Introduction

Over the course of my 30 plus years in law enforcement and forensic science, I have been involved in various aspects of quality systems development. I have been exposed to Management by Objectives, Total Quality Management, plus many of the latest business management fads. While each had elements of interest and value, none really struck a chord with me. It was not until I participated in formal project management training and worked in a projectized organization that I internalized the true value of an effective quality management system.

Quality systems are not an independent component of a work environment or project. They are part of the overall operation and product of a business unit, seamlessly integrated into the business processes and daily operations. I have come to embrace the concepts of W. Edwards Deming, Walter Shewhart, and Joseph Juran that is, quality management processes, statistical sampling, and trend analysis form the basis for driving out product error and improving the efficiency and effectiveness of an organization s processes.

An effective quality management system is woven into the fabric of the operational and administrative business components. It impacts organizational planning, resource management, scheduling, and risk management to facilitate a proactive, upward and endless spiral of continuous quality improvement. Quality systems have no finish line. Quality is not a ticket to be punched. It is the organization s methodology to meet client expectations, needs, and to stretch the organization to adapt to changes in client needs, and to strive for a higher level of...