Carnival of Quality Management Articles and Blogs – January 2016

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Welcome to January 2016 edition of Carnival of Quality Management Articles and Blogs.

In the previous episode of our blog carnival, we have taken up an overview of the changes in the just published Revision of ISO 9001 (:2015). From the present episode, every month we will take up each key change individually for a closer look.

We first take up the most fundamental underlying concept – Process Approach..

The present version of the standard now “promotes the adoption of a process approach when developing, implementing and improving the effectiveness of a quality management system, to enhance customer satisfaction by meeting customer requirements. {Ref: Introduction – Clause 0.3.1} The process approach involves the systematic definition and management of processes, and their interactions, so as to achieve the intended results in accordance with the quality policy and strategic direction of the organization. Management of the processes and the system as a whole can be achieved using the PDCA cycle (see 0.3.2) with an overall focus on risk-based thinking (see 0.3.3) aimed at taking advantage of opportunities and preventing undesirable results.

Schematic representation of the elements of a single process

Schematic representation of the elements of a single process

The ISO Technical Committee 176 has published a paper The PROCESS APPROACH in ISO 9001: 2015 (ISO/TC 176/SC 2/N1289) and a detailed presentation on the PROCESS APPROACH in ISO 9001:2015

ISO’s Process Approach also lucidly presents concepts like Process Approach, Process Definition, Process Examples, Inputs and Outputs – outputs could include not only services, software, hardware, and processed materials, but also decisions, directions, instructions, plans, policies, proposals, solutions, expectations, regulations, requirements, recommendations, complaints, comments, measurements, and reports. Clearly, an output could be almost anything – Process interactions, Process-based QMS.

Three Ways ISO 9001:2015 Will Encourage a Process ApproachDan Nelson

Instead of being suited to ISO 9001, a QMS is supposed to be suited to the unique operations of an organization. A process approach demands that an organization’s real, operational; core processes are developed in accordance with the “plan” phase of the plan-do-check-act cycle (PDCA). These are the processes needed for a QMS.

Second, also in the ‘Introduction, sub-clause 0.3 -Process approach’, the standard explains that the process approach is based on the PDCA cycle, mentioning W. Edwards Deming by name.

Finally, in ISO 9001:2008 sub-clause 4.1—General Requirements, contain requirements seemingly adequate to verify whether a process approach has been applied.

Process Approach

QMS is made up of a network of value-adding processes, like Customer Oriented Processes (COPs), Support Oriented Processes (SOPs), Management Oriented Processes (MOPs), Quality Managed Processes (QOPs), Outsourced Processes (OPs) that link, combine and interact with one another to collectively provide product or service. These processes are inter-dependent and can be defined by complex interactions. In order to plan and implement QMS using the ‘Process Approach’, one must:

  • Identify the processes needed for the QMS.
  • Determine their sequence and interaction (show the sequence and interaction of COP’s). There are many ways to document this, e.g., a high level flowchart or a process map.
  • Determine the application of QMS processes throughout the organization (show how MOP’s; SOP’s and QMP’s are applied to each COP and to each other). There are many ways of documenting this. A popular way is through graphical representation, e.g. process maps.
  • Determine (plan) the criteria, methods, information, controls and resources needed for each QMS process.
  • Identify the internal/external customer-required output.
  • Describe the process activity that produces the output.
  • Identify the resources needed for the process activity.
  • Identify the inputs for the process – information, materials, supplies, etc.
  • Define the process methods, procedures, forms etc., that may be needed to produce the output.
  • Define the controls to prevent or eliminate risk of errors, omissions, or nonconformities in process activity. controls may come from the IS standards; customer; regulatory and your own organizational requirements
  • Interaction with sources that provide the inputs (internal process or external supplier), uses the output (internal process or external customer), or provide the resources (internal support process) to perform the process activity.
  • Implement QMS according to the plan.
  • Monitor, measure and improve each QMS process and its interaction with other processes. Performance indicators to monitor and measure process performance may come from the IS standard, customer, regulatory and organization’s own requirements. Performance indicators may relate to the process output as well as the process activity.
  • Performance indicators for process output must focus on meeting customer and regulatory requirements. Performance indicators for process activity should focus on measuring process effectiveness and efficiency.

PROCESS MANAGEMENT REQUIREMENTS IN ISO 9001 (2015) – Lennart Brandt -By application of the definition of “process”, the number of processes concerned by the requirements in ISO/CD 9001 could be considered to be at least about 275.

ISO 9001:2015 – The Process Approach Approacheth – focuses on the new standard’s “process approach” requirements, how it differs from the current version, and the many problems companies and auditors will have interpreting it.

ISO 9001 series, Part 3: The Process Approach in ISO 9001:2015Ben Saxton, Business Development Manager and Alastair Atcheson, Digital Marketing Executive @ Qualsys – Auditors should be looking at the effectiveness of processes over exact compliance to procedure. This is in line with PDCA, which forms a basis for the process approach to begin with. A process approach is the best way to manage a QMS, not just in terms of the audit process, but as a business strategy in general. Auditors and organisations alike should remember that the process approach is being emphasised because fundamentally, it makes sense.

The Joy of ProcessSusannah Clarke says a process approach can inspire innovation and creativity – In Morecambe & Wise Make Breakfast, watch the brilliant example of how a process approach inspires innovation and creativity:

We will now turn to our regular sections:

Future of Quality - Report - 2015Since 1996, ASQ has published seven issues of the Future of Quality Report. The latest edition explores 11 topic areas—already impacting consumers, businesses, and society—that will have a profound effect on the future of quality. These thought-provoking, personal, and detailed essays are written by distinguished experts from around the world. The “2015 ASQ Future of Quality Report: Quality Throughout” challenges, enlightens, and sparks action. ASQ CEO, Bill Troy ASQ’s Influential Voice in Top 11 Insights From ASQ’s Future of Quality Study has compiled the “key” insights from each of the 11 essays in the Future of Quality research.

We now watch the latest ASQ TV episodes:

Strategic Thinking – Business Skills – In this ASQ® TV episode, the concept of strategic thinking is examined. Learn how strategic thinking varies in theory and practice and be introduced to the analytic hierarchy process—a method that breaks down decision making into a series of comparisons. Watch now:

Strategy and Leadership: In this episode, learn a four-step method for setting organization-wide strategy that fosters employee engagement and empowerment, and get ideas for structuring your organization and communicating strategy … to employees to help achieve success. Read: Peter Merrill’s QP article on self-managed teams.

Making Strategy Visual – It is essential your staff connect goals, metrics and projects to get them engaged in the organization’s strategy. Hear how North Bay Regional Health Center in Ontario achieves this important goal by making strategy visual to employees and customers.

We would add Jim L. Smith’s Jim’s Gems as our regular feature from this month.

Thought PowerJim's Gems: Choose to think the best about yourself, your world, and those people who are there to support you.

Dealing with Challenges:  Learning to overcome our challenges is what builds character and resilience.

Embrace efforts: Decide to embrace and enjoy the effort, and you’ll reap wonderful benefits from it.

20 Most Popular Posts on the Curious Cat Management Blog in 2015

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…………

Carnival of Quality Management Articles and Blogs – December 2015

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Welcome to December, 2015 edition of Carnival of Quality Management Articles and Blogs.

In the current episode of our blog carnival, we will take an overview of the changes that ISO 9001:2015 – Just published! has brought in over its previous version (: 2008).

ISO TC/176/SC2 (Public Information) Home Page has provided a host of the basic inputs relating to core of the changes in the new version @ Revision of ISO 9001 :

  • A presentation on the ISO 9001 revision (here)
  • Transition Planning Guidance for ISO 9001:2015 (here)
  • ISO 9001:2008 and ISO/DIS 9001 Correlation matrices (here)
  • ISO 9001:2015 Revision Frequently Asked Questions (FAQs) (here)
  • Implementation Guidance for ISO 9001:2015 (here)

Seven Quality Management Principles

The table below compares the 8 Quality Management Principles with recently revised seven Quality Management Principles (QMPs).

8 Quality Management Principles

7 QMPs

Principle 1: Customer focus QMP 1: Customer Focus
Principle 2: Leadership QMP 2: Leadership
Principle 3: Involvement of people QMP 3: Engagement and Competence of People
Principle 4: Process approach QMP 4: Process Approach
Principle 5: System approach to management
Principle 6: Continual improvement QMP 5: Improvement
Principle 7: Factual approach to decision making QMP 6: Informed Decision Making
Principle 8: Mutually beneficial supplier relationships QMP 7: Relationship Management

ISO 9001:2015 – What are the main changes?

1/The standard is rewritten according to the HLS (High Level Structure)

2/ Risk management becomes a foundation of the standard

ISO 9001_2015-progressive changes

3/ Leadership

4/ A standard purposely open to the service industry

5/ No more quality manual?!

6/ Importance given to the context surrounding the certified organization and to its stakeholders

7/ Knowledge is a resource like any other

Significant Changes in ISO 9001 Revision 2015:

  1. The term “product” has been replaced by “goods and services”.
  2.  Two new clauses related to the context of the organization:

4.1 Understanding the organization and its context
4.2 Understanding the needs and expectations of interested parties.

  1. The requirement to use the process approach has been more explicit by adding a new clause.

4.4.2 Process approach

  1. The standard does not include a specific clause for “Preventive Actions“.
  2. The terms “document” and “records” have been replaced with the term “documented information”.
  3. Control of external provision of goods and services address all forms of external provisions.
  4. The term “continual improvement” has been replaced with “improvement”.

Infographic: ISO 9001:2015 vs. 2008 revision – What has changed?’ presents all the basic information visually.

What are the main differences between ISO 9001:2008 and ISO 9001:2015?’ not only tabulates the 10 clauses of the revised standard in comparison to the previous version, but also has visually presented the arrangement of clauses 4 through 10 according to PDCA cycle:

ISO 9001_2015 clauses in terms of PDCA cycle

As a result of the new arrangement in ten clauses, ISO 9001:2015 now has the same unambiguous structure as all standardized management systems, known as a ‘High Level Structure’ (HLS).

ISO 9001_2015 HLS

There is more emphasis in ISO 9001:2015 on measuring and properly assessing the input and output of processes.

ISO 9001_2015 on measuring and properly assessing the input and output of processes

Here are some more specific presentations on the subject:

What Changes Will ISO 9001 : 2015 Bring ? – A Bureau Veritas presentation

Key changes and transition – DNV GL

DNV GL guidance document aims to gives a basic overview of the changes to ISO 9001:2015

We will also take a look at some of the video clips on the subject:

All you need to know about ISO 9001:2015

ISO 9001:2015 Revision Training Webinar

ISO 9001:2015 Part 1: Prepare for Impending Changes in ISO 9001:2015

ISO 9001:2015: Part 2: New QMS Structure Overview for ISO 9001:2015

ISO 9001: 2015 (Part 3): Risk-based Thinking Goes from Implicit to Explicit

Risky Business: Surviving ISO 9001:2015 :- Part 1 of 3 discusses the troubled development process leading to ISO 9001:2015 and the pressures put on ISO TC 176 to rush the standard, rather than focus on ensuring the quality of the content.

Risky Business: Surviving ISO 9001:2015 :- Part 2 of 3 – discusses the good and bad aspects of the new requirements, including a scathing look at “risk based thinking.”

Risky Business: Surviving ISO 9001:2015 :- Part 3 of 3 presents “survival strategies” for leveraging the weaknesses of ISO 9001:2015 to your advantage, and how to tailor your QMS for maximum effect. https://www.youtube.com/watch?v=v7JiK5y3iLk

NQA ISO 9001:2015 Transition Webinar (8th Sept 2015)

We will now turn to our regular sections:

ASQ CEO, Bill Troy ASQ’s Influential Voice in its post ISO 9001:2015 is now available! has furnished the supporting products such as training programs, case studies, and articles.

We have presented here ASQ TV episodes on the current subject, as available currently:

Transitioning to ISO 9001:2015 : Transitioning to a new standard can be a daunting task but there have been several revisions before, meaning there is plenty of advice on how to do it. View the head of delegation for U.S. Technical … Advisory Group to ISO Technical Committee 176 (TAG 176), Lorri Hunt’s full interview HERE.

Implementing ISO 9001:2015 : Standards expert John DiMaria explains risk is embedded in many areas of ISO 9001:2015. Access ASQ’s ISO 9001 resources, including the standard, articles, books, training and information on the upcoming … conference at the links below

We will also continue to take a detailed look at the changes in ISO 9001 in the separate series of respective articles as well as in the ensuing episodes of 2016.

I wish warm greetings for the festivities of the season and highly fruitful New Year ………

I look forward to your active participation in enriching the blog carnival as we pursue our journey into 2016 by charting some new initiatives in our presentation style and content …………

Carnival of Quality Management Articles and Blogs – November 2015

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Welcome to November, 2015 edition of Carnival of Quality Management Articles and Blogs.

The search for “Improving measures of measurement of process” took us to the first building block -‘performance measures and metrics’, followed by the search for resources relating to the ‘structuring for the process of improvement’, “Deploying the Improvement Process” and “Implementing the Improvement Process”. While we were @ Measuring the Improvement Process, we had observed references to several techniques of measurements. Among these we had a detailed look at one of the most discussed one: The Balanced Scorecard.

In this last part of our journey of Continuous Improvement, we will take a look at some of the representative articles on “Sustaining Continuous Improvement’.

Sustainability of lean process System

How to Create and Sustain Successful Continuous Improvement Teams – Renee Bassett – Porter at Irving Oil: “Keep it fresh, keep improving the system.  Do not let it stagnate.  Your competition is making improvements every day; evolving change is now a way of life.” Click here to read how understanding human motivations can go a long way toward ensuring a successful continuous improvement program.

Sustaining Continuous Improvement Initiatives – Simon Bodie – Continuous Improvement Initiatives are often launched with a flurry of excitement .This can soon wane as executives fail to see value and question the rationale for continuing. Achieving longevity requires careful management of the program. Just completing ‘good work’ is not enough, benefits need to be understood calculated and extracted. Progress needs to be communicated effectively.

Sustaining a Continuous Improvement Culture in a World of Flux – It is not so much that we are afraid of change, or so in love with the old ways, but it is the place in between we fear….. like being in between trapezes……there is nothing to hold on to. CI should not merely be an institutional priority, but should be integrated into the strategic plan. A well-defined structure for implementing CI programs, transparent flow of information, listening to views of each stakeholder, showing the benefits to the individuals and maintaining the consistency of approach (towards CI) help build the culture that creates environment for sustaining the CI.

Visual Management Helps You Sustain Continuous Improvement – You can’t make your operations more efficient if your employees don’t know what is going on!  Communicating information throughout all departments and levels of your company is critical. Visual management is a fundamental element of process control that helps you sustain continuous improvement.

Creating and sustaining value: Building a culture of continuous improvementSaleem Chattergoon, Shelley Darling, Rob Devitt, Wolf Klassen have narrated a phased approach adopted at Toronto East General Hospital . These are: Phase 1 – Setting the stage ; Phase 2 – Team-driven performance management and Phase 3 – The daily management system and cross-appointment model. The three phased approach takes the movement beyond individual projects to the cultural transformation.

Continuous Improvement through a Productive Culture

Actions that Build a Productive Work Culture

  1. Practice good leadership at all levels
  • Create trust and respect
  • Be committed and persistence
  • Be patient and understanding
  • Be consistent
  • Allocate resources fairly & where needed
  • Explain the goals and reasons
  1. Lead by example, by “walking your talk”
  • Role model desired behaviours
  • Coach, mentor and teach
  1. Determine appropriate criteria for rewards, praise, and status
  2. Select good people and supporters – Put individuals in the right roles
  3. Practice open 2-way communication
  4. Manage by walking around
  5. Develop and communicate values, behavioural expectations and norms – Deliver common and consistent messages and behaviours at all levels
  6. Focus on the quality of relationships – respect people
  7. Ensure the physical and emotional safety and well-being of employees – Listen to ideas and concerns and take appropriate action
  8. Let employees enjoy the rewards of their hard work
  9. Help people to understand all the ways the change will be good for the organisation and also for them
  10. Promote collaboration and cross-functional problem solving
  11. Provide stability and consistency
  12. Promote creativity, innovation & learning – Within boundaries remove obstacles and encourage rule breaking
  13. Create personal responsibility for results
  14. Provide employees with feedback
  15. Create a sense of identity, ownership and pride of work
  16. Provide development opportunities, new skills and fresh knowledge
  17. Provide career opportunities
  18. Provide challenges and challenging opportunities
  19. Impose real-time consequences that matter
  20. Be connected to your community

Continuously improve your chances for project success: Whitepaper 3 || kpmg.com/nz ||

Effective management of major projects relies on three key concepts:

  1. early planning and organization
  2. stakeholder communication and project controls integration, and
  • Continuous improvement.

This third instalment of a three-part series, outlines the third key component in managing a major project, continuous improvement……A collaborative culture – where information is exchanged informally and through multiple channels – is preferable for inspiring continuous improvement.

From lean to lasting: Making operational improvements stick

The broader challenge underlying such problems is integrating the better-known “hard” operational tools and approaches—such as just-in-time production—with the “soft” side, including the development of leaders who can help teams to continuously identify and make efficiency improvements, link and align the boardroom with the shop floor, and build the technical and interpersonal skills that make efficiency benefits real.

Why do continuous improvement initiatives fail to sustain? By Thomas Liesener – The four most commonly occurring hot spots are: lack of will, support, commitment and leadership from (senior) management; not right metrics selected, monitored and reviewed (for CI and change); lack in professional human development / trainings and career pathing; not right and enough resources allocated or available for implementation and projects.

Sustaining the continual improvement will find as many variants as required by the as differing needs of differing circumstances, varying by the degree in which the people involved vary with as many differing backgrounds. Obviously, we cannot cover all such variants in a single episode of our blog carnival. The ultimate message is that continuous improvement sustains in thrives in the culture of people who feel involved, who keep evolving and openly share their views and feelings.

The journey of the continuous improvement never ends.

We will now turn to our regular sections:

Bill Troy, ASQ CEO presents four guest posts:

A Day With the Future of QualityEdwin Garro presents a very intimate documentation of his visit to a junior high school class at the San Rafael de Poás Technical High School, Alajuela, Costa Rica. The Quality and Productivity Technical program was conceived as long term answer to shortage of skilled quality technicians. The visits talks about aspirations of the students of the program.

Big Data and Quality Professionals – by Ponmurugarajan Thiyagarajan Big data is in play when data size is huge (Volume), moves in high speeds (Velocity), comes in variety of forms (Variety) and in varied quality (Veracity) which conventional database systems cannot efficiently process.

Analytics built over big data enable organizations to process structured and unstructured data to derive useful intelligence and provide actionable insights for end-users.

This has interesting implications for quality professionals who may become involved with big data efforts. Assurance of quality is key in such projects: data clean-up must happen in an automated fashion and reconciliation reports to be produced in real-time to track quality parameters. Thus, relevant tools need to be built for quality assurance. It will be interesting to see how quality tools such as Plan-Do-Check-Act, the 7 quality tools (Fishbone diagram, Check sheets, Control charts, Histogram, Pareto Charts, Scatter Diagrams, Flow Charts) etc., can be customized for a big data project.

Facing Cultural Barriers by Leaders to Strengthen a Culture of Quality by Luciana Paulise company culture is modeled upon top management behavior. So, in effect, leaders need to change their behavior first if they want to change the entire company culture—and they have to do it through a systemic model considering four types of intelligence, viz. spiritual, intellectual, physical and emotional.

Talking To the C-Suite About Qualityby Dr. Suresh Gettalaemphasizes the following five rudimentsTalking to C-suite about quality culture that are indispensable when talking about quality to the top management:

  1. The long term – short term continuum
  2. The Language of Metrics
  3. Economic case for Quality
  4. Success Anecdotes
  5. Big Q” Approach

The current month episode of ASQ TV is: Quality in Pop Culture . Celebrate World Quality Month by watching examples of quality appearing in pop culture. Quality touches nearly all aspects of society. And it’s not surprising to see it in mainstream entertainment—whether it’s being satirized for its seemingly complicated tools and methods, or indirectly referenced for how it improves our lives.

For the present month, our ASQ’s Influential Voice is Bill Troy, the CEO of ASQ.

Bill TroyWe have been regular visitor to his View From the Q.

We had taken our first look at View from Q in September 2013, when it was under the guidance of the then ASQ CEO, Paul Borawski.

Presently, we seem to have reached the end of the present list of ASQ Influential Voices. We will take a different approach to visiting the views of ASQ Influential Voices, beginning January 2016.

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

Carnival of Quality Management Articles and Blogs – October 2015

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Welcome to October, 2015 edition of Carnival of Quality Management Articles and Blogs.

The search for “Improving measures of measurement of process” took us to the first building block -‘performance measures and metrics’, followed by the search for resources relating to the ‘structuring for the process of improvement’, “Deploying the Improvement Process” and “Implementing the Improvement Process”. While we were @ Measuring the Improvement Process, we had observed references to several techniques of measurements. Among these one of the most discussed one is The Balanced Scorecard.

We will devote our present episode to exploring this technique in details. As can be expected, subject has a vast array of reference materials in the form of articles, papers, books and other multimedia contents. Even a brief glance through these would quite a heavy task, so we will refer to the hyperlinks of the referred contents in order to remain light on this episode.

Balanced  ScorecardWe will first take up a few of the articles that provide the introduction to the subject:

Here are some more articles that discuss the concept from different perspectives:

Next is in illustrative set of papers / articles that discuss the application of BSC in different fields:

Here is why 6 Reasons The Balanced Scorecard Is Still Relevant Today – an interesting article by Ted K. Jackson

#1: It ties directly to the number one issue of executives today: strategy execution.

#2: It provides a framework to align everyone in the organization around a mission and vision.

#3: It allows organizations to be more responsive to changes in the competitive landscape.

#4: It provides quantifiable metrics that show the health of an organization.

#5: It helps drive transparency.

#6: It links projects to measures, and measures to strategy.

Bonus Reason #7: You can make it yours.

If you are interested in balanced scorecard software, try the open-source Compiere.

For those who are interested in SAP type ERP platforms, here is the link to Balanced Scorecard (CPM-BSC) @ SAP’s Enterprise Management Tool .

The Balanced Scorecard Institute is an excellent under- one-roof resource.

The more we search, more will find resources – books, papers, software. What we have listed is at best a few samples on the subject. Measurement of the continual improvement will find as many variants as required by the as differing needs of differing circumstances, performed by the people with as many differing backgrounds. Obviously, we cannot cover all such variants in a single episode of our blog carnival. The ultimate message is that measurement and improvement both have to be integral part of the operations as well strategy.

We would continue our onward journey of the process of improvement for one more month, and then conclude the series.

We turn to our regular sections now:

World Quality Month - 11 2015Bill Troy, ASQ CEO has announced World Quality Month. The 6th Annual World Quality Month is set to begin in just a few weeks.

ASQ communications, in the ‘September Roundup – Does Mission Matter?’, has collected the reflections of ASQ Bloggers on the value of mission and the valued placed on it w.r.t. the guest post by Pat La Londe, ASQ Fellow and incoming ASQ board chair, on a question how often is a company’s mission considered when choosing a retailer or business partner..

The current month episodes of ASQ TV mainly relate to the revision in ISO 9001: 2015. We plan to take up this subject for an in-depth study in our December, 2015 episode. Therefore, we have gone back a little more and chosen Thinking Creatively and the related QP story for current month’s view.

For the present month, our ASQ’s Influential Voice is Dr. Suresh Gettala.

Dr. Suresh GottalaDr. Suresh Gettala is a regional director at ASQ India. He holds a doctorate in quality management from the Indian Institute of Technology Madras, Chennai, and is also a recipient of the renowned post-doctoral fellowship from the Alexander von Humboldt  Foundation, Germany. He is a seasoned quality expert with a unique blend of academic/research as well as industry experience spanning several years in various aspects of quality management across multiple industries. He has published many research articles in reputed, peer-reviewed international journals. Suresh blogs on LinkedIn.

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

Carnival of Quality Management Articles and Blogs – September, 2015

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Welcome to September, 2015 edition of Carnival of Quality Management Articles and Blogs.

The search for “Improving measures of measurement of process” took us to the first building block -‘performance measures and metrics’, followed by the search for resources relating to the ‘structuring for the process of improvement’. Then we took one more step forward, so as to look at some basics for “Deploying the Improvement Process”. We then went over to explore different ideas and approaches in “Implementing the Improvement Process”.

We now take a look at Measuring the Improvement Process.

How to Improve Manufacturing Productivityby Tara Duggan, Demand Media

Improving manufacturing productivity involves collecting and analyzing data and making effective decisions. Ensuring the success of these operational excellence initiatives often depends on divisions working together to share data and interpret it appropriately

Step 1 – Identify the work flow associated with manufacturing your product. This includes the people, processes and technology required for production as well as the resources, communication and procedures needed throughout the company.

Step 2 – Track reports to analyze financial and customer satisfaction data. Share the same comprehensive data with all project managers so they can develop manufacturing process improvement plans, assign resources to complete the tasks, manage the budgets and determine if the projects met their goals. Establish criteria for standardizing project processes to ensure that all project managers systematically evaluate performance consistently and interpret changes appropriately.

Step 3 – Create a balanced scorecard based on data from a secure repository. Identify financial measures for the scorecard such as monthly sales, customer measures such as the number of product support calls, process measures such as number of products manufactured each month and employee measures such as staff retention. As you implement process improvement changes, note any changes in these operational measures to validate that your interventions were successful.

Step 4 – Monitor information generated from process improvement projects to implement improvements throughout all of your manufacturing operations. Analyze costs and benefits.

LEAN SIX SIGMA METRICS: HOW TO MEASURE IMPROVEMENTS WITHIN A PROCESS – Different Time, Cost, Process Complexity, Organizational Perspective metrics frequently used in Lean Six Sigma projects to measure the outcomes of a process, identify opportunities for improvement and monitor changes over time.

Using ROI to Measure the Results of BPI Initiatives Process improvement initiatives are becoming a focal point for organizations – regardless of their size or industry – and Executives want to see the positive monetary impact from these initiatives. Here is where Business Impact and ROI analysis comes into play to measure the effectiveness of an organization’s process improvement initiatives.

Measuring improvement

  • If you do not gather strong baseline data, you will never know exactly how much you have achieved.
  • For the..project, your measures should focus on the critical stakeholder experience and staff experience, as this is the focus of the overall programme. Ultimately, these factors will show whether you have met your aim.
  • Data
  • Measure little and often: measurement for improvement does not require large datasets. It is better to start with one measure, and add more, than to be ambitious about the number of measures to be collected and feel defeated by the scale of it.
  • for improvement is different from data for research. It is messier and less accurate, but highly relevant to the daily work of clinicians. Sampling is often appropriate – for example, asking 10 patients per month, as opposed to all patients. In measuring for improvement, it is rapid, small-scale feedback (through PDSA cycles) that will help you assess the impact of your changes.
  • Monitor your progress through a dashboard. This must include the main types of measure (process, outcomes and balancing measures). It should also make clear what the goal is (how much to achieve and by when), how progress will be calculated, and where the data will come from. All these are essential questions to answer when developing your measures. (See PFCC sample measurement dashboard).
  • Make sure your measures relate directly to the factors that you are changing.
  • Driver diagrams play a useful role in this activity as these help pin down what is important.. and measures that relate to these drivers.
  • Make sure you are clear about what you plan to accomplish, how you will know that this change will improve patients’ experience or outcomes, and precisely what activities you will put in place to effect this change.
  • Use the expertise in quality improvement within your organization to support you. Techniques such as ‘run charts’ (see PFCC further reading), which can track progress over time can be very useful in providing a persuasive picture of your progress. Above all, remember that the purpose of measurement for improvement is to support you to achieve your aims. The data must therefore be of value to you – not for reporting elsewhere.

How Do You Measure Process Improvement?

Maturity Levels in the Staged Representation

Maturity Levels in the Staged Representation

Measurement of Process Improvement is a paper of Practical Software and Systems Measurement (PSM) community. The paper includes areas of measurement of process improvement, measuring the value of process, improvement, measuring readiness for process improvement, measuring the process improvement progress.

Three Ways For Measuring Continuous Improvement Success – Mark Ruby emphasizes the critical role of measurement in the success of Continual Improvement in terms of three dimensional measurement perspectives:

#1 Measure based on Financial results

# 2 Measure based on an assessment tool

# 3 Measure based on view of the stakeholder

How to Measure Continuous ImprovementBy Emile Heskey

  1. Find ways to quantify progress
  2. Review the data in terms of initial goals
  3. Develop a series of criteria midway through the project which can be used for measuring the improvements.
  4. Accept Setbacks.

Cultural Transformation: Measuring and improving the culture to achieve significant business results – Charles Aubrey – Culture was defined over These values: Manage with Information and Metrics, Empower Employees, Teamwork, Respect and Ethical Behavior, Improve and Innovate, Coach/Mentor and Make a Difference, and Surpass Customer Expectations.

The measurement of the improvement was built into a detailed survey.

Measuring continuous improvement: sustainability at Sibelco Benelux presents the measurement of continuous improvement of the sustainability.

Measuring Asset Performance for Continuous Improvement – In this 7-minute, 9-second video, Mike Poland of Life Cycle Engineering explains the measure phase of a simple implementation model for a risk-based asset management system. Learn the importance of metrics, process parameters and key performance indicators (KPIs), as well as how to correctly interpret data and take the appropriate corrective actions.

Measuring Continuous Improvement In Engineering Education Programs: A Graphical Approach – The methodology, the Pitt-SW Analysis, is an adaptation of the competitive strategy principle of SWOT (strength, weakness, opportunities and threats). It consists of four steps – data collection, data summarization, display of proportions, and construction of a Strengths and Weakness (SW) table by the application of rules that reflect the desired sensitivity of the methodology. The results of the SW table can be displayed graphically using basic symbols to highlight and track changes in students’ perceptions.

These are at best a few samples on the subject. Measurement of the continual improvement will find as many variants as required by the as differing needs of differing circumstances, performed by the people with as many differing backgrounds. Obviously, we cannot cover all such variants in a single episode of our blog carnival. So, we would continue our onward journey of the process of improvement for two more months.

We turn to our regular sections now:

Bill Troy, ASQ CEO has presented three guest articles. Each one makes a very interesting and thought-provoking material. So we will only document the titles of these articles here:

Julia McIntosh, ASQ communications in the ‘August Roundup: Creating a Performance Culture: What Not To Do’ has collected the round of views of ASQ Bloggers on ways to change company culture in a positive direction. The original referenced article of James Lawther is Creating a Performance Culture: What Not To Do.

We then move over to ASQ TV Episodes:

  • Five Whys for the Birds – Reversing the deteriorating of the Jefferson Memorial in Washington, D.C., with the five whys technique. The story may be a bit of a myth in some quality circles, but it still contains a good example of … the ‘five whys’ technique for root cause analysis.
  • Taking a deeper dive into root cause analysis – Root cause analysis can be used to find the crux of any problem in virtually any setting. Let’s take a look at some nuances of root cause analysis and how to apply it successfully. In this episode, we’ll… cover: • Knowing how far to take one root cause analysis method • An example of the 5 WHYs technique QP article • Finding the root cause of a deteriorating building “Flip the Switch” • Incorporating the scientific method approach in root cause analysis. Watch a full interview with Matthew Barsalou.
  • Taking the Scientific Method Approach to Root Cause Analysis – You probably take it for granted that root cause analysis should be empirical-that is, verifiable by observation or experience rather than just theory. In “real life,” organizational approaches to finding… a root cause don’t always pan out this way because people are anxious for answers. However, author and expert Matthew Barsalou suggests that the scientific method may be a good approach to root cause analysis
  • Standards and Auditing – Learn how to identify, categorize and take action on risks – vital skills for organizations transitioning to ISO 9001:2015. Also learn how audits can be conducted virtually. To watch the webinar, click … here.
  • Auditing, Risk, and ATM – Dennis Arter offers tips and techniques about assessing and managing risk with the help of risk catalogues and the ATM method (Accept-Transfer-Mitigate).

Our ASQ’s Influential Voice for the month is – Prem Ranganath.

Prem RanganathPrem Ranganath is a senior director and global head of IT delivery excellence and risk assurance at Quintiles Inc. He is a senior member of ASQ and enjoys working with teams to enable quality as a necessary and valuable behavior. He is very passionate about introducing a quality mindset and practices in K-12 so that quality is ingrained into interactions and decisions early on. Prem teaches at a graduate level course on software quality and product management at Marquette University in Milwaukee, Wis. He blogs at – The Art of Quality.  The blog tagline is: Ideas and experiences to inspire professionals and students to pursue the art

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

Carnival of Quality Management Articles and Blogs – August 2015

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Welcome to August 2015 edition of Carnival of Quality Management Articles and Blogs.

The search for “Improving measures of measurement of process” took us to the first building block -‘performance measures and metrics’, followed by the search for resources relating to the ‘structuring for the process of improvement’. Then we took one more step forward, so as to look at some basics for “Deploying the Improvement Process”.

Presently, we will explore different ideas and approaches in “Implementing the Improvement Process”.

Steps in the Continuous Improvement Process’ recommends the classic PDCA approach

6 Tips for Implementing Continuous Process Improvement : Continuous process improvement stops you from getting comfortable with the status quo and accepting sub-par results. Six tips that it enlists for successful implementation of continuous improvement process are:

1. Solicit feedback

2. Share More, Not less.

3. Document stuff

4. Don’t automatically blame the tool.

5. Identify changing requirements

6. Think Lean

How to implement Change Successfully has ‘change’ as the keyword in the title. We have used the article here simply because any change has to lead to improvement and every improvement, at the minimum, results in change. The article revolves around three basics: –

– Break down the changes into manageable task and achievable targets

– Keep informing and getting feedback

– Pilot the change under ‘controlled’ conditions and test the potential weak spot before going for full-scale implementation.

6 Steps for Implementing Successful Performance Improvement Initiatives in Healthcare is a good presentation that deals with implementing the continuous improvement initiatives

Step 1: Integrate Performance Improvement into Your Strategic Objectives

Step 2: Use Analytics to Unlock Data and Identify Areas of Opportunity

Step 3: Prioritize programs using a combination of analytics and a deployment system

Step 4: Define the Performance Improvement Program’s Permanent Teams

Step 5: Use a content system to define program outcomes and define interventions

Step 6: Estimate the ROI

Why Do Most Continuous Improvement Programs Fail? by Hammad M. Hammad deals with misunderstanding of the role of such programs, lack of focus in the deployment of CI resources, and misalignment of the goals and rewards of performance improvement. …[In fact] effective CI programs are not limited to deploying problem-solving and process-improvement techniques. They require a major cultural shift that takes time, resources and direct involvement from all levels of the organization. Management needs to display clear commitment to continuous improvement, follow up on the progress in implementing the program, and hold people accountable for their performance.

The follow-up article, Why Successful Continuous Improvement Programs Succeed essentially emphasizes that:

• Long-term commitment from management

• Operational performance (measurements) drives continuous improvement

• Alignment of rewards based on the impacts of performance improvement

                                                                                 are the key drivers of success.

The next post deals with the steps needed to transform the organization to a continuous improvement culture.

Guide to Implementing Quality Improvement Principles is a manual, wherein the following steps have been identified –

A. What are the principles that we are trying to achieve?

B. Assessing your nursing home’s [or for that matter that of your organization or department or team] readiness to achieve these principles

C. Next Steps

D. Tools

Top 10 Imperatives for Leading a Successful IT Improvement Program presents solutions and best practices for mitigating challenges and success­fully deploying such initiatives.

As we search for more literature on the subject, we observe a wide range of universe of from basic common sense approach to highly developed, technology-enabled processes using several tools. As a result, we are led to conclude that successful implementation of the CI process calls for continuous learning from each of the experiences and build the learnings into the future stages of the implementation.

We would continue our journey of the process of improvement for three more months.

In the meanwhile, in the second part, we have, from among the Influential Voices Blogroll Alumni, Mark Graban’s Lean Blog. Mark Graban’s passion is creating a better, safer, more cost effective healthcare system for patients and better workplaces for all. Mark Graban’s blog is indeed a treasure of information on Lean in the manufacturing world, focusing more on healthcare. Some of the most popular posts from the past months would provide us the insight to Mark Graban’s approach to Lean:

See How a British Psychiatrist is Using LEGO Videos to Explain Lean Healthcare

Using Lean to Organize Hospital Closets… NPR Commenters Are Not Impressed

Why This Sushi Company Policy Letter Should be Copied by Hospitals – As Long as They All Actually Live by It

Moving from “Visuals” to “Visual Management” and to Broader Lean Thinking

Fear, Lies, Failure, and Success (and Laughs) on the Show “Silicon Valley”

Flashback Friday: Lean Won’t Work Here, We’re Different

We have now exhausted out the present listing of the Influential Voices Blogroll Alumni.

We turn to our regular sections now:

Bill Troy, ASQ CEO has presented guest post of James Lawther – Creating a Performance Culture: What Not To Do. The author has picked up “the ideas, customs, and social behavior of a particular people or society’ to define the term ‘Culture’.  And then, in the process of answering the question ‘Is it possible to manage behaviors and influence performance?’ he lists following “Not To Do” actions:

  1. Jumping up and down on poor performance.
  2. Challenging management information
  3. Changing the calculations
  4. Blaming and shaming
  5. Always create more metrics until something positive can be identified for emphasis
  6. Minimizing the negative

He goes on to conclude that “performance management” doesn’t create a culture of high performance. It creates one of low performance and fear. (Therefore), The way to create a high performance culture is to seek out poor performance, embrace it and fix it, not punish it.

Julia McIntosh, ASQ communications in July Roundup: Using New Technology in Quality and Beyond sums up how the ASQ bloggers have reflected on the way technology helps them as quality professionals—both at work and beyond..

We then move over to ASQ TV Episodes: Cost of Quality, wherein ASQ TV defines and explains cost of quality (CoQ), identifies its link with pricing and shows “unquality” at its finest.  For more information, do visit ASQ … Knowledge Center: Cost of Quality “How Better Quality Affects Pricing”.

We had carried a full post on Cost of Quality in January 2014, and would certainly like to revisit th subject some in future too.

Our ASQ’s Influential Voice for the month is – Pam Schodt.

Pam Schodt Pam Schodt is an ASQ Certified Quality Engineer and a member of the Raleigh, North Carolina section of ASQ, where she volunteers on the Communication Committee. Her blog, Quality Improvements in Work and Life, includes posts about certification testing, book reviews, and lifestyle issues. She also blogs about technology issues @ Web Technology and gardening @ Garden Lady. Currently, she is active as an iStock photo contributor and social media advisor.

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

Carnival of Quality Management Articles and Blogs – July 2015

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Welcome to July 2015 edition of Carnival of Quality Management Articles and Blogs.

The search for “Improving measures of measurement of process” took us to the first building block -‘performance measures and metrics’, followed by the search for resources relating to the ‘structuring for the process of improvement’. We now take one more step forward and look for some basics to search for “Deploying the Improvement Process”.

Techniques and lessons for improvement of deployment processes – the article would appear to be non-fitting jig-saw piece in the ‘Deploying the Improvement Process, puzzle. The article aims to make (software) deployment processes reproducible and reliable. It presents a number of interesting techniques and lessons that could improve the deployment process of a system, and hence our interest in the article.

1. Deal with the deployment complexity from the beginning in your development process

2. Make your deployment process script-able

3. Decompose your system and their build processes, for the following reasons:

    1. It may significantly reduce build times, because only components that have been changed have to be rebuilt. There is no need to re-examine the complete codebase for each change.
    2. It increases flexibility, because it becomes easier to replace specific parts of a system with other variants.
    3. It allows a better means of sharing components across systems and better integration in different environments. As I have stressed out in an earlier blog post, software nowadays is rarely self-contained and run in many types of environments.
    4. It allows you to perform builds faster, because they can be performed in parallel.

[The rest of the article deals with specific relating to software codes and products.]

The Practical Deployment of a Continuous Improvement Process provides the groundwork required for deployment of Improvement process.

Process Deployment and Monitoring proposes an approach for supporting successful deployment and monitoring of process improvements.

Deploy Continuous Improvement by Brian Anderson | @branderlog – describes how to put in place a framework called Improvement Kata. This is the first step we must take to drive continuous improvement in our execution of large scale programs.

The Improvement KataFigure: The Improvement Kata, courtesy of Mike Rother

Process Improvement using a Deployment Chart – by John Halter – Despite superlative attitudes, immense dedication, and soaring urgency, results plummet on a downward trend.  Such a perplexing Cycle of Un-Quality is sufficient to thrust any manager to the brink of anxiety and anger…

 Cycle of Un- Quality

Cycle of Un- Quality

It is time to analyze if the right people are doing the right things, but in the wrong way.  But when a process may be off-track and requires evaluation, seize a modest tool called a Deployment Chart created by quality guru Dr. W. Edwards Deming.  The Deployment Chart is a flowcharting mechanism which allows you to inspect a process and apprehend the numerous relationships different people in the process have to the tasks and to each other……. An examination of our completed Deployment Chart will show us whether we have a smooth flowing process that makes sense.  Often times the Deployment Chart will display a process containing multiple hand-offs back and forth between people, or worse, between departments.  The matrix will highlight where “the ball will be dropped” and where departmental walls have the potential to block and delay the process.  You will also be able to identify unfortunate scenarios where two people who are required to be associated and connected with a particular part of the process are entirely detached and removed from each other in the process structure.

An Integrated Approach to Deploying Performance Improvement – by Lindsey Dunn – excerpted from Performance Improvement for Healthcare: Leading Change with Lean, Six Sigma, and Constraints Management by Bahadir Inozu, Dan Chauncey, Vickie Kamataris, and Charles Mount (McGraw-Hill; 2011)

Successfully deploying Lean in healthcare – The objective of this white paper is to better allow healthcare professionals to engage senior leadership (including management and board of directors/trustees) in discussions regarding the successful deployment of Lean.

Obviously, there would be no ONE way of deploying the process of improvement, suffice it to say that in order to be sustainable, deployment of process of improvement must be quite a meticulously executed strategic change , so structured as to be scaled up (or down) to the needs of the circumstances.

We would continue our journey of the process of improvement for a few more months.

In the meanwhile, in the second part, we have David Levy’s Blog, David on Quality from among the Influential Voices Blogroll Alumni, where he shares his views as ASQ Influential Voice on a range of topics. His hard core professional work can be explored at Levy Quality Consulting LLC.

We turn to our regular sections now:

Bill Troy, ASQ CEO has presented guest post of Manu Vora – The Gift of Knowledge Transfer Through Technology. The author very strongly stresses the need for the professionals to be more proficient in communication practices and principles to be successful. He supports his case with a real-life example of use of Google Hangout on Air to share the knowledge with large audiences in organizations as diverse as Indian universities, large corporations, and ASQ member units, with more presentations planned for the future.

Julia McIntosh, ASQ communications in ‘June Roundup: Using Quality Tools In Everday Life’ shares how many of the ASQ Influential Voices bloggers use quality off the job.

We then move over to ASQ TV Episodes:

Building Effective Teams – Keeping a team on track can be a challenge, especially if it’s virtually based. In this episode learn about effective virtual teams, a useful tool for prioritizing team projects, plus tips from the world’s… best teams for keeping your project on track.

Corporate Sustainability – Many organizations have earned a reputation for over-consumption, unnecessary waste, and actions that damage the environment. Corporate sustainability takes a conscientious and lean approach of increasing … efficiencies, minimizing waste, and preserving the environment; all of which benefit the organization in a variety of ways, profitability being one.

Our ASQ’s Influential Voice for the month is Luciana Paulise.

Luciana PauliseLuciana Paulise is a business consultant and founder of Biztorming Training & Consulting. She holds an MBA from CEMA University in Argentina, is a Quality Engineer Certified by ASQ, and a Senior ASQ member. Luciana has also participated as an examiner for the National Quality Award in Argentina. She blogs about quality and continuous improvement for small and medium size businesses, both in English and in Spanish @ BizTorMing Quality Consulting.

Here are some posts from the blog:

Agile leadership: the future of quality in small business

8 Quality Lessons I learnt from my mother

Instill a culture of happiness and quality will follow

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

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