February 2, 2012

Delivering high-quality products or services on a consistent basis can help you rise above your competitors. But when you’re working on a government contract, consistency isn’t just a marketable quality—it can make the difference between success and failure.

Government contracts lay out explicit timetables, product descriptions and a host of conditions your company must follow. The contracts also outline specific measures you’ll have to take to guarantee that everything your company delivers will be of the same high quality. Straying from the quality assurance details laid out in the contract can result in financial penalties and refusals on future contracts—and, in some cases, even legal action. “In the commercial world you can sometimes afford to let this stuff slide,” says Judy Bradt, principal at Alexandria, Virginia-based consulting firm Summit Insight. “But a government contract can be a corporate wake-up call to get your act together.”

Here are some low-cost ways to make sure the last product you deliver is of the same quality as the first.

Put it in writing. While most companies routinely check the work they do to make sure it’s up to snuff, not all companies pay much attention to the quality-control process. For your company’s quality assurance (QA) program be truly effective, it must be formalized. Sit down with your employees and document each step of your existing QA program from beginning to end. Documenting the process is important if you plan to bid for government contracts, which often require submissions to include a written QA plan.

Find the pressure points. Whether your company manufactures parts for the defense industry or provides accounting services to government agencies, there are specific times when a lack of attention is especially likely to send a project off track. Review your QA plan and identify which parts of the production process would benefit from additional oversight. For instance, say a particular machine at your factory has a tendency to break down: Add a step to your QA process that details how that machine will be kept running smoothly.

Choose a QA leader. It’s one thing to document the procedures in your QA program; it’s another thing to make sure they are implemented properly. Delegate the responsibility of overseeing your company’s QA process to a qualified employee—ideally one with background in quality assurance. While all employees should be intimately familiar with your company’s QA process, having one responsible for overseeing the program will help it run more smoothly.

Engage the client. Not all quality assurance criteria are created equal. Your client might not care about a little color variation from product to product, but might be fanatical about size variations. Bradt suggests finding out which QA criteria matter most to the client in order to better judge how your work will be evaluated, and tailoring your program appropriately. “This is a chance to build the customer relationship—and build your reputation as a superior performer,” she says.

Use what you learn. Develop a system for dealing with any feedback about your company’s QA process, whether it comes from a customer or from an employee. That way you’ll ensure you can identify and fix problems before they compromise your ability to deliver. If there’s a breakdown in the QA process that results in inconsistent production, Bradt says to be up front with your client. “If things are falling off the rails, then have a plan in place to notify stakeholders and get back on track,” she says. “Show your client everything you’re doing to fix the problem and minimize the adverse effects.”

Related Topics

• Innovation

Related keywords

American Express OPEN, Article, government, government contracting, quality assurance program, Judy Bradt