The use of quality management to address the problem of wastage from the Australian Army's recruit training process

In late 1994 there was great enthusiasm within Army that the introduction of Total Quality Management would, at last, lead to dramatic improvements in many of its cumbersome practices. It was also at this time that the very real problem of excessive wastage from the Army's recruit training process was given to my work area. To say the very least, this significant issue presented me with a rare and exciting opportunity to study the application of Quality Management theory within Army. It was immediately recognised that a high proportion of recruit wastage was due to injuries received in training. Accordingly, the project was given the name of a figure whose concern for the individual soldier was legend, the renowned Australian Army Medical Officer, Sir Edward 'Weary' Dunlop. As a result of attention generated, Project DUNLOP, and the trainee wastage issue in general, received front page national media coverage and attracted attention at ministerial level. Having being DUNLOP's initial project officer, I was most fortunate to have had continuous involvement with it until its official end on 1st December 1996. It is, however, only in early 1998, that the true outcome of the Project can really be assessed. At the time of writing Quality Management has been quietly forgotten within Army. Nevertheless, both the Army, and the Defence Force as a whole, are in the midst of a massive number of sweeping changes. Quality Management or not, this thesis will provide valuable insights to all those who would seek to successfully implement change within Defence. Lastly, this thesis reflects the facts as I observed them. If I have made any errors of interpretation, these errors are mine alone and I apologise for them in advance.