The CleanAir System
Follower's Guide

Note to visitors: This page is intended for CleanAir employees so the links will not all work unless you are one of our employees with a valid id and password. However, the underlined links will work for everyone. Hope you enjoy this little peak into our kingdom.

Follower Job Description

(Yes, even though we are all leaders at CleanAir we all need to take turns leading. When we are not leading we are follower.)

This and the CleanAir's Leader Guide are the closest things we have to a job description.

In order to continue to be the supplier of highest value as CleanAir AIM requires each employee should know and understand: :

  • Continuously improving processes
  • Continuously improving products and services
  • Innovation of processes
  • Innovation of products and services
  • We are in the business of learning and exceeding customer expectations through understanding customers better than they know themselves and delivering value and customer success by increasing their bottomline with every CleanAir invoice.

We deliver value through Functional Teams. These groups are required to have at least three of the following functions covered Business Leadership, Technical Leadership, Sales Leadership and Quality Leadership. One of these leaders is identified as the entrepreneurial leader who is responsible for the gray areas, group strategic planning and the deployment of corporate and group plans. To be successful it is also recommended that each team also have at least one of each of the DISC profiles.

To provide efficiency and highest value we develop world wide Standards and System wide Processes. These are the tools that the functional teams use to deliver constant system quality. System Processes are generally cross Functional e.i All Functional Teams are required to follow the documented process procedures developed by the Process Teams. Each Process Team is lead by a Process Owner. The Process Owner has the responsibility to work with Function to improve process but also is expected to go over the head of

  • Constant improvement of the process is everyone’s job, every day. The process methods are developed with input from all process stakeholder groups. The process owner shepherds the process constant improvement; including documented knowledge, improvements, communication and training. Common sense and simplicity is encouraged.

  • Management is responsible for new process innovation, recognizing paradigm shifts, the interactions between processes and for finding help for those outside the process who need special help.

  • Everything we deliver to an internal or external customer must be error free to the best of our knowledge. A defect is defined as an error that is delivered to an external customer.

  • That everything received with an error or omission must be returned to the creator or an error report must be generated and delivered to the error creator. This is the most sincere form of caring about your supplier. Initially there will be a concern for the delay this will cause. As the errors become fewer and fewer and the expectation are understood the improvements to the system will reduce overall cycle times even when these delays are included.

  • Conversely not communicating errors which are necessary process improvement feedback in a direct and timely manor is also an error. In this case two wrongs doesn′t make a right!

  • If an error is discovered after delivery to an external customer then a defect report should be generated. The "way to go report" is the graph showing the teams measured improvement toward the aim.

  • Each process must have a documented method for classifying defects as common cause and special cause. Address special causes first. Prioritize the special causes to determine order of root cause correction. Common cause defects require a change in the process or system. Determine the common causes to work on using the Pareto Chart.

  • To meet our aim we all must constantly learn and apply the new knowledge. The time you invest in learning about quality, leadership and technology will directly effect your quality of life and the success of all those around you. Cross function team and committee work is one of the best methods to learn about the quality process. Profound knowledge comes from outside.

  • You work for your customer! Your customer feedback mechanisms are you automatic performance review. You don’t have a manager, boss or supervisor. You may have one or more leaders, mentors, and coaches. You also may work in processes which have a designated process owner. If you work involves a process which could benefit by a process team your are encouraged to help form this process team, select a process owner and register with the Quality Mentor Team.
  • Continuous lifetime learning by every employee is very important to CleanAir’s success. You can do this by helping to form a book discussion group that reads and discusses one book or by designing your own learning program. Help on your continuous learning program is available from HR.

Some Suggested Reading: All of the books can be borrowed from the Palatine Library. Many are can also be found in our other offices. If you can't find a copy you want call Scott Evans of Bill Walker.



1 Zapp! (K)

William C. Byham

2 The New Economics (K)

W. Edwards Deming

3 The Goal (M & I)

Eliyahu Goldratt

4 4th Generation Management

Brian L. Joiner

5 Creating Customer Value (R)

Earl Naumann

6 Business Process Improvements (R)

H. James Harrington

7 Practical Continuous Improvement...

Clive Shearer

8 The Fifth Discipline

Dr. Peter Senge

9 Quality Process Management & Improvement Guidelines (R)


10 The Team Handbook (R)

Joiner and Associates

11 Customer Retention

Michael W. Lowenstein

12 Built to Last


13 Customer Satisfaction Measurement

Earl Naumann

14 Value Based Leadership

15 Total Quality Service

Sheila Kessler

16 Hoshin Kari

Total Quality Engineering

17 Taking Charge

Perry M. Smith

18 Discipline of Market Leaders

Treacy & Wiersema

19 Large Account Management

20 The Flight of the Buffalo

James A. Belasco & Ralph C. Stayer

21 Controlling the Future

Stewart L. Stokes, Jr.

22 The Quality Toolbox

Nancy R. Tague

23 Best Practices for Teams

Glenn M. Parker, Editor

24 Leading Change

John P. Kotter

25 Making Numbers Count

26 Service Service Service

K = Know and understand. Read front to back

M & I = Manufacturing, Inventory and Cycle time.

R = Reference book. Skim and make mental list of topics for future reference.

Readings by subject:



Chapter or Pages

Being the best

Built to Last


Benchmarking: The Primer

Constant improvement

Quality Process Management & Improvement Guidelines

Customer needs analysis

The Flight of the Buffalo

Customer satisfaction sys

Creating Customer Value

Page 253 - Appendix C

Data analysis

The Quality Toolbox


Robust Design

Force Fields & Change

Controlling the Future


Customer Retention

Pages -56-56


Taking Charge


Value Based Leadership

Learning for life

The Fifth Discipline


The Goal


It's Not Luck


The Haystack


The Quality Toolbox

Pages 165-168

Needs & expectations

Customer Retention

Needs categories

Creating Customer Value

Page 144 - Rule 4

Needs systems

Creating Customer Value

Page 244 - Questions 5 & 6

Operational definitions

Out of the Crisis

See index

Personal work habits

Lessons in Leadership


Quality Process Management & Improvement Guidelines


Business Process Improvements

Process Improvement

The Goal

Process Improvement

The Flight of the Buffalo

Satisfaction Measurement

Customer Satisfaction Measurement

Selecting critical need


Strategic Planning

Hoshin Kari

Structure for Quality

Clive Shearer

Survey design

Quality Management Journal Jul. 94

Pages 52-66

System Crisis Management

Leading Change

Team building

Best Practices for Teams

Team building

Team Handbook


Creating Customer Value


Visionary Companies


Empires of the Mind