Carnival of Quality Management Articles and Blogs – October, 2020

Welcome to October 2020 edition of Carnival of Quality Management Articles and Blogs.

For the year 2020, we have chosen the core subject of Revisiting Basic Quality Concepts w.r.t. the sustained success of the organization As of now we have visited

We take up Performance Measurement for Sustained Success as our next core concept this month–

Beyond a simple agreement about it being linked to some kind of measurement of performance there is little consensus about how to define or use performance measures. [1]

Also, selection of inappropriate measures is also seen as a wide-spread phenomenon.

The three major reasons that seem particularly relevant in this context are:

  • The overconfidence bias  
  • The availability heuristic
  • The status quo

To determine which statistics are useful, you must ask two basic questions

  • First, what is your objective?
  • Second, what factors will help you achieve that objective?

The most useful statistics are persistent (they show that the outcome of an action at one time will be similar to the outcome of the same action at another time) and predictive (they link cause and effect, predicting the outcome being measured). [2]

The great Coca-cola turnaround strategy rested on placing equal emphasis on Performance (what an enterprise does to deliver improved financial and operational results for its stakeholders) and Health (how effectively people work together to pursue a common goal),

Beyond Performance 2.0 lays down five frames of performance and health are collectively called the “5As”:

  • Aspire. Where do we want to go?
  • Assess. How ready are we to go there?
  • Architect. What must we do to get there?
  • Act. How do we manage the journey?
  • Advance. How do we continue to improve?

The following figure shows the specific steps within each of the five frames of performance and health, as well as the relevant masterstrokes – important lessons about human irrationality and how to work with it constructively.[3]

From the vast variety of literature available on the subject, the foregoing two articles possibly neatly picks up the essence of what a performance analysis for the sustained success ought to be. Here are few more additional readings on the subject:

The detailed note on Performance Measurement for Sustained Success can be accessed by clicking on the hyperlink.

We will now turn to our regular sections:

In the series the Organizational Culture, we have taken up Organizational Culture Transformation – The whole journey of change covers both internal and external environments and the gradual sense of identity regarding who we are. “Vibrant cultures have high levels of performance because they create internal cohesion, attract talented people, and inspire employees to go the extra mile.”[4]

We now watch ASQ TV, wherein we look at a relevant video from the archive:

  • Dashboards as Management Tools – Dashboards are being used as management tools that harness data from an organization to predict trends and highlight actions that should be taken as a result.

From Jim L. Smith’s Jim’s Gems this month we have picked up one –

    • Choose different words to describe quality information in a different light – as initiatives, opportunities, or preventive actions.
    • Become bilingual to use terms with which other departments are more familiar.
    • Get over the myth that the greatest economic case for quality is resolving the issues of dissatisfied customers. Instead invest in attainment of customer delight, by focusing on better understanding, and fulfilling the needs of quiet customers who are not dissatisfied but merely satisfied.
    • Redefine yourself and your role as something more than an enforcer of specifications, standards, and regulations.

You might be surprised how the organization will react to the ‘new you.’ You might be amazed to discover managers approaching to ask for your input versus talking about a poor-quality issue.

I look forward to your views / comments / inputs to further enrich the subjects of Basics of Quality and Organizational Culture and their role in Creating and Maintaining Sustained Success.

Note: The images depicted here above are through courtesy of respective websites who have the copyrights for the respective images.

[1] Performance measurement

[2] The True Measures of Success by Michael J. Mauboussin

[3] A better way to lead large-scale changeExcerpted from  Beyond Performance 2.0

[4] Importance of a culture transformation