Welcome to April 2013 edition of Carnival of Quality Management and Articles Blog Festival.
I have only three broad divisions of the articles for this month’s edition of the Blog Festival:
One relating to core Quality area, and another relating to areas that leads to a better organization, better life over a period of time, and the other one relating Change Management.
Articles relating to the Core Quality Function –
Four Ways to Measure the Effectiveness of Your Root Cause Analysis Process
Root Cause Analysis is all about improving your bottom line in safety, environmental compliance and profitability. This paper explores measuring the effectiveness of Root Cause Analysis as a business process intended to produce business results. The author provides examples of the primary KPIs that will help you keep your finger firmly on the pulse of your RCA process.
Five Ways to Boost Quality in Manufacturing Operations – John Mills, executive vice president of business development, Rideau Recognition Solutions
- Reward success
- Measure team performance
- Avoid abstract
- Study peers and success stories
- Process over product
Manufacturing is a precise business that tolerates errors poorly, as Boeing appears to be finding out right now. Strike a balance on your line. Reward teams that find ways to creatively boost output without sacrificing safety. Reserve penalties for only the most serious errors.
And be mindful of history. Every production line experiences trouble from time to time, but recurring mistakes are inexcusable.
And quite useful and interesting articles, from Bizmanuals:
Among the tools prescribed to help create the manual, Business Process Map is the heart of the manual creation. And in a related article, Top 10 Policy Procedure Templates, for which the requests keep pouring in, can be browsed.
Management by Procedures is how McDonalds or other successful franchises manage their business. You start by defining your process using a process map to build visual communication and understanding. Next, write down what needs to get done, by whom, and when. Then deploy and practice the procedure. Perfect the procedure until you have a consistent process just like a franchise would need to roll this out to hundreds of others.
What Process Approach Questions are Used for a Process Audit? –
Process auditing is focused on determining process effectiveness and the ability to achieve planned results.
SIPOC – Supplier, Input, Process, Output, Customer – is an interesting method to look at the critical-to=quality requirements of the process. The question on SIPOC relates to healthcare industry, and is thus very useful for quality professionals from other industries to understand the concept.
And omnibus round ups by borawski– of the series of articles under a subject for the month:
Roundup–Quality In Unexpected Places – for March 2013
Roundup–Risk and Failure in Quality and Science for February 2013
And here is an omnibus collection of the articles that do have a bearing on the quality of life that you live – at the organization, at personal or social levels –
To prioritize effectively, it is important to think about what activities, tasks, responsibilities, etc. are most important to you and deserve your time. So how do you decide what is “important?” I use a simple criterion to define what is important and where I spend my time. I define things I can do as good, better, and best.
In a speech given by Dallin H. Oaks speaks about how to prioritize effectively and make correct choices. He spoke about the difference between good, better, and best choices.
All of us have situations which are problematic. They can range from minor irritations and something irksome, to outright emergencies. We all need a ‘Go-To” Top 10. These will be your top 10 top professional connections to whom you can turn in a crisis or even with a problem or a question.
Five Ways To Turn Your Crisis Into A Comeback – by Tim Milburn –
- Recognize what got you headed in the wrong direction in the first place. [else, you may be doomed to repeat those things, again and again.]
- Ask yourself: Why?
- Set your sights on a goal, a target.
- Do something every day.
- Find joy in the process
Lots of people… try to control the outcomes. Unfortunately, the ability to control outcomes is an illusion.
Here’s How to Walk The Not Knowing Path:
- Admit you don’t know
- Watch for (the source of) anxiety
- Tell yourself you’ll be OK
- Consider worst-case scenarios
- Know your principles
- Act on your principles, not on (your) goals or plans
- Breathe and smile.
The fundamental problem in management is that the world is uncertain, and people hate dealing with uncertainty…The problem with requiring certainty is that when you do, you fail to act.. All of the bad aspects of bureaucracy come from trying to build systems that provide certainty in a world that is by its very nature uncertain…The more businesses I work in and talk with, the more convinced I become that the single most important management skill to develop is a tolerance for ambiguity.
Dr. Deming’s Joy at Work, Happiness & the High Performance Organization – Key factors that lead to a happy life also have direct implications for creating a happy and productive workplace. – Lawrence M. Miller, www.ManagementMeditations.com
- Build great teams! Be sure that every employee serves on a well-functioning team with knowledge of its purpose and its performance. Encourage celebration of winning team goals and setting records.
- Build internal social networks. Build social networks around common interests and competencies. These become learning networks that provide both the joy of social relationships but also the joy of learning.
- Be sure to practice respect for people and recognize that the world’s greatest experts are those who are on-the-spot, with their hands on the work. This builds their self-esteem and encourages learning.
- Institute a process of gaining flexibility through multi-skilled, cross trained employees who can optimize the effectiveness of their teams.
- Stop wasting money where it doesn’t pay off and spend it where it does. Pay employees for gaining skills and achieving performance. Value high performance by paying for it.
- Know and promote the worthy purpose of your organization. Ennoble your employees by connecting them to a spirit of service. This is the essence of leadership.
- Hire optimists and not pessimists. Generate hope and optimism by clearly stating where we are going and why it will be great when we get there. Generate creative dissatisfaction in yourself and your employees.
Minimizing supply-chain-disruptions requires taking a best-in-class approach from the highest levels of the company – Brian Nolf and Gerhard Plenert, Wipro Consulting Services
1. Is quality built into your supply chain, or do inspection and correction occur after the fact?
2. Is supply chain management a strategic senior level position in your organization or is it a part of an operations activity?
3. Is the movement of information and money as critical in your supply chain as the movement of materials? In other words, does it take longer to create paperwork and process payments than it takes to deliver the goods?
4. Do you have a built-in change management process that constantly reviews the elements of your supply chain and looks for opportunities to improve quality and operational efficiency—or do your systems, policies and procedures block improvement?
5. Does your supply chain minimize the amount of touches and the touch time in supply chain transactions, so as to reduce the number of potential failure points?
The issues surrounding these five questions revolve around culture; capability, flexibility, capacity and technology; systems and processes; repeatability and reliability; and collaboration.
Understanding Quality: Duty Towards Self – Tanmay Vora
“The place to improve the world is first in one’s own heart and head and hands, and then work outward from there.” – Robert M. Pirzig
THE 10/10/10 RULE FOR TOUGH DECISIONS – BY: CHIP HEATH AND DAN HEATH
It’s good to sleep on it when there are tough choices to make, but you also need a strategy once you wake up–which is why you should employ the 10/10/10 rule.
To use 10/10/10, we think about our decisions on three different time frames:
- How will we feel about it 10 minutes from now?
- How about 10 months from now?
- How about 10 years from now?
WHY THE FUTURE OF INNOVATION IS IN IDEAS, NOT PRODUCTS – BY: KAIHAN KRIPPENDORFF
As we kicked off the 18-hour flight home, I devoured a series of articles in theSingapore Times featuring the winners of the “Singapore Business Awards”: a doctor, an insurance CEO, an advertising exec, and a coffee product seller. Each started careers with little and now leads huge, fast-growing, disruptive businesses.
Dissect the reasons they give for their success and you will see a series of what I call “fourth options”: strategic choices that your customers love and that your competitors won’t copy.
Income points to what it takes to introduce a “fourth option.” First, you introduce a new concept or distinction (e.g., “honest insurance”). This new term is a language tool that helps people reshape how you do things. It is not a new product, but something else–a concept or narrative or category. Second, this new concept starts changing behavior (people change their KPIs, shift their processes). Third, this new set of behaviors allows you to do something different and new (e.g., pay out where others won’t). Finally, competitors want to copy you but decide that to do so require too much behavioral change to be worth it.
Jesse Lyn Stoner culls out these The 6 Benchmarks of High Performance Teams
1) Alignment: Alignment around a shared vision.
2) Team Effectiveness: Effective team processes.>
3) Empowerment: Power to do what is necessary.
4) Passion: Energy, enthusiasm, and confidence.
5) Commitment: Deep commitment to the team and to each other.
6) Results: Sustained outstanding results.
We also have three articles relating to Change Management:
The first one dates back to April 2004 on ‘strategy + business’: – 10 Principles of Change Management – Tools and techniques to help companies transform quickly. – By John Jones, DeAnne Aguirre, and Matthew Calderone
We have a current related article, too:
The Discipline of Managing Disruption – To Harvard professor Clayton Christensen, coauthor of How Will You Measure Your Life?, a primary task of leadership is asking questions that anticipate great challenges. – by Art Kleiner
Clayton Christensen’s most recent book, How Will You Measure Your Life? (coauthored with James Allworth and Karen Dillon, HarperBusiness, 2012), links the discipline of managing disruption to the kind of long-term thinking that is necessary if one is to step past today’s pressures and build a strong personal and professional legacy.
When the measure of performance is profitability, a few large companies in every industry consistently outperform their peers over extended periods. And they maintain this performance edge even in the face of significant business change in their competitive environments. The one factor they seem to have in common is agility. They adapt to business change more quickly and reliably than their competitors; they have found a way to turn as quickly as speedboats when necessary.
To round up the present edition we will take a look at Management Carnivals lined up by John Hunter –
I keenly await your feedback, as well as inputs for making the this carnival more varied and informative.