Carnival of Quality Management Articles and Blogs – November, 2017

Welcome to November, 2017 edition of Carnival of Quality Management Articles and Blogs.

Our topic for November, 2017 is Design Thinking.

We had noticed the subject in our previous episode in an article Apply Design Thinking to Quality Practices.

I have exhaustively drawn excerpts from Prem Ranganath’s article The Art of Quality, which states that Design Thinking is an opportunity to humanize quality and continuous improvement.

As may be seen in the above Visual from IDEO as a reference, traditionally quality and continuous improvement initiatives are largely driven by viability and feasibility considerations. Integrating design thinking with improvement initiatives brings the ‘human’ element into focus, by driving conversation on ‘desirability’ of the solutions being proposed for implementation.

This Visual shows the integration of a Design Thinking flow represented by the steps Empathize, Define, Ideate, Prototype and Test with the DMAIC approach for continuous improvement. Integration of design thinking methods adopt a humanized approach to characterizing (challenges and opportunities) current state.

Design Thinking was popularized by David M. Kelley and Tim Brown of IDEO and Roger Martin of the Rotman School. A very good, short video on the topic was recently published by the Harvard Business Review blog . For a more detailed explanation please read the paper, “Design for Action” written by Brown and Martin.

As stipulated by a paper recently published by Creativity At Work, “Design Thinking is a methodology used by designers to solve complex problems, and find desirable solutions for clients. A design mindset is not problem-focused; it is solution focused and action oriented towards creating a preferred future. Design Thinking draws upon logic, imagination, intuition, and systemic reasoning, to explore possibilities of what could be—and to create desired outcomes that benefit the end user (the customer)”.

The three major stages of Design Thinking are:

  1. Observe customer behavior; define unarticulated needs
  2. Ideate, Prototype, experiment and test
  3. Bring the new concept to life; open new markets

What differentiates Design Thinking from traditional Voice of Customer collection approaches is the emphasis placed on observation of behaviors rather than relying on customers’ input to satisfaction surveys.

Michael Sabah has curated several articles on the subject – Design Thinking: Get a Quick Overview of the History; DESIGN THINKING | methods & tools; How Design Thinking will fix Design Thinking; Prototyping in Design Thinking: How to Avoid Six Common Pitfalls

Why is Design a CEO Matter? – Tim Brown – CEO of IDEO – In order to compete today, CEOs need evolutionary skills that will ensure their survival in a fast-changing climate. Business fitness now means learning how to be agile, resilient, and creative. It means adapting to the marketplace in quick generational cycles. That requires a brave new brand of leadership, and from our vantage point, as we work alongside companies young and old from around the globe, it requires being able to think like a designer.

A few videos to better understand the concept:

Design Thinking – Tim Brown, CEO and President of IDEO

‘What Is Design Thinking?’ gives better understanding of what design thinking is all about.

How It Works: Design Thinking – For more information on IBM Design Thinking, please visit: http://www.ibm.com/design

Stages of Design Thinking

Stanford Webinar – Design Thinking = Method, Not Magic – In this webinar Bill Burnett, consulting assistant professor and master in design thinking at Stanford University, as he shares three barriers organizations face when adopting an innovative culture and how to overcome them.

ABC Nightline – IDEO Shopping Cart – In 1999, ABC’s Nightline tried to describe IDEO’s approach by commissioning us to design a better shopping cart, and filmed the entire process. 17+ years later, the video is still shown in classrooms across the globe as a lesson in design thinking and team collaboration.

We will now turn to our regular sections:

For the present episode we have picked up one article The 4 Dos Of Change Management @ the column Effective Management @ Management Matters Network.

  1. Build a business case – Spell out why change is needed.
  2. Communicate the changes systematically – share the right things with the right people at the right time, or there is great risk of inadvertently rev up the rumor mill
  3. Mobilize your employees from the onset – When employees feel involved, they’re more invested in and supportive of the effort—and less likely to offer resistance.
  4. Roll out in phases and celebrate small wins

The reality is that change is happening all around us all the time, leaving us with two choices: embrace it to get ahead of it and manage it proactively, or resist it and let it drag us to our fate.

ASQ CEO, Bill Troy section does not have anything of interest at present.

For the present, we continue with the practice of picking up one article form ASQ.org site: Forward Progress – Looking back at quality’s evolution over the past 50 years and seeing where the movement is headed:

We now watch one of the latest ASQ TV  episodes:

  • EFFECTIVE COMMUNICATION USING QUALITY TOOLS – Sam Yankelevitch, CEO, Xpress Lingo Solutions, discusses the importance of using quality tools to improve invisible processes like communication to positively impact our physical processes.

Jim L. Smith’s Jim’s Gems for the month of October, 2017:

  • Dissatisfaction : It is easy to look for others to blame for our failures, discontent and dissatisfaction. Maybe that’s part of our human frailty. The alternative is to choose to embrace our failures, fully own them and be responsible for our own dissatisfaction. The result is that our willingness to own it will make it go away.
  • Quality and Lean Partnership must be linked. The purpose of quality has always been to concentrate on the process and identify sources of variation, control or eradicate them, and provide the customer, as much as is possible, product they are willing to purchase. Lean, Six Sigma, or for that matter any tool, must take this role of quality management into consideration.

I look forward to your active participation in enriching the blog carnival as we pursue our journey in exploring the happenings across quality management blogs…………

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

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Carnival of Quality Management Articles and Blogs – October, 2017

Welcome to October, 2017 edition of Carnival of Quality Management Articles and Blogs.

Our topic for October 2017 is World Standards Day : Each year on 14th October, the members of the International Electrotechnical Commission (IEC), International Organization for Standardization (ISO) and International Telecommunication Union (ITU) celebrate World Standards Day, which is a means of paying tribute to the collaborative efforts of the thousands of experts worldwide who develop the voluntary technical agreements that are published as international standards.

The theme for World Standards Day, 2017 was ‘Standards make cities smarter.’ Sufficient fresh water; universal access to cleaner energy; the ability to travel efficiently from one point to another; a sense of safety and security: these are the kinds of promises modern cities must fulfil if they are to stay competitive and provide a decent quality of life to their citizens.

The winner poster of the 2017 World Standards Day by Reza Rahimian

More about the WSC and Information on previous celebrations (1998-2015) to see all previous World Standards day posters.

Setting standards is the key to building smarter cities: Eswaran Subrahmanian

What are Smart Cities? | Larissa Suzuki | TEDxUCLWomen

How we design and build a smart city and nation | Cheong Koon Hean | TEDxSingapore

Smart Cities – The Untold Story: Mischa Dohler at TEDxLondon City 2.0

Benefits of Smart Cities – #WorldStandardsDay2017 Gabriel Hernández from Mexico is winner of the video contest

We will now turn to our regular sections:

For the present episode we have picked up one article(s) Be Data Literate: Understanding Why Aggregated Data Misleads, Misinforms, Misdirects: Part 1 & Part 2 @ the column Measuring Performance (People & Enterprise) @ Management Matters Network.

Not a day goes by that we are not being subjected to cheating charts, meaningless statistics, improper comparisons, and erroneous conclusions.

Worse, by failing to apply what might be called elementary statistical analysis to a variety of societal and management problems, it’s near impossible to separate a problem’s symptoms from its causes.

To arrive at the definition of the real problem and the development of alternative and effective solutions requires an approach thoroughly grounded in scientific and statistical thinking.

From this point forward, we ask you to internalize this basic truth: Overly-aggregated data misleads, misinforms, and misguides.

For any manager looking to flex their leadership acumen, he or she must not only be able to read data, but have the ability to detect the forces that skew the accuracy of its results as well.

It is called homogeneity.

Simply put, homogeneity of data refers to whether or not the total data set from which measurements were computed conceals important differences between or among what statisticians call “rational subgroups or just plain subgroups.”

To Sum It All Up:

  1. An aggregated performance measurement is of limited diagnostic value.
  2. Through the process of isolating and analyzing variation among relevant subgroups, you can locate the “root cause” of the problem.
  3. Management action is required to deal with the “root cause” of the problem. (A reminder: A decision is not an action. A decision is a good intention. Decisions must be converted into action).
  4. Faulty conclusions and/or policies inevitably flow from a dataset that is not homogeneous with respect to the performance measurement under investigation. In other words, the wrong problem is being solved.
  5. Statistical procedures detect significant variation among subgroups. If significant differences in a performance characteristic (because of thoughtful subdivision of a data set) are found to exist, the reasons for the variation must be investigated and eliminated from the process.
  6. After the “causes” of the variation are discovered and eliminated, the performance measurement under investigation improves.

ASQ CEO, Bill Troy section has one interesting article on how to Apply Design Thinking to Quality Practices.  The subject of Design Thinking calls for a full-fledged post in blog carnival series. So, we will take that up in our November, 2017 issue.

For the present, we continue with the practice of picking up one article form ASQ.org site. For our present edition we will fall back upon a 1991 interview – Statistical Quality Control in World War II Years – by Eugene L Grant [Born: 1897|Died: 1996] that translates important memories into historical documentation…….. Although Eugene L Grant is best known for Statistical Quality Control, his contributions extend beyond the boundaries of the quality profession. Industrial quality control was only one of the areas in which he specialized. He authored books in several other areas, including engineering economy, depreciation, and accounting, and one of those books outsold Statistical Quality Control.

We now watch one of the latest ASQ TV  episodes:

If we search for Likert Scales and Data Analysis on YT, we will find quite a few more informative videos on the subject.

Jim L. Smith’s Jim’s Gems for the month of September, 2017:

Fundamentally, disposition limits are focused on product, not process, control. The decisions they drive are focused on what to do with product that has already been processed through a specific process step or set of steps. The basic decision involved is whether a specific group of product should be allowed to move on for further processing and eventually become finished product worthy to be shipped….

Specifically disposition limits differ from process control limits in three areas.

  1. Disposition limits are applied to a finite group of product that has already been manufactured. Control limits, on the other hand, are applied to the manufacture of current and future operations of a process for variable amounts of time and processed product.
  2. Disposition limits are focused on product control to minimize overall producer and customer costs. Control limits are focused on process control and are ideally determined by appropriately balancing false signal rates with required levels of sensitivity.
  3. Disposition limits and process control limits differ in the amount of risk they impose on a manufacturing operation. It sounds strange but the risk associated with determining the fate of a finite lot of product outside the appropriate limits is often perceived as much less than the risk of determining the fate of the associated process. Something has to be done with the product that has already been produced outside the appropriate limits but that decision is only applied to that finite lot. However, adjusting a process will potentially impact all future product through the affected process step.

I look forward to your active participation in enriching the blog carnival as we pursue our journey in exploring the happenings across quality management blogs…………

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

Carnival of Quality Management Articles and Blogs – September, 2017

Welcome to September, 2017 edition of Carnival of Quality Management Articles and Blogs.

Our topic for September 2017 is Industry 4.0. This was a concept that had been mentioned in our July, 2017 post for further discussions in the next issue. We will take a quick look at the first few articles appearing in Google search.

Industry 4.0 is a name for the current trend of automation and data exchange in manufacturing technologies. It includes cyber-physical systems, the Internet of things, cloud computing and cognitive computing…Industry 4.0 creates what has been called a “smart factory”. Within the modular structured smart factories, cyber-physical systems monitor physical processes, create a virtual copy of the physical world and make decentralized decisions.

Industry 4.0 – The future of the Factory: The fourth industrial revolution has been introduced in recent years. It’s said that Industry 4.0 is the future of the factory where both the objects, which will be equipped with RFID devices, and the machines, will intelligently to communicate with each other in a secure networked environment. In the smart factory, intelligent machines can perform complex tasks while communicating with other machines. The machines will be able to detect mechanical issues or material shortages and then send instant messages to a live person for immediate troubleshooting.

industry_40_factory

What Everyone Must Know About Industry 4.0Bernard Marr – The question, then, is not if Industry 4.0 is coming, but how quickly.

5 things you should know about Industry 4.0Jamie Hinks – First things first – this isn’t a new technology. Nor is it a business discipline. It is in fact a new approach to achieve results that weren’t possible 10 years ago thanks to advancements in technology over the past decade.

Industry 4.0: Building the digital enterprise – This PwC research shows that first movers are transforming into digital enterprises. Industrial companies need to act now to secure a leading position in tomorrow’s complex industrial ecosystems.

Manufacturing’s next actCornelius Baur and Dominik Wee – A closer look at what’s behind Industry 4.0 reveals some powerful emerging currents with strong potential to change the way factories work. It may be too much to say that it is another industrial revolution. But call it whatever you like; the fact is, Industry 4.0 is gathering force, and executives should carefully monitor the coming changes and develop strategies to take advantage of the new opportunities.

SVGZ_Manufacturing's next act_ex1

Industry 4.0: It’s all about the peopleDouglas K. Gates   : The adoption of i4.0 will have a profound impact on the manufacturing workforce. Organizations should start planning the transition today.

We back up these this broad overview with a few video clips:

Industry 4.0 – Germany’s 4th industrial revolution

Industrie 4.0 – The Fourth Industrial Revolution

Documentary | The Fourth Industrial Revolution

The next manufacturing revolution is here | Olivier Scalabre

Implementing Industrie 4.0: This is how it works!

The World In 2050 – Future Earth – BBC Documentary 2017

We will now turn to our regular sections:

For the present episode we have picked up one article The 3 Reports Every Manager Should Use To Identify High-Performers @ the column Measuring Performance (People & Enterprise) @ Management Matters Network. The article is an excerpt originally published on Entrepreneur and is from Riaz Khadem and Linda Khadem’s book Total Alignment. The Focus Report shows an employee’s performance as it relates to the actual status of each of the process indicators assigned to them. The Feedback Report is a summary of the “good news” and the “bad news” based on the status of your employee’s indicators. It illustrates the factors that have fallen below the unacceptable range in status and those that are above the satisfactory level. Those that fall in between the two are considered in the acceptable range. And the third report is The Management Report, which gives you a quick overview of the highlights of the Feedback Reports of everyone in your pyramid of responsibility, people reporting to you directly as well as indirectly. This approach is “management by exception.”

From Ask The Experts, I have picked up a question – Special Process NCRs During Audit – that relates to a very specific set of qualifications for special processes. The answers are affirmatives Nos, as long as The organization has a process, and if it is effectively implemented that should be satisfactory evidence of conformity.

ASQ CEO, Bill Troy seems to have gone into an irregular mode. Therefore, we will take up one of the recent article post form the ASQ Home page every month now.at present.

We will begin with: Why Customer Service Teams Are Crying Out for Artificial Intelligence. The article presents certain basic advantages and needs to supplement “Why’ of the title of the article. The conclusion of the article sums to message in no uncertain terms: “There is no reason to fear AI, but neither is there any choice. If your business doesn’t utilize the technology, your competitors will. Chatbots and virtual assistants may be limited now, but they’re constantly evolving, and the potential impact they could have on your customer service team is staggering. Experts are all in agreement: AI is here to stay.”

We now watch one of the latest ASQ TV  episodes:

Supply Chain Management: Building a Stronger Supply Chain – In this episode, learn how to build a better supply chain by implementing supplier metrics and a supplier scorecard.

Additional references:

Jim L. Smith’s Jim’s Gems for the month of August, 2017:

The Role of Specification Limits – Determine if a process is in a state of statistical control- jimsmith_200In the previous column Jim Smith discussed the role of specification limits in manufacturing, which led to thoughts about process control limits. When there are data points falling outside the control limits, there is an indication of a special-cause event, so the process should be discontinued until the issue’s root cause has been found and resolved which will then return the process to a state of statistical control. With that said, however, it seems that effective implementation of process control charts remains elusive to many. The control limits provide information about process behavior and have no intrinsic relationship to engineering specifications. Control charts shouldn’t be used without first performing process capability studies to determine the relationship between natural process limits and engineering specification. When capability is known the purpose of control chart limits is to permit simple detection events that are indicative of actual process change. When significant change (special cause variation) is detected the culprit must be identified and eliminated with affected data points eliminated from control chart limit calculation…..Bottom line, after the process capability study has been conducted, engineering specification limits are infrequently consulted by the manufacturing process personnel.

I look forward to your active participation in enriching the blog carnival as we pursue our journey in exploring the happenings across quality management blogs…………

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

 

 

Carnival of Quality Management Articles and Blogs – August, 2017

Welcome to August, 2017 edition of Carnival of Quality Management Articles and Blogs.

Our topic for the August 2017 is Quality of Translations. The trigger for taking up this topic, in our present issue, for a brief overview, was an email from Mr. Ravi Kumar, the founder of Hindi Center  /Modlingua Learning Pvt. Ltd.. However, we will deal with that a little later.

First the basics:

Quality of translation : The term quality of translation is used to refer to the desirability of properties or characteristics of a translated text or content.

“In manufacturing quality is the concept of making products fit for a purpose and with fewest defects. Many different techniques and concepts have been tried to minimize defects in production, including Zero Defects, Six Sigma, and the House of Quality.”

Thus, in the translation process quality would be the concept of making the target text (the translated text) fit for a purpose and with the fewest errors (in terms of sense, grammar, orthography, style, omissions, etc.)

What is a “quality” translation? : The quality of translation has two constructs: In one sense, quality refers to whether the translation is acceptable. In another sense, there are different quality levels that could be needed for a given translation.

‘What is the quality of a translation?’ is the Lecture by Anthony Pym at the University of Vienna, April 13, 2015, as part of a course on academic Translation Studies.

And then a few pointers to the Quality of Translation:

10-Step Quality Assurance Process: All translation projects undergo a multi-layered process of checks and reviews in order to ensure the highest degree of quality. Presented here is a 10-Step Quality Assurance process that enables delivery of spot-on translations and the highest quality output.

10 crucial ways to ensure high quality translations has shared 10 blog posts that have given numerous tips and professional advice on how to implement and monitor processes to ensure you get high quality translations.

Ten Common Myths About Translation Quality that can actually do more harm than good.

Measuring Translation Quality: Constraints, Challenges and Solutions: Without clear goals and a repeatable, objective and accurate methodology, quality can be hard to measure, especially in the localization industry. From lack of knowledge to outside factors to subjective reviews, there are many reasons quality is hard to measure. In a webinar called “A Practical Approach to Measuring Translation Quality”, David Sommer discusses challenges with measuring quality and potential solutions.

That brings us to the core of e-mail message from Mr. Ravi Kumar:

Translation-quality standards: Like any supplier of goods or services, a translator potentially bears ethical and legal obligations toward his patron or employer. This has turned to be of enormous importance with the development of the language industry at global scale. For the protection of both parties, standards have been developed that seek to spell out their mutual duties.

In the e-mail referred to at the beginning of the article, Mr. Ravi Kumar informed me that Modlingua has recently released these videos on the subject of Translation-Quality standards:

Quality Standards and Translation:

Seven Quality Standards one must know:

As can be expected, these videos provide the strong ground work for following up the more structured approach the task of translations (services).

Moreover, Modlingua has also presented a project management perspective to the translation services:

Fundamentals of Project Management:

Project Management in Translation Business:

We can look forward to more such videos to be uploaded on language, translation and culture @ YT channel Modilingua.

Mr. Ravi Kumar, himself a language-translation entrepreneur, has presented The Translator as Entrepreneur: An Indian Perspective . –  This paper deals with Translators as entrepreneurs who are slowly getting aware of their profession and have begun coming to a common platform to share knowledge, experience and resources – a most desired step necessary for the better future of the profession. Further, this paper proposes “networking” as a possible solution to entrepreneurs who can economize their process and speed up their growth by using available resources and infrastructure without having to invest huge resources.

We will now turn to our regular sections:

For the present episode we have picked up two articles @ the column The Drucker Today @ Management Matters Network.

3 Questions Drucker Would Ask You And Your Management Team

  • What is our business? – The Mission
  • What will our business be? – The changing environment that we are certain about
  • What should our business be?” – The Vision

Dr. Robert Swaim also goes into more detail on the concepts discussed in this article in chapters 2 and 3 of his book The Strategic Drucker.

Notes From A Drucker Lecture: Six Questions Every Manager Must Ask To Empower Their Team

  1. The performance of your people.
  2. Taking responsibility for your relationship with others.
  3. Establishing and maintaining your relationship with others.
  4. Accountability for results.
  5. Relationship with your manager.
  6. Assignment control and staffing.

When you have completed this analysis, you may want to ask yourself one more question: When I leave this organization, what will be different because I was there?

From Ask The Experts, I have picked up a question that relates to how much (of process details / documentation) is enough so as not to jeopardize the ISO certification. The answer is demonstration of objective evidence for the process being implemented ‘under controlled condition’ (Clause 8.5.1 of ISO 9001:2015)

We do not have anything of note in the  ASQ CEO, Bill Troy at present. In the last issue we had proposed to take up the detailed view of Industry 4.0. I submit that we carry forward that proposal for the next month’s episode.

We now watch one of the latest ASQ TV  episodes:

  • Customer Journey Maps: Tool and Example – Lisa Custer, Firefly Consulting, discusses how to create a customer journey map, how it becomes more than a robust voice of the customer tool, and provides a real-world example of a customer journey map in action.

Jim L. Smith’s Jim’s Gems for the month of July, 2017:

  • The Role of Specification Limits – They are primarily for interactions with customers and management – Many people, from engineers to managers to quality professionals to technicians, possess limited understanding of product and process (manufacturing) limits. The third types of limits are: disposition limits… The specification limits are defines as – The general definition is limits within which a product would be expected to perform its stated and intended function for customer use. Specification limits, therefore, are related to product design. They should be set in the product design phase and effectively fixed for manufacture.. The specification limits may not play a direct role in process control limits within the manufacturing environment, but they do facilitate determination of useful product disposition limits. Additionally, they can even play a role in determining required sensitivity levels in setting process control limits.. Furthermore, specification limits are primarily for interactions with customers and management. Also, they are very useful in the calculation of Process Capability Index (Cpk) statistics.

I look forward to your active participation in enriching the blog carnival as we pursue our journey in exploring the happenings across quality management blogs…………

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

Carnival of Quality Management Articles and Blogs – July,2017

Welcome to July, 2017 edition of Carnival of Quality Management Articles and Blogs.

While searching for the articles of general interest on the topic of quality, I came up on:

The Single Biggest Problem in Communication…… Is the illusion that it has taken place quotes Gwendolyn Galsworth while pinpointing one complaint—the one problem—that nearly every company puts at (or very near) the top of its list of challenges…We … understand that part of the power in an empowered workforce was the parity created when information is reliably and repeatedly shared. When that information is made visual by design, it becomes a tangible and indispensable part of the business model…Visuality is about meaning and understanding, not simply seeing. A visual workplace embeds meaning into the dynamic landscape of work.

Visuality, as a concept, was new to me. Si I probed further and came up with:

Simplifying complex management structures to foster better working relationships – The Mobiliteit & Openbare werken (MOW) (Mobility and Public Works) department of the Flemish government in Belgium aims to support policy makers, agencies, and civil society with their expertise. MOW was looking for a way to internally show their employees how they fit into the organization’s complex overall management structure. After a couple of initial iterations aimed at getting to the core of the narrative, what came up as the end product was this:

And then I could link the word ‘visual’ with the process of continual improvement:

How Data Visualization Benefits Your Continuous Improvement CultureHenrik KjærulffIn a continuous improvement culture we expect people to base their decisions upon data – especially when it comes to problem solving….When we give everyone on the shop floor easy access to data, we’ll support a constant focus on a data-driven approach to problem solving and make it easy for people to make decisions based on data. Visualized data is easy to interpret into information.

That gave me an opportunity to brush up the memory:

11 Rapid Continuous Improvement Tools ExplainedGreg Jacobson – Please read the article for more detailed information on each tool and dive deep into one that suits your requirements.

We will now turn to our regular sections:

For the present episode we have picked up the article – The Secret to Building an Opportunity-Focused Organization @ the column The Drucker Perspective @ Management Matters Network. It’s an enduring truth: A successful organization is opportunity-focused, not problem-focused…Resources, to produce results, must be allocated to opportunities rather than problems. This is one of Peter F. Drucker’s most important principles for sustained success:

“An organization will have a high spirit of performance if it is consistently directed toward opportunity rather than toward problems. It will have the thrill of excitement…Of course, problems cannot be neglected. But the problem-focused organization is an organization on the defensive. It is an organization that feels it has performed well if things do not get worse….A management that wants to create and maintain the spirit of achievement therefore stresses opportunity. But it will also demand that opportunities be converted into results.”

From Ask The Experts, I have picked up a question –“Shall Be Determined” in 9001”. The reply states that According to the Oxford Dictionary:  Determine means to “Ascertain or establish exactly be research or calculation”, Merriam Webster has a similar definition:  “to find out about or come to a conclusion about by investigation, reasoning, or calculation…There does not need to be a procedure about how things are determined.  The output, or the determination itself, will serve as evidence that you did it. .. For example, if you are a hospital, and you “determine” that surgeons do not need to wash their hands, you should be subject to a non-conformance for getting that wrong.

In our ASQ CEO, Bill Troy column this time there is a topic – As Industry 4.0 continues to evolve, what can quality professionals do to ensure they will be an integral asset throughout this industrial revolution? – that we need to take up for a more –in-depth view (in our next month’s episode)

We now watch the latest ASQ TV  episodes:

  • BenchmarkingWe learn the basics of benchmarking, review the recommended six phases of a successful benchmarking process, and finally, we get reacquainted with one vital ingredient in benchmarking: metrics
  • Quality Tools—Seven Old and Seven New: Get acquainted or reacquainted with the old and the new—quality tools, that is.

“Building From the Basics”, QP, 2009
“The Quality Toolbox, Second Edition”, Nancy R. Tague, 2005
“Beyond the Basics”, QP, 2012
The 7 Basic Quality Tools for Process Improvement
Seven New Management and Planning Tools

Jim L. Smith’s Jim’s Gems for the month of June, 2017:

  • Empowering Teams : Teams have changed how business is conducted in the workplace – Teams are constructed entities designed to achieve some desired outcome. A team that is empowered is nurtured by a supporting culture in which the organization’s vision, mission and corporate values are substantive and sustainable. An empowered team, therefore, has the necessary information, skills and authority to make decisions that ratchet up performance and drive results. Additionally, how well a team functions depends largely on how well it is structured, the interpersonal relationships and the quality of team leadership. There are five elements required for high performance.
    • Clear strategy
    • Well-understood operational goals
    • Clear and agreed upon roles and responsibilities
    • Transparent and honest business relationships
    • Protocols of decision-making are established

Creating truly empowered teams is a process that cannot be done quickly.. If your organization is not on this path, your competition is set to outpace your efforts.

  • Move Forward – It’s up to you so choose now to make progress by moving forward in order to allow positive momentum to take hold. There’s absolute certainty that it’s within your grasp to feel the wonderment of being the creative person you can be. I believe it was the late Art Linkletter, author and television personality, who said “the rest of your life could be the best of your life.” All you have to do is make the effort to move forward to make it happen.
  • This Day – Even by itself, this day is filled with huge value. But…in addition, this day also gives you the opportunity to prepare for the days, weeks, months and years which follow…Therefore, living this day with purpose, gratitude and integrity will provide you with a double reward. In addition to making this day the most fulfilling it can be in this very moment in time, you are also preparing yourself for all the time that follows.

I look forward to your active participation in enriching the blog carnival as we pursue our journey in exploring the happenings across quality management blogs…………

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

Carnival of Quality Management Articles and Blogs – June, 2017

Welcome to June, 2017 edition of Carnival of Quality Management Articles and Blogs.

We will commence our episode with a lighter perspective of Quality.

I have picked up a few recent articles from CQI|IRCA:

Fish Fraud: How the Marine Stewardship Council tackles unregulated fishing – In the early 1990s the impact of overfishing on the marine environment and on seafood supplies was reaching a critical point. This year the Marine Stewardship Council is celebrating its 20th anniversary and the picture is looking far healthier. In an extract from June’s Quality World magazine, Dina Patel speaks to supply chain standards director Michael Platt and manager Jaco Barendse to discover how they are leading the sustainable seafood movement.

The cost of rework: Finding the key to improving productivity in construction – Seán Connolly, the quality leader at Expanded, a Laing O’Rourke company, asks whether reducing rework is the key to improving productivity in construction.

Getting value from your supply chain – Bob Hughes, CQP FCQI, explains why an organisation’s products and services are only as good as its supply chain.

Brexit: Quality challenges facing new supply chains – Adeyemi Shodipo, director at training and consultancy company Charis Management Systems, explains why the quality profession will play a crucial role post-Brexit now that companies may have to engage more with three new trading blocs: ‘The First World’, the BRIC countries (Brazil, Russia, India and China) and the developing world.

When we talk of the challenges of productivity, innovation and competitiveness there is one profession that sits squarely at the centre of this – quality.

We will now turn to our regular sections:

For the present episode we have picked up the article The Lesson We Can All Learn From the Way Drucker Questioned Clients from William Cohen, Ph.D.’s column Lessons from Drucker @ Management Matters Network. Drucker asked not only his Famous Five Questions[i] and they may not be the most important questions he used as he analyzed an organization’s situation and needs. As a teaching technique he did not ask many questions to encourage intellectual interaction or get students to reason to a predetermined logical conclusion. These were the question meant to demonstrate just how elusive definitive answers were, even if the author of these principles was Drucker himself….When Drucker consulted for companies, he didn’t ask questions to demonstrate the problems with the solutions. Instead, he asked questions to enable the client, or group of clients, to reach an optimum answer for their business…..These questions came, as he himself stated, not out of his knowledge or experience, but out of his ignorance of the industry, the company, or other facts or factors that consultants sometimes collect…The lesson to be learnt is that you can find good answers, not only by listening to Drucker (or any expert for that matter), but by asking questions and listening to yourself.

From Ask The Experts, I have picked up a question from the archives – Audit by exception. The question seeks to know whether this technique, deployed mainly in financial audits, can be done in a manner compliant of management system standards. The response to the question states that “A robust internal audit report will identify non-conformances, but will equally focus on areas that can be improved or that have improved. …One of the ways to accomplish this, is to share audit results that report on findings, OFI and the status of objectives or targets that have been established. Auditing by exception, usually will not provide this level of reporting.”

In our ASQ CEO, Bill Troy column this time there appears to be now new post. So we pass on to our next regular column.

We now watch the latest ASQ TV  episodes:

Jim L. Smith’s Jim’s Gems for the month of May, 2017:

  • Expanding the Quality Professional’s RoleQuality professionals should be in the culture change business : One of the foundational truisms is that management must lead any culture change if it is to be successful. Quality professionals can expedite this by showing leadership the potential power of a statistically minded organization based on a few basic principles-
  • Maintain a bottom-line focus. Quality professionals must move beyond “show me the data” to “show me the money.” The principle of all project management should be bottom-line impact.
  • Focus on the vital few tools integrated with a problem solving framework that is sequenced and linked together. The key is to confine the set to the vital few (of the hundreds available) and make sure each tool generates outputs that become targets for the next tool in the sequence.
  • Employ top talent to lead the effort. The organization will judge the effort as crucial if it has been staffed with top talent.
  • Create a supporting infrastructure, which typically should consist of a project selection process, formal training program, project tracking and monitoring systems, an audit process for closed projects, a communications plan, and an employee reward and recognition plan.
  • Provide focused training. Resistance can often be overcome by combining training with live projects as many companies do already.
  • Focus early on “quick wins.” People like to succeed. When they see early tangible results, they are eager to repeat the process.
  • Plan for longer term improvement. We should be reminded that maintaining momentum comes from the effect that achievement of significant, measureable benefits has on the outcome.
  • Clarity is Key: A line in Lewis Carroll’s Alice in Wonderland popularly states that, “If you don’t know where you’re going, any road will get you there.” Hence, create your vision of what you truly want to accomplish. You must get completely clear about what you do want to have happen. Only then you’ll discover that you are indeed able to make it happen. Think about it, and you’ll realize that you are extremely well equipped and intended for achievement.

I look forward to your active participation in enriching the blog carnival as we pursue our journey in exploring the happenings across quality management blogs…………

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

[i]

Nothing Changes: Drucker’s questions are eternal | Jorge Sá | TEDxGrandRapids

Carnival of Quality Management Articles and Blogs – May 2017

Welcome to May, 2017 edition of Carnival of Quality Management Articles and Blogs.

We will commence our episode with a very different perspective of Quality.

Zen and the Art of Quality – By Brad Stulberg – On 24th April, 2017, Robert M. Pirsig, author of Zen and the Art of Motorcycle Maintenance and Lila died at his home in South Berwick, Maine. He was 88. Though he wrote only those two books, each will be remembered as classics of modern philosophy. For the uninitiated, the main thread underlying both books is something called Quality, a word Pirsig capitalized to indicate that it represents a unique type of event. It’s when a subject and object (or actor and act) become so intertwined that they are hard to separate; they become one. Out of that relationship, wrote Pirsig, emerges a special kind of Quality….. “To live for some future goal is shallow,” he writes in Zen and the Art of Motorcycle Maintenance. “It’s the sides of the mountain that sustain life, not the top … The only Zen you find on the top of the mountains is the Zen you bring up there.”

Robert Pirsig : Photo – William Morrow-HarperCollins

As can be expected, different obituaries have some or other additional input on Robert Pirsig. We have picked up two from these:

Robert Pirsig has looked at Quality not from the traditional view of the word Quality. The following discussions will open us the world of his interpretation of Quality.

Metaphysics of Quality (MoQ) is a theory of reality introduced in Robert Pirsig’s philosophical novel, Zen and the Art of Motorcycle Maintenance (1974) and expanded in Lila: An Inquiry into Morals (1991). The MOQ incorporates facets of East Asian philosophy, pragmatism, the work of F. S. C. Northrop, and indigenous American philosophy. Pirsig argues that the MOQ is a better lens through which to view reality than the traditional Dvaita/dualistic subjective/objective mindset found in the West and originated in the East. The book talks about the Indian concept of Tat Tvam Asi as opposed to Dvaita.

Robert Pirsig’s Metaphysics of Quality has a rich repertoire of resources on this subject. MOQ.org exists to provide a forum for discussion and study of the Metaphysics of Quality as proposed by Robert M Pirsig in his books.

An overview of the Metaphysics of Quality provides good basic information on the Here are some video clips on the subject.

What is the Metaphysics of Quality?

Robert M Pirsig NPR Interview July 12, 1974 is an excellent interview

YT has several more interesting video clips on the subject.

We will now turn to our regular sections:

For the present episode we have picked up the article Abandonment, Concentration & Pareto’s Law: A Tested Way to Achieve Quantum Leaps in Individual and Organizational Productivity from Drucker Perspective column @ Management Matters Network.

“Concentration is the key to economic results… Economic results require managers concentrate their efforts on the smallest number of products, product lines, services, customers, markets, distributive channels, end-uses, and so on, that will produce the largest amount of revenue.” — Peter F. Drucker

Drucker, Zipf, and Juran observed that aggregate data misinform, misdirect, mislead…Every manager, to be effective, must assume an imbalance exists with respect to resource allocation—and must work hard to incrementally change the ratio…The relationship between efforts and results are generally in a state of imbalance. The imbalance may be 65/35, 70/30, 75/25, 80/20 or 99/1, or any set of numbers in between. ..The key is to alter the ratio between effort and results.

From Ask The Experts, I have picked up a question – Defining Qualification, Verification, and Validation – which many of quality professional would be interested in revisiting. The answer has laid out the classic definitions from ISO 9000 and explained the terms from different angles as well.

There is no update in our ASQ CEO, Bill Troy column this time. So I went to the beginning of the A View from the Q and find a post:  The Century of Quality – That in other word would mean: “What would it take for the 21st Century to be the Century of Quality?” This is a challenge for the quality community. We need to reach executives and convince them to provide visible leadership on the topic of quality. What language do we use (to communicate with others in this regards)? Jennifer Stepniowski provides great advice— keep it simple and relevant….Let’s pay special attention to executives who get it and work to make sure their voices are heard!

We now watch two of the latest ASQ TV  episode:

  • Ralph de la Vega, Vice Chairman at AT&T, announces today as the Golden Age of Quality; a time when companies need to build quality into the product and service and detect problems before they occur.
  • SR and Quality: A Perfect FitWilly Vandenbrande, founder and president, QS Consult, tells quality professionals they are in a perfect position to take on their organizations’ SR initiatives and that SR fits well into the future of quality.
  • Lean, Change, and Invaluable People – Scott McAllister, Vice President of Growth, Prosci, describes research detailing the direct correlation between change management effectiveness and business results improvement. The research also shows sponsorship to be the most important factor. McAllister shares a method to get the most out of sponsors.
  • Root Cause Analysis – Learn about a new approach to Five Whys and Root Cause Analysis and get a refresher on the “Is/Is Not” analysis — plus, the case for asking “Why not?”

“Square in the Crosshairs”, Matthew Barsalou, QP, 2017

  • Asking “Why Not?” – The five whys method is a way of drilling down to the root of a problem. Consider adding the question “why not?”

“Five Whys and a Why Not”, Alan Fogle and Edward Kandler, QP, 2017

  • Is/Is Not Comparative Analysis Tool – An “is/is not” comparative analysis can be a good tool for figuring out the root cause-or, what the problem is or is not about. This tool is useful when you need to: Understand plausible problem causes amid many possible causes Identify issues that are not related to the problem.

“Get to the Root of it”, David M. Rucker, QP, 2010

Jim L. Smith’s Jim’s Gems for the month of April, 2017:

  • Human Side of Six Sigma : The tools are nice, but they are less important than the team process – No matter how elegant a quality tool is it is impossible to implement solutions without giving consideration to the human factor. For Six Sigma, this means focusing efforts on employee involvement far beyond the color of someone’s belt.
  • You Become What You Think – The focus of your thinking becomes important when you realize the following formula RT = E + B. Your thoughts create results, which stem from your emotions, from which your behavior is created. It is actually your behavior that produces results whether it’s good or not so good…Mike Dooley, entrepreneur and best-selling author, says “Choose Them wisely: Thoughts Become Things.”

I look forward to your active participation in enriching the blog carnival as we pursue our journey in exploring the happenings across quality management blogs…………

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