600 Maryland Avenue, S.W.,
Washington, DC 20024-2520



The 2017 W. Edwards Deming Training Award Winners

Home / The 2017 W. Edwards Deming Training Award Winners

Since 1997, Graduate School USA has presented the W. Edwards Deming Outstanding Training Award to a federal government organization that exemplifies excellence with an initiative or project that focuses on enhancing quality processes within that organization.

This year, the Deming Award was presented in three categories:
• Human Capital Management: Talent management, employee engagement and succession management
• Technology: Learning system management, mobile accessibility, and career portals
• Employee Engagement: Innovation resulting in improved engagement, internal communication and team-building

2017 W. Edwards Deming Outstanding Training Award Finalists:

• Social Security Administration, Office of Buildings Management (OBM)
• U.S. Geological Survey
• Department of Homeland Security
• Department of Housing and Urban Development
• Government Publishing Office
• Federal Aviation Administration
• U.S. Army Public Health Center
• National Geospatial-Intelligence College
• Joint Program Executive Office for Chemical and Biological Defense


Government Publishing Office, Leadership Evaluation and Development (LEAD) Program

rsz gpo 2 fedstival deming awards 248

Winner – Employee Engagement Category

The U.S. Government Publishing Office (GPO) is the federal government’s official, digital, secure resource for producing, procuring, cataloging, indexing, authenticating, disseminating, and preserving the official information products of the U.S. Government.

In 2011 GPO developed and implemented an agency-wide, open-to-all-employees leadership development program, called LEAD. Over the last six years, 18 percent of GPO’s workforce has completed the program and the results have exceed our expectations. The program has had a major impact on the agency’s business transformation from print centric to digital publishing and content management.

The program, which is linked to three out of four agency strategic goals, has:
• Enhanced participants’ leadership skills and the capacity to lead oneself, individuals and teams.
• Created an environment where people can refine the leadership skills they currently possess and develop those essential for roles and situations beyond their current experience.
• Improved employee engagement, innovation and creativity.
• Developed the participants’ skills and attitude to help the GPO transition from a print centric organization to a digital publishing and content management organization.
• Given participants the knowledge, skills and abilities to become better leaders at home, in their community and at the GPO.

Since the start of the program, 18 percent of the workforce have graduated from the training; the organization’s “best places to work” rating has increased eight points; leadership and management knowledge is up seven points; and their “Leaders Lead” rating has increased by eight points.

Social Security Administration, OBM Training and Development Program

rsz ssa fedstival deming awards 240

Winner – Human Capital Management Category

The Social Security Administration’s Office of Buildings Management (OBM) provides daily maintenance and operations services for all facilities on the Social Security Administration’s (SSA) headquarters campus, as well as delegated and outlying buildings. OBM staff are responsible for a portfolio of 24 office buildings and data centers in Maryland, California, Illinois, New York, and Pennsylvania that encompasses over 10 million gross square feet (GSF) and houses over 15,000 SSA building occupants that we view as our “customers.”

To effectively perform their jobs, with the ultimate goal of improving customer satisfaction, the purpose of developing OBM’s Employee Training and Development Program is to equip employees with exceptional knowledge, skills, and abilities. The organization believes that by strengthening their workforce, they foster a team environment and enhance the quality of their team’s performance, now and in the future, for the benefit of the organization and its customers. If their customers, fellow SSA employees, have a safe and healthy environment in which to work, they will be better able to serve the American public.

The initiative has created a positive impact on the organization in several ways. As they advance the level of employee competence, education, and work performance, results from OBM’s annual Customer Satisfaction Survey show their initiatives are returning dividends. In 2015, customers rated their overall satisfaction at 54 percent. In 2016, the overall satisfaction rating rose to 81 percent, an increase of 27 percent. This increase far exceeded the organization’s expectations and directly aligns with their mission to, “provide quality and timely customer focused service in order to ensure that SSA employees can deliver superior Social Security services that meet the changing needs of the public.”

U.S. Army Public Health Center, Continuous Process Improvement (CPI) Program

rsz us army fedstival deming awards 225

Winner - Employee Engagement Category

The U.S. Army Public Health Center (APHC) established the Continuous Process Improvement (CPI) Program to lead and manage a workforce development initiative focused on training and educating personnel in CPI (or ongoing activities aimed at improving the effectiveness and efficiency of current business processes) concepts and tools. This initiative was designed to develop a corps of highly engaged CPI practitioners, who in turn, would improve the quality, speed and cost associated with providing public health products and services. In order to develop this corps of highly engaged CPI practitioners, it was clear that the APHC needed to implement a workforce development initiative focused on training and educating its most valued resource – its people.

To accomplish its mission the CPI Program established a development cycle for CPI practitioners: Educate, Demonstrate, and Disseminate. The Educate phase focused on the types of training that would be utilized to educate personnel in CPI concepts and tools. The program decided to leverage Department of the Army’s robust Lean Six Sigma (LSS) (business management strategy and problem-solving methodology focused on eliminating waste and reducing variation to maximize customer value) training. The Demonstrate phase focused on how trained personnel would demonstrate and gain experience applying CPI tools. The Disseminate phase of the development cycle focused on how the CPI Program would continue to develop CPI practitioners once they’ve completed their initial project.

The CPI Program has positively impacted APHC’s organizational performance and culture in many ways. To date, CPI projects have yielded Cost Avoidance of more than $1.5 million. In addition to the financial impact, CPI projects have improved the quality and speed in delivering APHC products and services.

National Geospatial-Intelligence College, Expanding Global Reach Initiative

rsz geospatial-intelligence fedstival deming awards 219

Winner – Technology Category

The National Geospatial-Intelligence College (NGC), part of the National Geospatial-Intelligence Agency (NGA), is an accredited learning institution. NGA is charged with providing policymakers and relevant United States government agencies with world-class geospatial intelligence. NGC has lead responsibility for training the NGA workforce.

Robert Cardillo, director of NGA since late 2014, has underscored the need to leverage every possible resource in coping with the growing volume of global geospatial data that is expanding on an exponential basis. In 2015, NGC rolled out an ambitious strategy to meet the long-term vision of the NGA leadership. The central pillar of this plan is the concept of “Expanding Global Reach,” relying heavily on a multi-faceted initiative, On Demand, On Domain (OD2), to provide learning and professional development content across multiple IT networks. The goal was to develop the capability to deliver quality training, as needed, outside of NGA’s own facilities, to places and to students across the U.S. and the globe.

Improving and widening our global reach includes the following:
• Increasing availability of web-based learning (OD2)
• Adding more certified instructors and adjunct professors
• Creating virtual classrooms
• Establishing common curriculum and professional standards
• Increasing learning requests and processing times

Over the past two years, progress has ensued in all of these areas. The College is reaching more locales and more students, with more and improved learning materials. Web-based learning tools were increased 270 percent; the instructor cadre increased 89 percent; job impact for training improved seven percent, and the processing of learning requirements rose more than 20 percent. All of this is in addition to developing a virtual classroom project for delivering long-distance classified training that has promise as a learning game-changer.

Learn more about the Deming Award.

Congratulations to all of our 2017 winners, whose commitment and dedication to quality and teamwork has led to organizational success.