Carnival of Quality Management Articles and Blogs – May 2014

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Welcome to May 2014 edition of Carnival of Quality Management Articles and Blogs.

We have taken up detailed look at the fundamentals of Nonconformity (Ref: Blog Carnival Edition of March 2014) / Nonconformance (Ref : Blog Carnival Edition of April 2014) as well as Conformity / Conformance, before we take in these words for a more specific angle of Quality.

In the present edition we switch our attention to Conformity, beginning with definitions:

Conformity @ Merriam-Webster Dictionary

: behavior that is the same as the behavior of most other people in a society, group, etc.

: the fact or state of agreeing with or obeying something

Synonyms

accord, accordance, agreement, conformance, congruence, congruency, congruity, consonance, harmony, tune

Antonyms

conflict, disagreement, incongruence, incongruity, incongruousness

Related Words

compatibility; assimilation, integration; oneness, solidarity, togetherness; affinity, empathy, sympathy

Near Antonyms

contrast, discrepancy, disparateness, disparity, dissimilarity, distinction, distinctiveness, distinctness, diverseness, diversity, unlikeness; deviance, divergence; discord, discordance, dissension (also dissention), dissent, dissidence, disunity, friction, strife; variability, variance; incompatibility

Conformity @ Dictionary.com

1. action in accord with prevailing social standards, attitudes, practices, etc.

2. correspondence in form, nature, or character; agreement, congruity, or accordance.

3. compliance or acquiescence; obedience.

4. ( often initial capital letter ) compliance with the usages of an established church, especially the Church of England.

5. Geology . the relationship between adjacent conformable strata.

We now turn to more fundamental aspects of conformity.

Conformity @ Wikipedia looks at the subject from a more general point of view.

Conformity is the act of matching attitudes, beliefs, and behaviors to group norms. Norms are implicit, unsaid rules, shared by a group of individuals, which guide their

Which line matches the first line, A, B, or C? In the Asch conformity experiments, people frequently followed the majority judgment, even when the majority was wrong.

Which line matches the first line, A, B, or C? In the Asch conformity experiments, people frequently followed the majority judgment, even when the majority was wrong.

interactions with others. This tendency to conform occurs in small groups and/or society as a whole, and may result from subtle unconscious influences, or direct and overt social pressure. Conformity can occur in the presence of others, or when an individual is alone.

Although peer pressure may manifest negatively, conformity can have good or bad effects depending on the situation. Driving on the correct side of the road could be seen as beneficial conformity. With the right environmental influence, conforming, in early childhood years, allows one to learn and thus, adopt the appropriate behaviours necessary to interact and develop correctly within one’s society. Conformity influences formation and maintenance of social norms, and helps societies function smoothly and predictably via the self-elimination of behaviors seen as contrary to unwritten rules. In this sense it can be perceived as a positive force that prevents acts that are perceptually disruptive or dangerous.

As conformity is a group phenomenon, factors such as group size, unanimity, cohesion, status, prior commitment, and public opinion help determine the level of conformity an individual displays.

In What Is Conformity? @ About.Com – Psychology Kendra Cherry refers to Deautsch and Gerard (1955), who have identified two key reasons why people conform: informational influence – happens when people change their behavior in order to be correct- and normative influence – from a desire to avoid punishments (such as going along with the rules in class even though you don’t agree with them) and gain rewards (such as behaving in a certain way in order to get people to like you).

Types of Conformity :
  • Normative conformity involves changing one’s behavior in order to fit in with the group.
  • Informational conformity happens when a person lacks knowledge and looks to the group for information and direction.
  • Identification occurs when people conform to what is expected of them based upon their social roles. Zimbardo’s famous Stanford Prison Experiment is a good example of people altering their behavior in order to fit into their expected roles.
  • Compliance involves changing one’s behavior while still internally disagreeing with the group.
  • Internalization occurs when we change our behavior because we want to be like another person.

In ‘ Deadly conformity is killing our creativity. Let’s mess about more’ Henry Porter @ the guardian | The Observer,

People’s lives would be more fulfilling if they were given greater freedom in the workplace……. apart from encouraging the well-appreciated conditions for creativity in the workplace, we perhaps need to understand that the structures for taking decisions and driving things forward are not the same ones we should use to find innovation and make the most of the unexploited 85% of our intelligence. Power and hierarchies are the enemy of creativity.

We now narrow down our area of study to some of the specific examples of conformity at work:

Conformity Analysis – As part of the transportation planning and programming process, The Chicago Metropolitan Agency for Planning (CMAP) staff evaluates the impact of proposed transportation activities on the region’s air quality.

Conformity of Production – Conformity of Production (COP) is a means of evidencing the ability to produce a series of products that exactly match the specification, performance and marking requirements outlined in the type approval documentation.

Please follow these links to documents that explain COP in more detail:

Conformity assessment is the process used to show that a product, service or system meets specified requirements…….The main forms of conformity assessment are certification, inspection and testing. Although testing is the most widely used, certification is the best known.

ISO has many standards relating to performing conformity assessment as well as many other publication and resources which can be accessed at resources for conformity assessment.

Next, we turn our sails to our regular sections, starting with an international body actively engaged in furtherance of quality- Abu Dhabi Quality and Conformity Council.

QCC is an Abu Dhabi government entity consisting  of a council of regulators with a mandate to ensure provision of quality infrastructure in line  with global standards, and to support regulators and government organizations through offering quality and conformity facilities, expertise and resources, promote a culture of quality towards consume.

And then move over to ASQ TV Episode- Lean with a Touch of Six Sigma – “You hear about lean and six sigma, and lean six sigma. Is there a difference? Learn how lean and six sigma work together and how NOT to mistake the tools.”

We would also leverage this opportunity to visit related videos:

Uncover the differences between Lean, Six Sigma and Lean Six Sigma – “Lean Six Sigma subject matter experts and instructors Chad Smith and Chris Hayes describe the core differences between Lean and Six Sigma.”

Waste Analysis – “The simplest thing an organization can do in applying lean is to identify waste in its processes and then work to eliminate them. To get started, conduct a waste analysis. It typically looks for waste in eight categories.” [Do visit identifying waste too.]

Is Lean (and Six Sigma) the way to go – “Lean expert, David Behling, and Six Sigma expert, Maria Pamment, discuss the relevance of lean and Six Sigma, the challenges of implementing lean and how to get executive support.” [Do visit David Behling's lean insights too.]

The Lighter Side–Lucy Hates Waste – In this classic comedy clip, we see an example of overproduction (one of the eight wastes of lean). Too bad eating extra product isn’t always a delicious option.

Lean Improves Response Time and Increases Revenue for Global Lender – One global lender was losing 40% of its applications for auto loans in Latin America. The organization used Six Sigma and lean tools to improve response time AND increase revenue in the process. [Do visit Case study too.]

Our ASQ’s Influential Voice for the month is – Dr. Lotto Lai

Dr. Lotto LaiBased in Hong Kong, China, Dr. Lotto Lai specializes in scientific research, quality assurance, and management. Dr. Lotto Lai has over 15 year hands-on experience in scientific research, quality assurance and management in Commercial Laboratory, University Testing Centre, Certification Body and Consultants Firm. He is Chairman & Fellow in HKSQ, MHKIE, SrMASQ, CMQOE and IRCA QMS Lead Auditor. He blogs at Quality Alchemist. The site already depicts publication of 52 posts in the year 2014, till date. The articles present a wide panorama of events that take place at HKSQ and other topics related to the subject of Quality.

We do not have a fresh insight this month in so far as Curious Cat Management Improvement Carnival category is concerned.

So we take a have look @ Interview on PDSA, Deming, Strategy and MoreBill Fox interviewed John Hunter and has posted the interview on his web site: Predicting Results in the Planning Stage.

I look forward to your active participation in enriching the blog carnival as we pursue our journey …………….

Carnival of Quality Management Articles and Blogs – April 2014

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Welcome to April 2014 edition of Carnival of Quality Management Articles and Blogs.

We continue with our topic for in-depth view: Nonconformity / Non – conformance, focusing on Non – conformance in this issue.

Refusal | objection | dissent | protest | disobedience | disagreement

         and Antonyms

concurrence |acceptance |agreement |approval

for noncompliance .

A non-conformance is a departure from an agreed arrangement between an approval authority (or orthodox position) and an individual or group performing work.

In the context of quality management an “arrangement” is commonly an agreement to conform to: A Work Product Standard; A Predefined Procedure; A Work Product Specification; A Documentation Plan; An International Standard for Best Practice.

Nonconformity refers to a failure to comply with requirements, whereas Nonconformance refers to a deficiency in a characteristic, documentation, or procedure that renders the quality of an item or activity unacceptable or indeterminate; nonfulfillment of a specified requirement.

A non-compliance is the failure to adhere to an Act or its Regulations
A non-conformance is the failure to comply with a requirement, standard, or procedure.

A Google search throws up a host of additional informative article and links in so far as Non-conformance / Non-compliance is concerned. Among several such results, we take a look at selected few, from different fields.

Failure or refusal to comply. In medicine, the term noncompliance is commonly used in regard to a patient who does not take a prescribed medication or follow a prescribed course of treatment.

The process of determining noncompliance is an important aspect of the International Atomic Energy Agency (IAEA) safeguards system, as well as the only established mechanism for determining noncompliance with the nuclear Nonproliferation Treaty (NPT) itself. Noncompliance with an NPT safeguards agreement constitutes violation of Article III of the NPT, the obligation to accept safeguards on all nuclear material, and, depending on the circumstances, possibly a violation of Article II, the obligation not to acquire nuclear weapons.

Noncompliance: Any action or activity associated with the conduct or oversight of research involving human subjects that fails to comply with the research plan as approved by a designated IRB or federal regulations or institutional policies governing such research. Non-compliance may range from minor to serious, be unintentional or willful, and may occur once or several times.

Noncompliance with regulations by enterprises is said to be rife in developing countries. Yet there is limited systematic evidence of the magnitude of noncompliance at the enterprise level. Making innovative use of two complementary data sources, this paper quantifies noncompliance for India’s Factories Act without the question of illegality ever being raised directly with enterprises. The paper finds that more than twice as many firms are not complying as are complying. Further, the number of non-compliant firms is much larger than the number of firms adjusting out of the regulation. Thus noncompliance with the Factories Act is a key feature of the “missing middle” in India. The paper explores the main trends and patterns of noncompliance and highlights a number of key issues for further analytical and policy research.

As we search for more results, we observe that more of the articles deal with the subject from Quality (Management or Function or Profession). Hence we will take a more detailed look at these articles in our future edition when will be having a look at the subject purely in terms of Quality (Management or Function or Profession).

Next, we turn our sails to our regular sections, starting with an international body actively engaged in furtherance of quality.

The Product Development and Management Association (PDMA) is the premier global advocate for product development and management professionals. Our mission is to improve the effectiveness of individuals and organizations in product development and management. This is accomplished by providing resources for professional development, information, collaboration and promotion of new product development and management.

The development of new products and services involves an integrated set of unique activities. PDMA is the only organization that focuses on addressing this challenge by providing the following opportunities for professional development: education, experience, networking and recognition.

Updates can be obtained from PDMA News blog for association news or the PDMA Blog which features content from PDMA members.

And then move over to ASQ TV Episode- Six Sigma

Six Sigma is a well-known quality method. But like most quality techniques, its use changes and evolves as organizations do. In this episode, we discuss benefits and challenges associated with implementing Six Sigma; how to distinguish the Six Sigma belt colors; the potential return on investment of implementing Six Sigma; the basics of DMAIC; and play a fun game of “Name That Black Belt.”

Lean and Six Sigma Conference Audio

Costs and Savings

DMAIC

Our ASQ’s Influential Voice for the month is -Shon Isenhour

Shon IsenhourBased in Charleston, South Carolina, Shon Isenhour specializes in business process management, strategic planning, organizational change management, and reliability engineering. He has led improvement initiatives for industries such as pharmaceuticals, metals, petrochemical, paper, and power generation, among others. He is direction of education and work execution management at GPAllied. Shon writes about reliability on Reliability Now, with a tagline – Developing and Sustaining Improved Corporate Bottom Line Performance.

We take a detailed look at one of the posts on this blog.

Education Without Application Is Just Entertainment: 3 things that can help create a return on education.

Retention:Take the time to map out the skills you need the person to have and the learning objectives associated with those skills. Then the training can be customized to only provide the points and topics they need to be successful.

Application: Once a student has seen a new way to do something in the training environment they must apply the skills nearly immediately. This helps with the previous topic of retention but it also creates success and real world examples that can be used to continue the change process.

Culture Manipulation: With a pull from leadership and the success of quick application you can begin to manipulate the culture into the target state.

We do not have a fresh insight this month in so far as Curious Cat Management Improvement Carnival category is concerned.So we take a brief stay at Good Process Improvement Practices and related articles – Change is not ImprovementHow to ImproveWhere to Start ImprovementOperational ExcellenceHow to Manage What You Can’t MeasureMaking Better DecisionsFind the Root Cause Instead of the Person to Blame

I look forward to your active participation in enriching the blog carnival as we pursue our journey …………….

Carnival of Quality Management Articles and Blogs – March 2014

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Welcome to March 2014 edition of Carnival of Quality Management Articles and Blogs.

Our topic for in-depth view is: Nonconformity / Non – conformance.

The Quality profession would tend to take these two words in the same stride. However, a closer look is likely to throw up some subtle difference – if not so much in the   colloquial or practical meaning(s), certainly in terms of spirit of the content of the approach.

Hence, I have decided to take up Nonconformity, Non-conformance and their literal antonyms Conformity and Conformance for a separate detailed study each month, before we take up the discussions of these terms from the perspective of Quality Management – as a profession and as a function.

So, first, we take up Nonconformity in the present edition.

Apparently Nonconformity has far reaching different shades of meaning and intent in different fields, such as Gender Diversity, Religion, Psychology, Sociology, History and the similar other fields.  Therefore, we would confine our discussions to the articles which remain GENERAL in nature.

  • Merriam-Webster Dictionary defines Nonconformity as ‘failure or refusal to behave the way most people behave: failure or refusal to conform’.

If a fireman came to work in a police outfit or clown suit, that would be a clear case of nonconformity. Where there’s nonconformity, there’s difference.

Nonconformity means that someone is doing things differently from the norm.

Too much nonconformity can create chaos, but without a little nonconformity, life would be pretty boring.

  • Theasarus.com defines Nonconformity  as  ‘belief, behaviour different from most’.

Synonyms for Nonconformity

denial  | disaffection | disagreement | disapprobation | disapproval | discordance |  disobedience | dissent s| eccentricity s| exception | heresyta| | | heterodoxytar | iconoclasmta |insubordination| lawlessnessar| | negationta| | nonacceptance s| | noncompliance | | objection |opposition | originality | recalcitrance| | recusancy | rejectionar | strangeness |r| unconventionality | uniqueness | unorthodoxy | unruliness | vetor | violation | contumaciousness | |mutinousness | nonagreementar | nonconsent |

Antonyms for nonconformity

acceptance | agreement | allowance | approval |concurrence | endorsement | harmony |normality | obedience |observance | orthodoxy | peace | permission |ratification | sanction | usualness

In the battle against conventional beliefs, we focus on three Unconventional Strategies for Life, Work and Travel. I define non-conformity as “a lack of orthodoxy in thoughts or beliefs” or “the refusal to accept established customs, attitudes, or ideas.”

Under the category Non-conformity  on this blog, we have two articles that our draw our attention –

“The past always seems better when you look back on it than it did at the time. And the present never looks as good as it will in the future.” -Peter Benchley

  • In Limbo – Being between things is tough. There’s a bright future ahead! You can picture it, just out of reach in the near distance.

You could accept less than you dreamed of, in other words. But why would you do that?

Chances are, there’s only one real option: keep working away. Tick-tock. Check off the tasks one at a time.

Two steps forward, one step back.

There is a fine line that separates conformity from nonconformity, and both of them from intelligent decision making.  Although the distinction may seem clear, I believe the difference is far more complex than most people are aware of.  Why?  Because an accurate measure of conformity or nonconformity is based exclusively on an individual’s true understanding of a subject.

 

Traditional religions have generally prohibited tattoos on the grounds they encourage superficial thinking (what’s on the surface is not what matters).

The human mind is easily programmed, and human behavior is largely autonomous once the sub-conscious has a suggestion of what to do. By default, people seem inclined to conform to the ideas, environment and behaviors around them, at least as a means of survival and of fitting in. Unless an individual takes charge of their own mind and their own behavior, most people are content to follow along with what other people are doing, even if that means doing something self-destructive.

In no particular order, here are the top five ways to practice non-conformity in the world that we have created for ourselves – the matrix of self-destruction.

Monetary Non-conformity – The human race is enslaved to a corrupt and inflationary monetary system. To act as a balance to this, any opportunity to conduct life without using the dollar and the credit system is a stunning act of non-conformity.

Shun the Materialistic and the Entertainment Driven Lifestyle – To be realistic about one’s true needs and to consume less “stuff” makes one stand out as a non-conformist in today’s culture.

Health Rebel – Taking control of diet, finding some enjoyable type of exercise, and being courageous enough to try out alternative, non-pharmaceutical modalities of healing when possible, are, oddly enough, all one has to do in order to stand out as a health non-conformist.

Re-Education – The quality of the future can be seen in the quality of our youth, and the current models of building quality people seem to be falling short. Trying out new modalities of education for our children is an inspiring way to work towards a better vision for the future.

Experience-Based Spirituality – The non-conformist of today explores practices and ideas that work best to induce direct experience, following intuition to develop a connection to the sacred part of humanity, which is so routinely trampled in our hectic world. Finding inner peace through whichever religion or philosophy you choose is critical to creating a world free from toxic effects of collective fear.

These are certainly not the first words written on the subject, and are definitely the last! I am sure; there would be many more enlightening materials that would provide a far-more encompassing view of the subject. The more we know what we do-not-know of Nonconformity, we can turn the knowledge for creative use of nonconformity for sustained improvements.

Next, we turn our sails to our regular sections, starting with an international body actively engaged in furtherance of quality.

  • National Institute of Science and Technology of  US Department of Commerce is one of the USA’s oldest physical science laboratories. US Congress established the agency to remove a major handicap to U.S. industrial competitiveness at the time—a second-rate measurement infrastructure that lagged behind the capabilities of England, Germany, and other economic rivals. Today, NIST measurements support the smallest of technologies—nanoscale devices so tiny that tens of thousands can fit on the end of a single human hair—to the largest and most complex of human-made creations, from earthquake-resistant skyscrapers to wide-body jetliners to global communication networks. A-Z subject index — alphabetical listing of research topics, activities, programs, products, and services would help to explore NIST’s web site to learn about its current projects.

And then move over to ASQ TV Episode Culture of Quality:

Culture is the driving force of quality. Creating and sustaining a quality culture are much-discussed topics in the quality community. In this episode, we explore the ways that quality culture contributes to organizational performance. We’ll also learn what quality leaders can do to take organizational culture into their own hands. We’ll also recognize quality engineers and their superhero status.
The Related Video – Driving Culture of Quality –  adds further value.
A culture of quality can mean different things to different organizations. Determining what culture of quality means is the first step in the improvement journey.

Our ASQ’s Influential Voice for the month is – John Hunter

No doubt, we are familiar with the Management Improvement Carnival which has been the regular feature at The Carnival of john-hunterQuality Management Articles and Blogs.

John Hunter has a background in online quality information management. He has developed quality improvement methods and software at the quality management office of the Secretary of Defense and the White House Military Office. He blogs at Curious Cat Management Blog .

John Hunter writes primarily about management improvement on this blog – which makes sense given the title – through the range of topics like Deming, lean thinking, innovation, customer focus, continual improvement, six sigma… In the very early days he had more on investing, economic data, science, engineering and travel. Then he created three new blogs (Curious Cat Investment and Economics Blog, Curious Cat Science and Engineering Blog, Curious Cat Travel Photos blog)

In this month’s edition we will take a look at his post Poor Results Should be Addressed by Improving the System Not Blaming Individuals.

“I should estimate that in my experience most troubles and most possibilities for improvement add up to the proportions something like this: 94% belongs to the system (responsibility of management), 6% special.” – Page 315 of Out of the Crisis by W. Edwards Deming

I look forward to your active “non-conformant” participation in enriching the blog carnival as we pursue our journey …………….

Carnival of Quality Management Articles and Blogs – January 2014

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Welcome to January 2014 edition of Carnival of Quality Management Articles and Blogs.

Last year each of our carnival-post simply presented as much as wide choice of articles/ blogs/ sites on the core subject as well as articles that had indirect, but quite strong direction to of Quality. Moreover, we had settled on regular features of, a look at a National / International Body engaged in the field of promoting Quality,  ASQ Video, ASQ Influential Voice and John Hunter’s Management Improvement Carnivals.

For 2014, we would add one more flavor – articles/ blogs/ sites related to a specific Topic.

For the present edition, we would enlist some such links to Cost of Quality.

  • Cost of Quality – The countless, unseen details are often the only difference between Mediocre and Magnificent.

Cost of Quality Basics (CoQ) – The figure below shows the 4 major categories for Quality Costs and examples within each area.

Cost of Quality          The four major categories are:

Prevention Costs

Appraisal Costs

Internal Failure Costs

External Failure Costs

At the highest level, there are two different terms in the Cost of Quality equation: the Cost of Good Quality (CoGQ) and the Cost of Poor Quality (CoPQ). This can be understood in the below formula:

                               CoQ = CoGQ + CoPQ

Quality costs are the total of the cost incurred by:

- Investing in the prevention of nonconformance to requirements.
– Appraising a product or service for conformance to requirements.
– Failing to meet requirements.

Cost of Quality Overview – An excerpt from the Handbook for Quality Management (2000, QA Publishing, LLC) by Thomas Pyzdek contains links to following other articles:

Goal of Quality Cost System

Strategy for Reducing Quality Costs

Management of Quality Costs

Cost of Quality Examples

Use of Quality Costs

Benefits of Quality Cost Reduction

  • The Tip of the Iceberg  – A Six Sigma initiative focused on reducing the costs of poor quality enables management to reap increased customer satisfaction and bottom-line results.
  • Total Cost of Quality for the Total Picture The CoQ model, also known as The Economic Conformance Model, shows us the rising costs associated with proactive management of quality as compared to the decreasing costs associated with improving quality.
  • The Tip of Iceberg – When Accounting for Quality, don’t Forget the Often Hidden Costs of Poor Quality – By Joseph A. DeFoe

Slideshare shows 50,394 results for “Cost of Quality”

We now move on to take a look at the other articles/ blogs/ sites:

Does Management By Objectives Stifle Excellence? By John Dyer, President, JD&A — Process Innovation Company

Setting arbitrary goals can hamper the ability to improve dramatically – or drive the wrong improvement behaviors entirely.

When Systems Rule…And When They Don’t By Mathew E, May @ EditInnovation

I’ve been thinking about how bad they are, and how a good person up against a bad system stands little chance……on an anything BUT a level playing field. With another system outside the one you’re up against, one that allows you to get to the genesis of the system you want to defeat–the people who created it and tell it what to do in the first place.

You CANNOT do it from within the system! (This is why most systemic change happens only when leadership changes hands.)

Should it be this hard to change a system? Should the normal situation be that when you put a good person in a bad system, the system automatically wins?

I don’t think so. A good system must be more dynamic, more user-focused. … Change needn’t always come from an outsider.

Systems should have learning and improving built in. They should engender trust through transparency.

So why don’t they, by and large?

Systems–and systems thinking–have great relevance to what everyone in business is striving for these days: a strong culture of innovation. The focus in popular business press is on the visible part, the culture. I think it’s a red herring.

I think that if you want to create a strong culture, you have to focus on the thing on which culture rests: the system.

Making Better Decisions over Time by Phil Rosenzweig @ Strategy+Business

The technique of deliberate practice can dramatically improve performance, but knowing its limits is as important as understanding its value.

Next, we turn our sails to a National Body, furthering the cause of Quality.  In the present edition we visit, wherein Indian Merchant Chamber  Ramkrishna Bajaj National Quality Award process recipients of various recognition levels are required to share information on their successful performance and quality strategies with other Indian organizations. The IMC Juran Quality Medal was instituted by the IMC RBNQA Trust to recognize individual excellence on criteria articulated by Dr. J M Juran, the renowned Quality Guru.

And then move over to ASQ TV Episode –  Risk Management and Quality

Organizations perceive risk management in three general ways. Carol Fox, Director, Strategic and Enterprise Risk Practice, RIMS, describes the way organizations think about risk management, how risk management is evolving and why the quality community is essential to the company’s risk management function.

Our ASQ’s Influential Voice for the month is – : Cesar Diaz Guevara

Cesar Diaz Guevara is ASQ’s Country Councilor in Ecuador, where he lives and blogs. He has a background in project analysis, quality systems, and quality management. He writes in English and Spanish @ Calidad y Actitud.

Cesar Diaz Guevara’s quality ethos is summed up in one sentence: A Quality time is a time when we enjoy what we do, and in turn we provide Quality service to other human beings.

And we finally round up our present edition with Management Improvement Carnival – 2013 Edition – Tanmay Vora @ QAspire.com has been hosting the annual management improvement carnival (organized by John Hunter) for last 3 years. This year,  Tanmay Vora has reviewed  three blogs, featuring their best 3 posts that he enjoyed reading.

The blogs and respective posts are:

Jesse Lyn Stoner’s Blog

Why Good Teams Make Bad Decisions

The 12 Skills of Brilliant Team Members

The Six Benchmarks of High Performance Teams

James Lawther’s SquawkPoint Blog

The Simple Reason People Won’t do as You Ask

Is Your Boss Really That Stupid?

How to Sink a Ship

Jamie Flinchbaugh

Executives can’t do it alone, and must be masters of developing people

The difference between tension and stress

Integrity…don’t leave home without it

And a bonus of Related Posts, as well:

  1. People Focus – 2010 Management Improvement Carnival
  2. Annual Management Improvement Carnival: Edition 1 (2011)
  3. Annual Management Improvement Carnival: Edition 2 (2011)
  4. Management Improvement Carnival: 2012 Edition

I look forward to your active participation in enriching the blog carnival  as we pursue our journey through 2014…………….

Carnival of Quality Management Articles and Blogs – November 2013

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Welcome to November 2013 edition of Carnival of Quality Management Articles and Blogs.

We have few good leads for Social Responsibilities vis-à-vis Quality.

Raj Sapru, Former Director, Advisory Services in  BSR Insight presents Sustainability: What’s Quality Got to Do With It? :  As the relative upstart to quality (which is three times older), CSR may follow a similar path, moving from executive mandate to corporate function to a set of integrated values. Some even argue that the success of CSR integration will be measured by a diminishing need for a corporate-level CSR or sustainability function—and there are many lessons from the path that quality has taken.

BSR’s recent report in partnership with the American Society of Quality, “CSR and Quality: A Powerful and Untapped Connection,” explores in more depth the connection between CSR
Building Socially Responsible Organizations:  ASQ’s social responsibility (SR) initiative, TheSRO, has a new website. If you haven’t checked it out yet, I strongly encourage you to do so. Here’s the link: www.thesro.org. It’s mission is to “increase the use and impact of quality to meet the diverse needs of the world.”
Increasingly, accountability and social responsibility are the expectation of consumers around the globe. To be socially responsible, people and organizations must behave ethically and with sensitivity toward social, cultural, economic, and environmental issues…….We believe that quality offers the tools to meet these emerging needs. TheSRO is a collaborative movement to integrate socially responsible practices into systematic approaches that meet the diverse needs of the world. To learn more about the connection between quality and SR, click here

As an organization, Business for Social Responsibility’s mission is to work with business to create a just and sustainable world. We envision a world in which everyone can lead a prosperous and dignified life within the boundaries of the Earth’s natural resources.
BSR ‘s Theory of Change believes that a just and sustainable world will result when the unique skills and resources of all sectors—business, civil society, and government—are aligned toward that goal. The role of business is to create and deliver products and services in a way that treats people fairly, meets individual’s needs and aspirations within the boundaries of our planet, and encourages market and policy frameworks that enable a sustainable future.

Lowell Centre for Sustainable Production  – By taking up the challenge of pursuing the long-term goal of Lowell Center projects and affiliates to redefine environmentalism and occupational health and safety while also demonstrating how these concepts are compatible with new systems of production and consumption that are healthy for workers, environmentally sound, economically viable, and socially accountable.

At this point, we take a sudden detour to more technical aspects of Quality.

October 2013 issue of IRCA’s magazine INform  brings Japan’s inside scoop on the new ISO 9001 standard and tests your standards knowledge in our exclusive quiz

In its technical section, Richard Green talks about the generic approach to transition training for future Management Systems Standards.

Whilst on the subject of enriching Internal Audit as a tool for Quality Improvement, in a regular column in  Quality Digest , GOTTFRIED GIRITZER    suggests Using Internal Audits as an Efficiency Improvement Tool to check for the efficiency of the System . Formal “Internal Auditor” trains co-auditors. For them it’s not necessary to have education and training as an internal auditor. It is only their duty to study all the relevant regulations of the management system that are valid for the department in question prior the internal audit.

51 Objects in ISO 9001 has identified 51 objects in ISO 9001,which should exist or be implemented in order to control customer satisfaction. 34 (66%) of these objects are processes/procedures. In a few cases quality dimensions of these objects are explicitly mentioned: commitment (5.1), customer focus (5.2) competence, awareness (6.2.2), traceability (7.5.3) and continuity (8.5.1). Some key words are: control (6), design and development (6), quality (3) and review (3).

The Most Common Mistakes with ISO 9001 to Avoid has re-visited the fundamental basis for pursuing the design and implementation of ISO 900 standards, so as to align the overall business strategy with the body of QMS within the organization.

APPLY THE PDCA CYCLE FOR CONTINUOUS IMPROVEMENT ON EPCI PROJECT has graphically explained application of continual improvement in project management set up.

Jørgen Winther@ The No Crisis Blog has put the PDCA in its right perspective – “a cultural habit – not a project , not something that can be done by force, but a way of working on every day basis” in How Long is “Continuous”? – On PDCA.

We once again take a turn to take on a macro view of Quality.

Greg Goodwin has posted 3 Questions to Answer When Shaping Your Quality Management Culture, because achieving a model of operational excellence  and optimizing the company’s key resources of people, processes, and technology requires the efforts of the entire organization.

The three questions are:
1.      Are you cultivating quality management leaders in your organization?
In order to best manage quality and foster an environment of innovation and continuous improvement, it’s important to provide a corporate framework while leaving room for some decisions that may be best left to local leaders.
     2.  What is the proper ratio of corporate versus local quality management?
The most effective approach is usually a “hybrid” between the two that focuses on standardizing only the processes that are essential to meeting the organization’s overall quality goals, allowing for continuous improvement and local control where they are deemed more effective.
    3. What is the role of technology in building a quality culture?
On top of the superior data collection and analysis capabilities enabled, having integrated solutions is an important way of improving communication and collaboration around quality.

Shaun Spearmon , an engagement leader at Kotter International loves  Lewis Carroll’s quote, “If you don’t know where you are going, any road will get you there.” In the article, Your Company Vision: If It’s Complicated, It Shouldn’t Be,  he amplifies that visions are intended to clarify the pathway forward. When effective, the vision statement has an illuminating quality that allows organizations to move fast and with great precision. Simply stated:  It’s NOT complicated.

Kurt J. Harden@ Cultural OfferingThey don’t care about you  touches upon one of toughest lessons to teach new employees, in the workforce, is a simple guiding service principle:  They don’t care about you.

It isn’t a sad commentary on society; it is commerce.  It is basic psychology and can be incredibly liberating.  Armed with this understanding and acting on it, your problems may actually lessen, your load may even lighten as you serve others with greater focus. ……Learn the lesson and you are on your way to success.

Caroline Ceniza-Levine , on Forbes  – has quoted Albert Einstein – Not everything that counts can be counted, and not everything that can be counted counts. in  What Is The Better Metric: Feelings Or Numbers?.  And then builds up: Einstein has it exactly right. There is no one suitable metric for everything. You have to run the numbers and understand your data. But not everything can be boiled down to numbers, nor should it.
Ideas for World Quality Month 2013 : November is the Fourth Annual World Quality Month, a celebration of quality, its impact on the world, and quality practitioners whose knowledge, experience, and passion make improved quality available for anyone who asks. You can learn more about the event on www.worldqualitymonth.org.

Eyesore 9001 & Other Humor Documents – Face it, Quality is a tough profession, and sometimes you need a break from the stress. This is where Oxebridge’s free humour documents come in.
EYESORE 9001 was first published in 2004, and has since been downloaded over 250,000 times. It’s a hilarious and biting look at not only the ISO 9001 standard, but the machine behind the creation of such standards. Updated for ISO 9001:2008, you can still download it for free below.

DUMBAS9100 takes on the aviation, space and defence industries, with this parody of the aerospace standard AS9100. For mature readers only (some adult language), you can download it here.

We begin our usual round of ASQ Videos with 2013 World Quality Month, supplemented with Videos with keyword “World Quality Month”

ASQ TV Episode 10: Teamwork: Learn what makes a team work successfully to accomplish goals and deliver results.

Our ASQ’s Influential Voices this month is Daniel John Zrymiak.

Daniel Jon Zrymiak“Daniel John Zrymiak is from Surrey, British Columbia, Canada. He has worked in quality for two decades, mostly recently at Accenture as a Mobilization Lead. Daniel is active in ASQ as a Quality Press author and reviewer, member leader, and Technical Committee chair (Finance and Governance – Quality Management Division). He blogs at AQualitEvolution.

“With respect to Quality, I have as many questions as answers, and through the exchange I hope to create a community of like-minded people to help advance our profession in order to achieve and sustain relevance and positive breakthroughs as we pursue and realize our ideals.””

A QualitEvolution is intended to capture positions and experiences as a participant in the evolution of the Quality profession into the 21st century. From its origins as the brainchild of Corporate Industrial Statisticians, our profession has transformed and evolved to incorporate and adapt to the demands and expectations of our modern existence.

The scope of the subject matter within A QualitEvolution extends to the furthest ranges of quality, business transformation, management science, and all that jazz ..”

And we finally round up our present edition with- John Hunter’s Management Improvement Carnival # 201.

There cannot be iota of doubt that what we cover in each episode here may not be totally representative of what was written on Quality. It is also not all that I came across to read. It is only what I found to be interesting in so far as tour main topic – QUALITY – is concerned. Hence, it also can be taken as an accepted fact that your constructive inputs would go a l..o..n..g way to enrich the content on this carnival………

Carnival of Quality Management Articles and Blogs – October 2013

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Welcome to October 2013 edition of Carnival of Quality Management Articles and Blogs.

This month, we have a broader canvas of articles that looks at Quality from different perspectives.

Evan Mathews Sanders, in his “journey to becoming a better man every day and the lessons I learn along the way” @ The Better Man Project presents

The Finest Moment

Our finest moment

Is when we reach

For something past our present

Like a fumbling hand into the future

But with a vision

That hand becomes still

One that grips with purpose

And moves away from temptation

And , on somewhat different note, we have Jessica Gross @ TED Talks’s SCIENCE section presenting the views of biologist Stuart Firesten on “In praise of ignorance” in today’s TED talk. Stuart Firestein, while proposing that science is really about ignorance, states that “Science, we generally are told, is a very well-ordered mechanism for understanding the world, for gaining facts, for gaining data.”   He explains: “I mean a kind of ignorance that’s less pejorative, a kind of ignorance that comes from a communal gap in our knowledge, something that’s just not there to be known or isn’t known well enough yet or we can’t make predictions from.” the more we know, the more we realize there is yet to be discovered.

The Quality and HSE professionals may draw lessons from Jeremy Anderberg’s Survival Lessons from World War Z @ The Art of Manliness. We have a “unique telling of the popular genre. What really sets it apart from those other cheap zombie thrills is that it focuses largely on how individuals, communities, and governments would react to such a scenario. It’s almost more of a fictional sociology textbook rather than a novel.

Whether in the actual apocalypse, or just a localized natural disaster (like what we experienced a couple weeks ago here in Colorado), these are lessons that anyone and everyone can start applying.

It took freak flooding in the city I live in to teach me the lesson that being prepared for disasters isn’t just for folks who are hard-core, it’s for people who are smart and want to come out the other end with their families and communities intact.

  • It’s Not If, But When – “Most people don’t believe something can happen until it already has. That’s not stupidity, that’s just human nature.” –World War Z by Max Brooks
  • Zombies Don’t Care About Your PowerPoint Skills – Ours was a post-industrial or service-based economy, so complex and highly specialized that each individual could only function within the confines of its narrow, compartmentalized structure. …We needed to get a lot of white collars dirty.”
  • Practice Self-Reliance Before You Need It – Not only will having DIY skills help you rebuild your community, they also greatly increase your self-reliance.
  • Basic Physical Fitness is Paramount – “Make no mistake, bipedal locomotion was how most people traveled in the beginning.” Traffics jams of stalled cars that are miles long will be the norm in every big city.
  • Relationships Matter, Even in the Apocalypse – Our jobs tend to have pretty defined hierarchies. This should go without saying, but treat everyone (secretaries, janitors, security guards, doormen) in your office and building just as you would a peer. Beyond being a kind gentleman, those people may very well save your life someday.
  • The Latest and Greatest Technology Isn’t Always the Greatest  – Technological advances are a fantastic thing. They provide entertainment, enjoyment, efficiency, convenience…and the list goes on. There is also a downside, however, particularly when it comes to survival scenarios. If we become too dependent on new technologies, it can hamper our survival efforts. Remember it was old Ham radio that came to communication rescue in the matter of Colardo” (or Uttaarakhand, India) flash floods.

On a similar note, Bill Wilder  @ Learning is Change, in the article - The Master’s Lessons on Learning – presents what “Leonardo da Vinci once said that “learning never exhausts the mind.”  Although we’ll never know for sure exactly what he meant, it sounds like he was saying something like this: Real learning happens when people do stimulating things that don’t wear them out.”

We now move on to some hard-core Quality issues. Incidentally, these articles come from some of the ASQ’s Influential Voices.

Nicole @ Quality And Innovation opens with a statement “Achieving quality (re: ISO 9000 para 3.1.5) is all about meeting stated and implied needs” in Expressing Your Needs and then goes on to link Steve Pavlina’s broader discussion that there is probably a vast audience of potential partners and co-creators who, at any time, are ready and willing (and happy!) to meet your needs. It’s just that you haven’t broadcast those needs and so the people who would be happy to help you meet them are still in the dark. “But our society has conditioned us not to freely express our needs to friends, family, and others; after all, if we need something, the marketing should have worked already, and we should know where we can go to willingly exchange currency for the means to satisfy that need.”  The author sums up the article with – “first step is for me to start getting comfortable with expressing my needs – and being open to the people who will show up to help meet them.”

Anshuman Tiwari @ Qualty the Unfair Advantage has passionately thrown the gauntlet for the quality professionals in Quality must make money and not just be the right thing to do.  “In a recent post on his bog, Paul Borwaski, CEO of ASQ, shared a fantastic turnaround story about Corning Glass. As usual Paul choses his subjects wisely and presents his thought crisply. See the case study here.

Here are some key insights from Corning’s revival and dominance through Quality that I could summarize for you.

  • Winning the Baldrige is not enough – New challenges emerge requiring new responses. Corning Glass’s case clearly demonstrates how quickly we can slip if we drop the ball.
  • Quality is a Board subject – With Corning Glass’s case it is reiterated that once Quality slips lower in the organizational hierarchy, poor quality results follow quickly.
  • BigQ and Performance Excellence – Small Q is a reference to product quality and Big Q refers to an all-encompassing view – quality of business processes. With dimensions such business processes and customer experience the quality field has evolved into Performance Excellence. Corning realized this and included all functions in their quality program. Rich dividends followed.
  • Don’t ignore Quality training – All change starts with knowledge. Without adequate knowledge of what to do we risk changing processes only to create more havoc. Corning realized the value of training before embarking on change and invested in Six Sigma and Lean training for over 1000 staff.
  • Choose methods and tools wisely – Corning did not just pick every method available. They studied all and developed a framework and stuck to it. The Corning Performance Excellence model addresses collaboration, innovation, and improvement.
  • Quality must make money - Finally a Quality program must help make money. Quality is free but not charity.

Dr. Lotto Lai @ Quality Alchemist, has chosen the ‘The ANQ 2013’ in the article Asiaization is the Future of Quality  – which was slated to be held from 14th to 18th October 2013 – Bangkok, THAILAND , meet  to launch a relatively new lexicon in the realm of Quality – “Asiaization (亞洲化) [which]  is an action, process, or result of doing or making Asia-like; implying Asia culture and habit will be more and more important in the world.” In his detailed and methodologically narrative he emphatically states that “Asiaization (亞洲化) will be a key force of the “Future of Quality””.

Jamie Flinchbaugh, in the article Lessons From the Road: Get the Most from Your Assessments has presented the value of Assessment, as different from Audit He states that Assessment is the part of continuous improvement that people generally don’t enjoy, and don’t get nearly the value from that they should. As the saying goes, “Anything worth doing is worth doing well.” The article has also spelt out the steps for realizing the value of the assessment.

Dr. Lotto Lai also leads us to this month’s visit to an organization  engagaged in the pursuits of Quality Movement. Asian Network for Quality (ANQ), established since 2002, will take a significant role to contributing to the world economic development through improving quality.

The theme of ANQ 2013 is “Quality for the Strength of Asia”.

The keynote address @ ANQ 2012 – The First Ten Year Journey of ANQ  Presented by Dr. Noriaki Kano provides the detailed journey of growth of ANQ since 2002.

The emerging importance of the Quality Fraternity of Asia, in “45 year history of the Academy this is the first time a person – Mr Janak Mehta , Founder President ISQ and presently Chair International Relation Committee of ISQ  –  from region other than USA, Europe and Japan has been elected to this position.

We now take a look at current Roundup, which now presents a range of views by the ASQ Influential voices, in The Challenges of Sustaining Excellence wherein Scott Rutherford wraps up the bloggers’ comments nicely when he says: “Each organization has a unique culture with periods of great success as well as turbulent times. Ultimately, it is the alignment of culture, strategy, and execution that defines organizational sustainment during change of organizational leadership.”

In our regular winding up session from ASQ™ TV: Creating a Global View of Quality, we have ASQ TV Episode 9: Process Improvement.  This episode is about elements of process improvement. A Mexican automotive parts manufacturer shares its improvement story. An expert in transformational thinking gets us to look beyond standardization and problem solving. A rock band treats us to its interpretation of process improvement.

This month we visit Jimena Calfa  @ ASQ’s Influential Voices

Jimena CalfaAn Argentina native Jimena Calfa is a systems engineer specializing in quality software. She also writes about using quality tools in everyday life at Let’s Talk About Quality. She regards quality as “key of success of every organization and every person, in every aspect of life.

She understands Quality from the perspective of what Aristotle has said: “Quality is an art won by training and habituation. We are what we repeatedly do. Quality, then, is not an act but a habit”.

She has passionately put across the rationale for writing blog by quoting the Cuban writer, José Martí : “Everyone to be complete has to plant a tree, have a child and write a book”. “In this technological age, we could replace the last part of the phrase and say “… and write a Blog.”

Her blog – Let’s Talk About Quality - has sections like General Concepts [where we find articles on quality, in general]  XX vs. YY [which has articles like Customer vs. ClientActuality – ASQ [documenting her association @ ASQ] Q & A OFI (Opportunities for Improvement) My Bookshelf [listing the books she would recommend].

And we finally round up our present edition with -
Management Improvement Carnival # 200

We end current edition of the festival with James Clear’s article @  Lifehacker –  A Scientific Guide to Effectively Saying No. “In fact, not being able to say no is one of the most biggest downfalls that successful entrepreneurs claim as their own key mistakes.

“I can’t” and “I don’t” are words that seem similar and we often interchange them for one another, but psychologically they can provide very different feedback and, ultimately, result in very different actions.

The ability to overcome temptation and effectively say no is critical not only to your physical health, but also for your daily productivity and mental health. To put it simply: you can either be the victim of your words or the architect of them. Which one would you prefer?
But I do continue to wait to know your reasons for saying NO to my statement at the end of every edition, seeking your constructive inputs and suggestions…. to improve content and the style of this Blog Festival… And of course your YES – to put forward your views, candidly, is what I really look forward to…………………..

Carnival of Quality Management Articles and Blogs – September 2013

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Welcome to September 2013 edition of Carnival of Quality Management Articles and Blogs.

We begin our current session by drawing upon seemingly unrelated fields.

The first is  Rick Bohan’s article -Volleyball, Chess and the Successful Lean Implementation, where we draw useful learning from the study of sports in so far as Lean and Quality are concerned. “People make use of patterns to evaluate and figure out how to respond to what they see. Make those patterns easy to discern, and they’ll do a better job of keeping processes in control.

First, it speaks to one of the primary foundations of lean, that is, the generation of easy-to-see, easy-to-learn, easy-to-respond-to patterns of work, material flow and information flow.

Second, it speaks to why there can be such strong resistance to even the simplest lean initiatives like 5S and visual factory.  Employees who have spent thousands of hours in their workplaces have formed strong patterns.  What might look like chaos to us, to them makes perfect sense.”

In another article, Standardisation and Climbing Ladders, James Lawther advocates “that without any rungs you have nothing to push against, so you won’t be able to climb any further.

Process Improvement is a lot like climbing a ladder.

But instead of having rungs to push against you have standards. If you don’t create and use operating standards then you have nothing to push against and so no way of moving forward.

Process improvement without standards is a bit like trying to swim up-hill…..futile.”

Michael Hess, MONEYWATCH, in the article Don’t let burning bridges fall on you, makes the point that “Every good businessperson knows the importance of building quality relationships. But I’m surprised at how often people don’t give the same thought to the “quality” with which those relationships end, and the possible ways in which a bad breakup can come back to haunt them.

Most business relationships don’t last forever; employees move on, customers come and go, suppliers are replaced. But what goes around does indeed come around, and paths can cross again, particularly within the same industry or in small communities.”

And here is the last of the present article from which quality professionals can learn a very useful lesson. McKinsey & Company insights, How to make a city great,  asserts that “Successful cities are built on smart growth, efficient government, and collaboration.

By 2030, 60 per cent of the world’s population will live in cities. That could mean great things for economic growth—if the cities handle their expansion wisely. Here’s how.

Mayors are only too aware that their tenure will be limited. But if longer-term plans are articulated—and gain popular support because of short-term successes—leaders can start a virtuous cycle that sustains and encourages a great urban environment.”

Quality and Customer are indeed two inseparable layers. In the present edition, we would take two articles, for two ‘new’ sources:

Jim Clemmer’s article Focus on Overall Customer Experience puts across the issue of customer service – “the operation was a success but the patient died” –  quite succinctly.

Customer CloudCustomer service improvements and measurements often focus on a narrow set of customer interactions or a few steps in the service process. What’s missing is understanding, and improving, the customer’s entire experience.

4 steps to improve the customer journey:

  1. Identify the journeys in which they need to excel
  2. Understand how they are currently performing in each
  3. Build cross-functional processes to redesign and support those journeys
  4. Institute cultural change and continuous improvement to sustain the initiatives at scale

The article concludes with this key point:

“Optimizing a single customer journey is tactical; shifting organizational processes, culture, and mind-sets to a journey orientation is strategic and transformational…engages the organization across functions and from top to bottom, generating excitement, innovation, and a focus on continuous improvement. It creates a culture that’s hard to build otherwise, and a true competitive advantage goes to companies that get it right.””
Jim Benson, @ Quality Digest article Understand Your Customers has put across a wide canvas of who constitute ‘customer’. He further states that “If you don’t know whom the work is for, you don’t know what you’re doing”
And then assuming that you do now ‘know’ your customer, he does suggest five quick actions we should take.

• Be clear about what the customer wants. Yes, this sounds obvious, but how many times have you had to rework something because of a simple initial lack of understanding?
• Be clear about what’s on your plate. No, sorry Ms. Customer, your request isn’t the only thing I must do right now. I wish it was, but life doesn’t work like that. Here’s what I can realistically do.
• Get the customer’s feedback early and often. How soon can you show the customer an interim product? How quickly can you compare expected and actual progress? Earlier feedback = earlier delivery.
• Understand minimum and optimal deliverables. Minimum and optimum deliverables give you a range of success to shoot for. If you’re always aiming for the high point, you will usually underdeliver.
• Work is a relationship. All work is a relationship between the person doing the work and the person receiving it. Communication (again as early as possible) helps both cement the relationship and ensure an appreciated delivery.

We always keenly look at the subject of Performance Management.

Bernard Marr, in the article, The 75 KPIs Every Manager Needs To Know, includes the metrics he considers the most important and informative, and they make a good starting point for the development of a performance management system.

“Before we look at the list I would like to express an important warning: Don’t just pick all 75 – You don’t need or indeed should have all 75 KPIs. Instead, by understanding these 75 KPIs you will be able to pick the vital few meaningful indicators that are relevant for your business.

Finally, the KPIs should then be used (and owned) by everyone in the business to inform decision-making (and not as mindless reporting references or as ‘carrot & stick tools’).”

We now take a look at current Roundup, which now presents a range of views by the ASQ Influential voices, in What’s the Value of Professional Training?

In our regular winding up session from ASQ™ TV: Creating a Global View of Quality,, we have two episodes:

ASQ TV Episode 7: Innovation and Quality

This episode focuses on innovation: what innovation is and the role it plays in quality. Also, learn about an organization in India that used an innovative management model to turn a failing business unit around. Discover how the innovation management cycle can jumpstart innovation at your organization, and take a self-assessment to see what your role is in the innovation process.

ASQ TV Episode 8: Lean

In this episode, learn why less is more! We cover all things lean: What it is and what makes lean projects work; how an emergency response centre used lean to increase efficiency; how to use value stream mapping, a key lean tool; and how you can use lean to better organize your home life. Read the Eurocross Assistance case study at asq.org/quality-engineering/2013/01/lean/quality-quandaries.pdf Learn more about value stream maps in the Quality Progress article: http://asq.org/quality-progress/2006/06/lean/value-stream-mapping–an-introduction.html. For more on lean and Six Sigma, visit http://asq.org/six-sigma/

This month we visit Don Brecken @ ASQ’s Influential Voices

Don BreckenDon Brecken, an ASQ Fellow, writes The Quality Advisor blog. Don is management faculty and Southwest Michigan business program advisor for Ferris State University. Don is also a practicing business improvement auditor and consultant; his background includes quality leadership, continuous improvement, operations learning and development, management consulting, quality auditing, quality system implementation, and business improvement auditing.

The Quality Advisor blog is for sharing Brecken’s quality-related posts, which are intended to be of general interest to most readers. After all… “Quality affects us all; it spans all industries, pertains equally to product and service, and should therefore matter to everyone!”

A little more detailed search of the blog, throws up an interesting take on A Practical Approach to Business Improvement Auditing

Business improvement audits, in comparison to QMS Audits as per ISO 9001(:2008) , are bound only by the contractual agreement with the audit client.

An organization’s QMS should serve as a business improvement tool. Clause 8.5.1 of ISO 9001, Continual improvement, requires the organization to continually improve the effectiveness of its QMS through the use of its quality policy, quality objectives, audit results, analysis of data, corrective and preventive actions, and management review. Because the QMS requires these components be used for improvement, the business improvement auditor should assess whether each component is effectively leveraged to improve the organization. Most, if not all of the information the business improvement auditor will need for this assessment should be evident if the auditor knows where to look.

From the present edition, we would also take a detailed visit to the sites of some the leading national or international ‘quality’ organizations. Our such visit(s) may span more than one editions of our blog festival.

This month we will visit Quality Council of India. We begin our tour of QCI site from its Mission - To help India achieve and sustain total quality and reliability, in all areas of life, work, environment, products and services, at individual, organisational, community and societal levels.

This has been brilliantly discussed by the then President of India Dr.A.P.J.Abdul Kalam, in his inaugural speech at the 2nd National Quality Conclave on February 9, 2007 at New Delhi:

“My definition of nation prosperity index is equal to GDP including quality of life for all coupled with value system. It is essential to ensure that all the citizens are empowered with good quality of life encompassing nutritious foods, good habitat, clean environment, affordable health care, quality education with value system and productive employment leading to the comprehensive qualitative development of the nation……..”

And we finally round up our present edition with -
Management Improvement Carnival #199
I look forward to your constructive inputs and suggestions…. To improve content and the style of this Blog Festival …

Carnival of Quality Management Articles and Blogs – August 2013

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Welcome to August 2013 edition of Carnival of Quality Management Articles and Blogs.

It indeed makes a good sense, to keep re-visiting some of the fundamental topics periodically and re-fresh, re-test and re-validate the foundation of our thinking. We begin our journey for the current edition with one of the founding block of Quality – ISO 9001, and the fundamental subject of need and importance of work instruction.

Difference Between Process, Procedures and Work Instructions is that of breadth and depth. A process defines the big picture and highlights the main elements of your business–breadth.  A procedure captures those elements and adds more information for functional responsibilities, objectives, and methods–depth.  Your work instructions fill in more detail for your procedures with detailed specifics–more depth. And since, A work instruction is simply what the name implies, instructions to do work, ISO 9001 clause 7.5.1 work instructions meticulously examines why the clause 7.5.1 of ISO 9001 does not refer to ‘work instruction’.

We have a similar, fundamental, ever-interesting, and extensive discussed and debated topic of Training.

Global State of Quality: Professional Training, on the basis of  ASQ’s Global State of Quality research has some interesting facts on this matter:
# “Organizations that govern quality with a centralized group are roughly 30 percent more likely to provide quality training to staff than organizations where a senior executive governs the quality process”.

And

# The research also shows that “the majority of organizations have a fairly narrow training scope by providing quality-related training to staff directly involved in the quality process. Only a handful of organizations provide quality training to all staff”

Is it because the training is perceived more as and end that meets ISO 9001 Training Requirements, and is not being very creatively as tool that can, at the minimum,  go long way in retaining the interest of an employee in the work, and at a higher level can be a great tool for the employee engagement.?

A happy (retained) employee and their voluntary engagement would work volumes in so far as all round aspects Quality – of goods & services, service to customers, care of other stakeholder’s interests and the work environment  are concerned.

The two quotes mentioned in Tim McMahon’s  The Worst Waste of All: Lack of Employee Involvement  aptly sum the message of the article – Thinking you can’t is the worst form of waste because it thwarts your tackling the other, more-familiar forms of waste – : Henry Ford probably said it best when he noted, “You can think you can achieve something or you can think you can’t and you will be right.”. AND “Far better is it to dare mighty things, to win glorious triumphs, even though checked by failure…than to rank with those poor spirits who neither enjoy much nor suffer much, because they live in a grey twilight that knows not victory nor defeat.” – Theodore Roosevelt.

In this regards, Nicole Radziwill in her blog Quality and Innovation , aiming to explore “quality and productivity & innovation in socio-technical systems, presents “unique quality orientation” at Max’s in Making Quality Standards a Collaborative Game the service staff and the customer!

That also reminded me to search for some concise material on “Mumbai’s Dabbawala”’s  as an example of the all-round qualitative benefits of the engagement of the people in their work.  Among several excellent presentations available on Slide Share, we take  a look at one representative presentation – The Wonder of Mumbai Dabbawalas.- by Targetseo’s Paavan Solanki.

If the Quality professional think why have been talking of such a fundamental people issue on A Carnival of Quality Management articles, a visit to Tanmay Vora’s SHRM Top 20 Indian HR Influencers Active on Social Media 2013, wherein he talks about the challenge for those who wish to make a difference is to generate influence and reaffirms his belief: Excellence is a product of leading people well and every manager, in that sense, is an HR Manager. Building a culture of excellence is not just a departmental job of HR, it is everybody’s job. And to further buttress the point, we have his recognition as #3 in “Top 20 Indian HR Influencers Active on Social Media 2013”’

Indeed, an occasion to celebrate for all Quality professionals, and to heartily felicitate Mr. Tanmay Vora for practicing his deep-rooted fundamental beliefs as a true Quality Professional  and commitments to the basic values of Quality profession.

Dan Rockwell, in How to Get What You Want presents us one more fundamental aspect that also is  well applicable to the practices of Quality Thinking, when he states that to get(ing) what you want, do give what you want.

We will continue drawing inspirations for our ‘fellow’ disciplines.

Seth Godin – Marketing driven or Market driven?  – succinctly underlines the issue that “there are organizations driven by Sales, by Shareholder Relations and by Operations and Tech too. Even a few, those seem to be run by the Employee-happiness Department. Not many, though. Even in these organizations, the option remains: you can be market driven instead. The first step is to choose your market…”.

No thorough-bred Quality Professional would deny the importance of sustained competitive advantage that can accrue from the customer-orientation in its true form!

Rajesh Setty’s ‘The most MEANINGFUL competitive advantage’ emphatically underscores “the ability to scale   your [and, the quality professional’s as well] ability to care, because so many people out there pretend to care.

That (ability to care) is also emphasized by Vineet Nayar [HCL Technologies] in his article Three Differences Between Managers and Leaders, wherein he has provided three simple tests to find out when [the {quality} professional] has “crossed over from being a manager to a leader:

  •   Counting Value vs. Creating Value
  •   Circles of Power vs. Circles of Influence
  •   Managing Work vs. Leading People

Mark Netzel, Quality Director at J.B. Stamping Inc., Cleveland/Akro recommends us link to Report of the PRESIDENTIAL COMMISSION on the Space Shuttle Challenger Accident , which “is a Good article on root cause investigation of the space shuttle explosion years ago.”  The detailed report of the exhaustive hearings is followed by “Actions to Implement the Recommendations of the Presidential Commission on the Space Shuttle  Challenger Accident” and “IMPLEMENTATION OF THE RECOMMENDATIONS  of the Presidential Commission on the Space Shuttle Challenger Accident”.
Now we turn on to our ‘regular’ sections.

In ASQ TV Episode 6: Certifications,  we catch up with ASQ past chair Jim Rooney as he discusses the value of achieving professional certifications, how they’re different from a certificate and how to choose the right certification for you. Hear from ASQ certification-holders about how certifications have helped them in their careers, and learn some study strategies to help you prepare for an exam.

This month we visit ASQ CEO Paul Borawski @ ASQ’s Influential Voices who generates discussion on quality topics and trends on his blog, A View from the Q. Paul looks to the global quality community to add to the conversation.by sharing insight and comments about how quality is transforming the world.

As CEO of ASQ, Paul Borawski’s influence and progressive managerial concepts are what drive the world’s leading community of people passionate about quality.

Paul BorawskiAs part of his role, Paul guides and oversees ASQ’s global development, including growth strategies for its offices in Mexico, China and India. ASQ’s family of resources also includes RABQSA International, and the ANSI-ASQ National Accreditation board.

The European Organization for Quality awarded him the Georges Borel medal in 2006 for his contributions to the European Community. He was also named “one of the most influential people in the field of quality” by Quality Digest magazine in 2005.

Paul’s passion for quality goes beyond the plaques that hang on his office walls.  He derives his enthusiasm and energy from people who seek the next new idea, a unique new approach, and the drive to incorporate quality into every aspect of life. He revels in environments where knowledge is grown and people collaborate to create the future they want.

Let us peep in at the fare that his blog presents:

Roundup: How and Why Quality Professionals Use Social Media
We don’t always think of quality professionals using social media for professional networking. Yet according to ASQ’s Influential Voices bloggers, many do just that—and most use social platforms beyond blogging.

And we finally round up our present edition with -
Management Improvement Carnival #198

We did look at this month’s Carnival from a somewhat different angle.

I eagerly look forward to your views on the alternative approaches that we have shared all these months….so as to enable me to keep searching for more and more material that we would like to see at these Carnivals…..

Carnival of Quality Management Articles and Blogs – January 2013

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I plan to primarily focus on Quality of Life and Quality of Quality as a Profession in the carnivals that I would present every month.

No one would have ever imagined that an inaugural carnival, in the year 2013, on a subject like QUALITY, so much and so widely debated, at least for more than 70 years now can open the score with taking up a discussion on the definition of Quality.

Aimee Siegler in her post Influential Voices: Defining Quality, while leading us to two more active debates – Paul Borowski’s How Do You Define Quality?  and Roberto Saco’s circuitous definition  – wide opens the scope of Quality – internalization of Quality and Embracing Sustainability.

As we then take the next step setting the stage with Vikram Karve’s Quality of Life wherein he has raised an all important question – We all know how to love, how to live and how to learn, and we do spend time and effort doing these three things, but how many of us are concerned about leaving our legacy for posterity?

The Drucker Institute has a quite business-like article, on a parallel line: The Secret of Becoming a Corporate Superhero, which states: Long-term value creation doesn’t require the powers of a superhero. It starts with putting the customer first, understanding real value drivers and thinking carefully about how to create new opportunities.

However, we would expanding our scope in these carnivals and would share an Eagle’s eye view, primarily on  – Vision(ing); Concepts and Values; Measurement Paradigms and “Reinvent Continuously”  – aspects of Quality of Life and Quality of Quality as a Profession. We may not, necessarily, cover each category in each edition of the carnivals here, but we would certainly keep on exploring the blogosphere on these roads.

So here we go:

A Jump into the Unknown Known

 

 

Open Your Mind

Simple Tom provokes us to catalyse our inherent quality of questioning to search for the meaningful understanding and realizing the true potential of world around us  in “Keys to Higher Consciousness”.  He has also laid out a well-defined challenge by asking an equally provocative question – Are You a Visionarie or a Follower? “You’ve just gotta go for  it and put one foot in front of the other!”

Jesse Lyn Stoner goes on to provide a set of realistic directions on “How to Keep Your Team Goals on Track”, to those of us who have been able to create a shared vision, but face (whether known or unknown or unaware)  threat of unaligned systems and  practices that can derail their future journey. (better be aware of those rumbling sounds!)

Zen Habits, in “Do less: A Short Guide”, strongly advocates going against the stream and stepping back. The underlying intrinsic philosophy is to ‘savor’ and ‘curate’ our tasks so as to create a day of ‘doing less’, and in turn ‘savor’ our life.

On a somewhat similar stream of thought, Socratez Online provocatively cajoles to stick our neck out of our comfort zone, in the article “Tips For Perfectionists” to achieve what we are destined to achieve, “despite (our) flaws and because of (the) courage to be imperfect.”

Over and above this qualitative future view of our world, we see highly charged and considered discussions on the future of more mundane activity – the Manufacturing – that should be of matter of concern and interest for the current and future  management and manufacturing professionals. Manufacturing the future: The next era of global growth and innovation, a major report from the McKinsey Global Institute, presents a clear view of how the manufacturing contributes to the global economy today, and how it will, probably evolve over the coming decade. Our evergreen management thinker, Peter Drucker, is quoted as “The company is insourcing the basic compounds to achieve quality control, but it is outsourcing the final” production. It is looking at the entire value chain and deciding where to place various activities.” In a satirically titled article Why This Blog Post Was Not Outsourced to China.  No doubt, the circle of outsourcing seems to have turned a full cycle. To those professionals who had had not the direct experience of the first cycle, this new phase will have its own challenges. And to those who have been part of the now-mature-paradigm of outsourcing, this new vista are going to throw open a new world, as well.

From this macro perspective, we  come down to the near-future realities and gain a perspective of  how to “Get Prepared for 2013′s Unpredictable Changes and Chances” so that “as our chances come we’ll emerge as victors rather than victims of change”

Getting out of our comfort zone is (always!?) scary. “Not of death or injury of course, but of failure”. Stacy Barr in her regular lucid style goes on say “BHAGs, stretch targets and any other kind of big goals demand that we simultaneously think about the result we’re aiming for and the adventure of getting there.” in The REAL reason for BHAGs is NOT to achieve them!
Manufacturing Innovation eXcahnge (MIX), which  operate a novel   feature, Hacks which presents boundary-pushing proposals for changing the way organizations work and leaders lead … We have a very interesting report from a hack that suggested  the idea of managing performance was itself incompatible with the 21st century notion of reinventing management that we discuss every day..which led to running a (grassroots) hackathon. The ultimate compilation of results of experience of almost 70 persons  around the world that may well define a new vision of a “performance management” ( or by whatever name it may be known in Management 20 world is a report – “Getting Performance without performance management”.

Dr. Pietro Micheli, in “The Seven Myths of Management” observes that “Too many indicators and reports, and loose connections between strategy and measures often make measurement systems very expensive pieces of furniture.” He goes on to state that “While their intentions are usually positive, our research shows that, in fact, they often encourage exactly the behaviors their organizations neither need nor want.

Obviously, any measurement system is going to result into under and overachievers as well.  We have two relevant and searching articles – What Overachievers Can Do to Save Themselves – for Shri Subrato Bagchi, wherein he proclaims that “there is no external enemy. Only ordinary people need an external enemy. The overachiever is his best friend and his worst enemy.” However, “Overachievers that run the course are conscious to disassociate themselves from their personal success” and failures if there are any.  “As much in the corporate world as outside, sustained overachievers take their success as a responsibility; as a burden, not an entitlement. Therein lies the capacity to keep the feet firm on the ground even as the eyes are set on the peak.”

In the article from strategy+business The Cult of Three Cultures”, MIT expert Edgar Schein “suggests that there are at least three separate professions creating their own cultures within every large corporation. Professor Schein calls them the “operational,” “executive,” and “engineering” cultures. Each has its own attitudes about people, work, money, time, technology, and authority. The exact names and descriptions of these professional cultures are open for debate, but the heart of the theory is the inherent conflict among them. Members of each culture consistently misunderstand each other, even when they earnestly desire to work together.”

Quality can deliver quite a serious message in a very lighter way. Mark Graban in his LeanBlog presents Dr. Deming’s wisdom with some very funny moments. He has taken pains to curate some of those funny moments from a 2-hour address to a university in Connecticut by Edwards Deming.

Before we conclude this month’s Carnival, it would not be out of place to visit an article – 5 Keys To Making Strategic Reinvention Stick – by Kaihan Krippendorff. The author pointedly shares on overcoming obstacles to self-improvement while narrating five critical elements of a defining plan from Phil Cooke’s new book – Telling Your Story in the Age of Brands and Social Media.

We conclude this month’s carnival with a lively set of lessons of Business Etiquettes that “Emily Post is charging $200 – $300” but we have them “free of charge”. Here are two samples:

  • “The superior man is polite but not cringing; the common man is cringing but not polite.” Confucius
  • “A man’s hat in his hand never did him any harm.” Italian Proverb.

Acknowledgements of submission of articles to this carnival:

Brittany Martin presents “How to Evaluate Your Nanny; to bring it to the notice of all the professionals that there is no dichotomy between sound (management and technical) principles as applicable to The Profession or to The Life, so long as we have the Right Attitude of Quality.

Comments to improve and enrich the Carnival are most welcome.