Quality Assurance System
Quality Assurance is the cornerstone of our operational concept. Our Quality Assurance target is error-free performance on every contract process and service. PCSI's Quality Management System (QMS) constantly monitors and analyzes output data to insure continual process improvement.
Metrics: Meaningful metrics are developed from the Service Delivery Summary in the Statement of Work which is key to successful contract execution. Data extracted from completed inspection checklists will be inputted to the database facilitating a variety of specific queries. In addition, trend analysis and corrective actions will be initially performed based on the results of quality control inspections and later by a thorough review and analysis of database-generated reports.
Checklists: Checklists are developed by using the Service Delivery Summary as a guide to extract critical elements from the Statement of Work for each Performance Objective. This is key in creating a well documented roadmap to ensure Performance Thresholds are met or exceeded. The Master Checklist not only includes a listing or table of contents of all other applicable checklists used in the Quality Assurance Program, but other areas of importance such as Hours of Operation, Security Requirements, Environmental Compliance and Contractor Furnished Property.
Corrective Actions: Quality Assurance corrective action is addressed on a case-by-case basis by the responsible manager without dependence on government direction. Inspection failure trends are identified, documented, and communicated to the Project Manager with suggestions for disposition and resolution.
Communications with Customer: Communication of our company quality philosophy, policy, and procedures to customers is very important and therefore receives great emphasis at all levels of the organization. Additionally, commanders must be kept apprised and current on issues affecting mission capability. Vendor-to-customer communications are seen as critical to the mission of both PCSI and the customer, and therefore frequency and accuracy of communications are emphasized. Such communications are normally provided on a regular schedule (or as otherwise directed by contract requirement) to the Contract Officer through the Quality Assurance Evaluator.
Other Pertinent Aspects of PCSI's QA Approach: Our Company emphasizes quality workmanship in every facet of our operation, at every job site, and in every task performed. No task is too small to escape scrutiny because all processes contribute to overall performance excellence and the high degree of customer support that is required by our contracts and our company.
We have instilled the understanding that Quality is a noun in our corporate culture. It describes results from a clearly defined effort. It is not an adverb which defines the degree or definition of effort. This is important to understand because it differentiates between our active total quality program and passive programs which are designed to measure deficiencies on an after-the-fact basis.
Quality Assurance is the cornerstone of our operational concept. Our Quality Assurance target is error-free performance on every contract process and service. PCSI's Quality Management System (QMS) constantly monitors and analyzes output data to insure continual process improvement.
- PCSI is ISO 9000 certified
- Quality policy: To perform each job or service in exact accordance with contract requirements and specifications
- Quality Control philosophy: Provide the continuity, structure, procedures, and processes for Quality Control of our contract performance. It is an integral part of our overall operation, and is revised, updated, and changed as necessary to reflect new and better ways of performing the quality control mission
Metrics: Meaningful metrics are developed from the Service Delivery Summary in the Statement of Work which is key to successful contract execution. Data extracted from completed inspection checklists will be inputted to the database facilitating a variety of specific queries. In addition, trend analysis and corrective actions will be initially performed based on the results of quality control inspections and later by a thorough review and analysis of database-generated reports.
Checklists: Checklists are developed by using the Service Delivery Summary as a guide to extract critical elements from the Statement of Work for each Performance Objective. This is key in creating a well documented roadmap to ensure Performance Thresholds are met or exceeded. The Master Checklist not only includes a listing or table of contents of all other applicable checklists used in the Quality Assurance Program, but other areas of importance such as Hours of Operation, Security Requirements, Environmental Compliance and Contractor Furnished Property.
Corrective Actions: Quality Assurance corrective action is addressed on a case-by-case basis by the responsible manager without dependence on government direction. Inspection failure trends are identified, documented, and communicated to the Project Manager with suggestions for disposition and resolution.
Communications with Customer: Communication of our company quality philosophy, policy, and procedures to customers is very important and therefore receives great emphasis at all levels of the organization. Additionally, commanders must be kept apprised and current on issues affecting mission capability. Vendor-to-customer communications are seen as critical to the mission of both PCSI and the customer, and therefore frequency and accuracy of communications are emphasized. Such communications are normally provided on a regular schedule (or as otherwise directed by contract requirement) to the Contract Officer through the Quality Assurance Evaluator.
Other Pertinent Aspects of PCSI's QA Approach: Our Company emphasizes quality workmanship in every facet of our operation, at every job site, and in every task performed. No task is too small to escape scrutiny because all processes contribute to overall performance excellence and the high degree of customer support that is required by our contracts and our company.
We have instilled the understanding that Quality is a noun in our corporate culture. It describes results from a clearly defined effort. It is not an adverb which defines the degree or definition of effort. This is important to understand because it differentiates between our active total quality program and passive programs which are designed to measure deficiencies on an after-the-fact basis.