The KIS Team believes quality assurance is a continuum of practices that result in value-added capabilities for both the customer and the team. To this end, the KIS Team is made up of companies that adhere to quality practices and for the most part are ISO practitioners, if not already ISO registered.

KIS is a protégé of AMSEC LLC and, through this relationship, is following the established standards towards our eventual ISO registration. While not at the AMSEC, EG&G, SRC, Verizon FNS business partner team ISO levels, we are true in our commitment to our customers, the value we provide to meeting customer requirements, as well as customer expectations. For the KIS Team quality performance means two things. First, we take pride in satisfying our customers by delivering products and services that meet or exceed their specified requirements at the agreed price and within schedule. Secondly, the team commits to continuously improve the processes by which we provide our products and services, so our work meets requirements without error and is done right the first time. We recognize customer appraisal of our performance is critically important to our overall reputation and our customers' satisfaction is the key factor in our overall success. As a team we perform to this standard.

The KIS Team will employ innovative management best practices and cost savings techniques to provide the Navy with best-priced, top performance services. The KIS Team Teaming Agreements promote rapid response from each organization to perform or assist in all areas, and clearly designate the responsibilities of the prime contractor and subcontractor relationship. KIS is well experienced at small/large-corporation relationships and have effectively managed numerous subcontractors by: 1. integrating professional support services and 2. molding, managing and maintaining these efforts.

KIS Team approach to integrate professional support services within and across the Virtual SysCom to institute best practices and realize cost savings to effectively integrate professional Seaport services, the KIS Team will integrate and report cost, technical, and schedule performance data and continually evaluate for improvement opportunities and provide an organizational structure to facilitate communication and effectively utilize the workforce, teaming arrangements and each teammate’s corporate structure.

KIS Team will uniformly report Seaport cost, technical, and schedule performance in an integrated, standard, and concise manner. All database structures related to cost, technical performance, and schedule tracking will be maintained in accordance with task order requirements. For example, the most significant cost driver is direct labor. All labor categories, expected salaries, and bases of estimates will be maintained and tailored in order to provide maximum cost savings. The KIS Seaport Program organization is simple and clean, with direct reports, who have full insight into every aspect of the work performed. Therefore, the steps from Task Order activation to Work Authorization, through Lessons Learned and even Contract Close Out, are already defined, in place. Every new KIS Team Seaport employee will readily recognize their role in the structure and their responsibilities; but will still receive four additional hours of in-transition training in order to reinforce their understanding of this management integration model.

The KIS Team quality assurance approach defines an organizational structure to support Seaport that is client-oriented, and empowers our Project Manager and Task Order Managers with the authority needed to provide high quality services and products. The KIS Team organizational structure is based on the principle of vesting the maximum levels of authority and decision-making power to the level of management closest to the client.

To ensure success, KIS will maintain overall control through proper reporting and communication channels. The heart of our organizational structure is an approach in which our Project Manager and Task Order Managers are fully authorized to act on any issues within their respective areas, and to obligate The KIS Team up to the maximum value of any Task Order to satisfy customer requirements. Our corporate level provides resources, tools, strategic guidance, and high-level policies to aid in this effort. Our Project Manager is expected to adapt these resources and policies to best fit the needs of Seaport clients. To accomplish this, we follow four practices:

Empower our Project Manager and Task Order Managers through comprehensive training in the skills they need to take care of customers without having to face an overly bureaucratic management process.

Vest our Project Manager and Task Order Managers with appropriate authority. The Project Manager has full authority to commit KIS for all aspects of Seaport contract requirements.

Back this authority with corporate resources. We realize for this authority to be effective, it must be backed by strong central control of and support for practices, procedures, standards, quality management, productivity tools, reporting methods, accounting and tracking mechanisms, and human resource management.

Reinforce the entrepreneurial spirit of our managers, and all our employees, by encouraging them to operate autonomously within the company-wide framework of procedures and standards.