don’t want to be in a leaky boat. And, weall know that our customers won’t tolerate a “leaky boat” for long. Ihope you will join me in a personal commitment to achieving quality,wherever you work and whatever you do in the HonoluluEngineer District. Remember: the only guarantee of quality...is us.
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