Carnival of Quality Management Articles and Blogs – April, 2016

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

We commenced the familiarizing ourselves with the changes in the Revision of ISO 9001 (:2015) with the December, 2015 episode of our blog carnival. Then, in the January 2016 episode, we took up Process Approach in the 2015 revision of the standard, as our first topic. In February, 2016, we had taken up first part of Risk-Based Thinking that primarily addressed the concept as has been taken up in ISO 9001: 2015, followed by Risk-Based Thinking, in the general perspective in March, 2016,

Now, in this month’s episode we will take a look at the subject that aims to align the organization’s QMS with the Context of the Organization.

Context of the Organization & ISO 9001:2015Kevin Gholston

According to the Merriam Webster Dictionary the word “context” has the following meaning:

context
noun con·text \ˈkän-ˌtekst\

The words that are used with a certain word or phrase and that help to explain its meaning; the situation in which something happens; the group of conditions that exist where and when something happens

Full Definition of CONTEXT

1:  the parts of a discourse that surround a word or passage and can throw light on its meaning
2:  the interrelated conditions in which something exists or occurs

Context-of-the-Organization-Overview

What is the Context of the Organization? – Itay Abuhav –

The context of the organization, in the ISO 9001:2015 is the set of functions, processes, inputs and outputs and limitations that creates the business environment of an organization. It is how business entities (functions or subsystems –intern or external) of an organization relate together and how the information travels through these elements.

The context of the organization is shaped through the integration of the business entities. The ISO 9001:2008 expresses it with the words” the relation and sequences between the main processes” (Chapter 4.1,b) and requires for example a diagram that describes those relations.

Context of the Organization

How to identify the context of the organization in ISO 9001:2015 – Strahinja Stojanovic

Context of the organization is a new requirement in ISO 9001, stating an organization must consider both the internal and external issues that can impact its strategic objectives and the planning of the QMS. It pretty much changes the concept and application of clause 4. Requirements regarding the context of the organization do sound a little bit vague, so what does this clause actually require?

Clause 4 of ISO 9001:2015, Context of the organization, requires the organization to evaluate itself and its context. This means that you need to define influences of various elements on the organization and how they reflect on the QMS, the company’s culture, objectives and goals, complexity of products, flow of processes and information, size of the organization, markets, customers, etc. It is also a means to detect risks and opportunities regarding the business context.

Where to start?

First, you need to determine which of the new requirements are already met in your existing documentation, because some of the requirements related to the Quality Manual in ISO 9001:2008 are now transferred into this new clause

To determine external context, you should consider issues arising from its social, technological, environmental, ethical, political, legal, and economic environment. Examples of external context may include:

  • government regulations and changes in the law
  • economic shifts in the organization’s market
  • the organization’s competition
  • events that may affect corporate image
  • changes in technology

Basically, all this information is in the heads of the CEO and other members of management, but it was never put on paper; the best way to gather it is by organizing some brainstorming. Systematization of all this information can be very valuable and demonstrate where you stand as an organization.

ISO 9001:2015 Revision Explained: ‘Context of the Organisation’ – by Alastair Atcheson

While there is no prescribed method of determining the context of the organisation in relation to the ISO 9001, a simple and pragmatic approach to understanding your organisation’s context consists of four steps:

  1. Identify the internal issues that can affect your organisation’s products, services, investments and interested parties.
  2. Identify the external issues that can affect your organisation’s products, services, investments and interested parties.
  3. Identify who are the interested parties and what are their requirements.
  4. Institute a system for regular review and monitoring of the internal issues, external issues and interested parties as identified above.

Internal issues can include the organization’s

  • regulatory requirements
  • strategies to achieve its policies and objectives
  • relationship with its staff and stakeholders, including partners and suppliers
  • resources and knowledge (e.g. capital, people, processes and technologies)
  • internal risk appetite
  • assets
  • product or service
  • Standards, guidelines and models adopted by the organisation
  • information systems

ISO 9001:2008 vs. ISO 9001:2015 – Context of the Organization By Itay Abuhav

With the ISO 9001:2008 it is necessary to evaluate whether the organization’s quality management system follows the general requirements. Wr.t. the ISO 9001:2015 and the requirements of  context of the organization – the organization shall analyze which issues (external as well as internal) that may affect its QMS or already have an effect.

Context-of-the-Organization - tongue in cheek view

Context of the Organization” and the Power of SWOT Analysis

ISO9001-2015_at__a_glance-CLAUSE4_SWOT

We will take up, “Interested Parties”, one of the vital considerations for understanding the ‘Context of the Organization’, in our May, 2016 episode.

We will now turn to our regular sections:

ASQ CEO, Bill Troy in his ASQ’s Influential Voice blog-column, has presented a roundtable discussion on the Voice of CustomerWhat exactly should voice of the customer mean to the quality professional? How important is it? What are the best ways to gather it?.  Luciana Paulise discusses some new tool to capture the voice of the customer. Pam Schodt considers the best way to gather VoC standards is through face-to-face meeting followed up by written and verified specifications. To Dr, Suresh Gettala, key is to hear from horse’s mouth and not to surmise about what the customer wants. Luigi Sille attaches equal importance to data gathering its use

We now watch the latest ASQ TV  episodes:

  • Metrics for Management – Tim Adams, Engineering Assurance Specialist, NASA, spent a few minutes with ASQ TV to talk about some of the main ideas of his 2015 ASQ World Conference on Quality and Improvement presentation. In this interview, Adams discusses some of the finer points of identifying and using metrics.
  • Benchmarking – Today, we’ll learn the basics of benchmarking, review the recommended six phases of a successful benchmarking process, and finally, we’ll get reacquainted with one vital ingredient in benchmarking: metrics.
  • The Torque Chain of Quality Large – For more information go to www.srtorque.com   Daily torque testing is becoming more common place because it makes good business sense. But is daily testing error proofing? No, and far from it. …. If your torque wrench is out of spec, using a torque wrench to prevent errors only leads to a false sense of security. What if the torque tester you are using is out of spec and you don’t know it?   This video and the subsequent series take you through every link in the chain of quality in order to help you understand all the places where the wheels can fall off. Specifically it takes a look at the places we tend to overlook or take for granted.

In Jim L. Smith’s Jim’s Gems for the month of March, 2016, we have –

Jim's Gems♦ Integrate DFSS with Existing Design Processes – Many organizations make a mistake when trying to replace their design process with Design for Six Sigma. DFSS was never intended to completely replace an organization’s existing design process.

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, and have the copyrights for the respective images.

Carnival of Quality Management Articles and Blogs – March, 2016

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

We commenced the familiarizing ourselves with the changes in the Revision of ISO 9001 (:2015) with the December, 2015 episode of our blog carnival. Then, in the January 2016 episode, we took up Process Approach in the 2015 revision of the standard, as our first topic. In February, 2016, we had taken up first part of Risk-Based Thinking that primarily addressed the concept as has been taken up in ISO 9001: 2015.

Now, in this month’s episode we will look up as to how Risk-Based Thinking is looked upon in more general perspective.

Risk Management Process - ISO 31000

RIsk_Proability_Effect

                             Risk_Probability_Effect

 

 

 

 

 

 

 

 

Managing Risks: A New Framework by  Robert S. Kaplan and Anette Mikes – presents a new categorization of risk that allows executives to tell which risks can be managed through a rules-based model and which require alternative approaches.

Category I Risks – Preventable Risks – arising from within – best managed through active prevention: monitoring operational processes and guiding people’s behaviors and decisions toward desired norms.

Category II: Strategy risks -A company voluntarily accepts some risk in order to generate superior returns from its strategy…A strategy with high expected returns generally requires the company to take on significant risks, and managing those risks is a key driver in capturing the potential gains.,, Strategy risks cannot be managed through a rules-based control model. Instead, you need a risk-management system designed to reduce the probability that the assumed risks actually materialize and to improve the company’s ability to manage or contain the risk events should they occur.

Category III: External risks – Some risks arise from events outside the company and are beyond its influence or control. Sources of these risks include natural and political disasters and major macroeconomic shifts. External risks require yet another approach. Because companies cannot prevent such events from occurring, their management must focus on identification (they tend to be obvious in hindsight) and mitigation of their impact.

The Changing Role of Risk Manager takes the sense of 10 senior risk experts across Europe to understand the role of risk manager and explore what skills and behaviours tomorrow’s generation of risk managers will need.

Risk Based Thinking Handbook – William A. Levinson has done an excellent job of explaining the role of waste (from the LEAN perspective) and how it can increase risk to organizations who fail to “see and think” that the many forms of waste are a source of operational risk to the organization. Among this book’s most important takeaways is that a risk or opportunity can hide in plain view unless our workforce knows how to identify it….Another of this book’s key missions is to equip the reader to “grok” ISO 9001 as a synergistic framework that helps an organization achieve its goals. “Grok” is originally from Robert A. Heinlein’s Stranger in a Strange Land, and it means to understand and internalize something completely.

What is Risk-Based Thinking?…. In order to successfully implement the concept of risk-based thinking, be sure to follow these tips:

  • Analyze risks and prioritize them.What risks are acceptable no matter the outcome, and what risks should be avoided?
  • Have plans for addressing risk.Can any risks be avoided and how? How can risks be minimized?
  • Check effectiveness.Once plans have been called into action, reassess the situation, several times of needed, to understand how effective it has been.
  • Learn from experience and push to improve.No matter the outcome of risk assessment and mitigation, use all the information possible for creating improvements.

How People Can Get Better At Risk-Based Thinking and Improve Their Organization’s RBM – Ben Locwin takes the process of buying lotteries, evaluating risk of use swimming pools by the toddlers and similar examples to emphasize the fact that most of us tend to take the past behaviour as an indicator of the future. That can be classified as a classic understatement.

Q9C Quality Consulting’s blog tag Risk Management has several more articles of interest on this subject.

We take a look at some video clips:

Risk Management 101: What is Risk Management?

Introduction to Risk Management

A New Look at Risk Management is an ASQ video.

Understanding ISO 9001:2015: Risk and Opportunities

This is the first year of implementing ISO 9001: 2015, Certainly, in the days to come, the concepts like Risk-Based Thinking will evolve and attain higher level of maturity, We, therefore, will continue to look at the developments over next couple of years.

We will now turn to our regular sections:

ASQ CEO, Bill Troy in his ASQ’s Influential Voice blog-column, has presented a roundtable discussion on Careers in Quality.

We now watch the latest ASQ TV  episodes:

  • Creating and Sustaining a Culture of Quality – In this episode we dig deeper into transforming the organizational culture into a culture of quality and a simple communications tool that can help create a culture of quality.
  • Quality and FDA – Quality plays an important role in industries regulated by government bodies like the U.S. Food and Drug Administration. A representative from the FDA talks to ASQ about this role, as well as an upcoming regulation that will affect consumers. The quality tool flowcharting is also explained and demonstrated.

In Jim L. Smith’s Jim’s Gems for the month of February, 2016, we have –

Jim's Gems

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 – February 2016

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

We commenced the familiarizing ourselves with the changes in the Revision of ISO 9001 (:2015) with the December, 2015 episode of our blog carnival. Then, in the January 2016 episode, we took up Process Approach in the 2015 revision of the standard, as our first topic.

Now, in this month’s episode we will look up as to how Risk-Based Thinking has been addressed in the 2015 revision of the standard.

We first take up the what the Standard itself states in Clause A.4, sub clause 0.3.3 of this concept –

Risk-based thinking is essential for achieving an effective quality management system. The concept of risk-based thinking has been implicit in previous editions of this International Standard including, for example, carrying out preventive action to eliminate potential nonconformities, analyzing any nonconformities that do occur, and taking action to prevent recurrence that is appropriate for the effects of the nonconformity.

To conform to the requirements of this International Standard, an organization needs to plan and implement actions to address risks and opportunities. Addressing both risks and opportunities establishes a basis for increasing the effectiveness of the quality management system, achieving improved results and preventing negative effects.

Opportunities can arise as a result of a situation favourable to achieving an intended result, for example, a set of circumstances that allow the organization to attract customers, develop new products and services, reduce waste or improve productivity. Actions to address opportunities can also include consideration of associated risks. Risk is the effect of uncertainty and any such uncertainty can have positive or negative effects. A positive deviation arising from a risk can provide an opportunity, but not all positive effects of risk result in opportunities.

Risk Management is the foundation of ISO 9001_2015

As its continuing initiative, to explain the new concepts in the revision of the Standard, ISO/TC 176/SC2 has presented on its site –

In the revised standard, ISO 9001: 2015,

  • in Clause 4.1 the organization is required to determine the risks which can affect its ability to meet these objectives
  • in Clause 1.2 top management are required to commit to ensuring Clause 4 is followed
  • in Clause 1 the organization is required to take action to identify risks and opportunities
  • Clause 8 – the organization is required to implement processes to address risk
  • Clause 1.3 and 9.3.2 the organization is required to monitor, measure, analyze and evaluate the risks and opportunities
  • In Clause 10 the organization is required to improve by responding to changes in risk

ISO 9001:2015 – Risk based thinking – Declan Cahill – Risk Based thinking is now present in so many standards….Examples include – ISO 14971, OHSAS 18001, ISO 14001 and ISO 31000. For most organizations, it is a mind-set that many are comfortable communicating and operating with on a daily basis.  By alignment with these standards, the ISO 9001 standard itself is being continually improved in order to minimize the work involved where requirements of various standards are integrated…..Where there are risks and the enterprise has put in actions or fixes to prevent or minimize the occurrence of these specific risks, every enterprise should be careful to consider how strong these fixes are and what these fixes are dependent on, i.e. human behavior, infrastructure & utilities.

Risk 4.1

“Risk Based” vs. “Threat Based” Thinking – Risk based thinking is entrenched in historical facts. It examines the past for clues to the future. Risk based thinking operates under the premise that if it has not happened in the past then it is not likely to happen in the future…..Threat based thinking is formed when it is understood that just because an event has not occurred in the past, that does not rule out the potential for it to occur in the future.

Risk - Lewis2005

A risk-based-thinking-model for ISO 9001: 2015 – Bob Deysher states that the concept of “risk” in the context of international standards relates to uncertainty in achieving the core objectives of the standards, viz. to provide confidence in the organizations’ consistent ability to provide customers with conforming goods and services and to enhance customer satisfaction. The risks and opportunities have to be identified in the context of the organization.

ISO 9001:2015 – Risk Based ThinkingOne of the key changes in the 2015 revision of ISO 9001 is to establish a systematic approach to risk, rather than treating it as a single component of a quality management system. Risk-based thinking is something we all do automatically and often sub-consciously. e.g. if I wish to cross a road I look for traffic before I begin. I will not step in front of a moving car. Risk-based thinking is already part of the process approach. e.g. to cross the road I may go directly or I may use a nearby footbridge. Which process I choose will be determined by considering the risks. Risk-based thinking makes preventive action part of the routine. Risk is often thought of only in the negative sense. Risk-based thinking can also help to identify opportunities. This can be considered to be the positive side of risk. Crossing the road directly gives me an opportunity to reach the other side quickly, but there is an increased risk of injury from moving cars. The risk of using a footbridge is that I may be delayed. The opportunity of using a footbridge is that there is less chance of being injured by a car. Opportunity is not always directly related to risk but it is always related to the objectives.

Risk-Based Thinking and ISO 9001:2015Chad Kymal and R. Dan Reid – Definitions of risk vary, even within documents published by the International Organizations for Standardization (ISO)… SO 9001 focuses on “risk-based thinking,” although it stops short of actual “risk management.”…. In ISO 9000:2015, “Quality management systems—Fundamentals and vocabulary,” risk is defined as the “effect of uncertainty.” Notes in the definition further describe risk as a “deviation from the expected,” either positive or negative. The term “uncertainty” is clarified as a lack of information or knowledge about an event that can be expressed in terms of consequences the likelihood of occurrence. Lastly, ISO 9000 states that risk is related to potential events, and that it’s typically expressed as a result of the likelihood and consequence of such an event…..Risk appears in the normative parts of ISO 9001 eight times, and risk-based thinking appears once. Risk and risk-based thinking appear many times more when we study the informative portions of the standard.

Here is a video of the Interview with Chad Kymal: Risk-based thinking and ISO 9001:2015,

Some more videos on the subject:

Corrective or Preventative Action – The new risk based methodology for ISO 9001:2015?

The Process Approach and Risk-Based Thinking – posted by T. D. Nelson – this webinar provides a more general education about the process approach and risk-based thinking as well as their implications for quality management system definition, documentation, and assessment.

We have far more material than what can be accommodated in one post. So we will continue our discussion on the subject of Risk Based Thinking in ISO 9001: 2015 in the March, 2016 episode as well.

We will now turn to our regular sections:

ASQ CEO, Bill Troy in his ASQ’s Influential Voice blog-column, in Changing Company Culture: December Round Up, takes up Luciana Paulise’s views about what determines organizational culture and how factors define a company’s culture and sums up the reflections of Influential Bloggers on how culture is changed within an entire organization in response of Luciana’s ideas.

He also presents a guest post, Evolving Quality to Enable and Support a Global Digital Organization by Prem Ranganath, who blogs @ The Art of Quality. In Prem Rangnath’s experience, the top three trends that shaping the future of quality in IT, based on current and emerging customer expectations are:

  1. Quality has a strategic role in enabling successful digitization and digital product management
  2. Focusing on a Minimum Acceptable Product (MAP) is important for Minimum Viable Products (MVP) to succeed
  1. Expectations for quality are increasingly focused on collective experiences

We now watch the latest ASQ TV episode:

Advice for Quality CareersIn this episode, learn why quality can benefit anyone’s job, how to develop qualifications employers seek in quality professionals, and see why salary trends are looking up for jobs in quality…

In the third year of ASQ TV, please take a moment to complete this brief survey. Your feedback is vital to the ASQ TV continuous improvement plan. Take the survey

Whilst on the subject of Quality as a career, tips for others in the field, and how Michael Jordan relates to the quality profession, read Jim Gem’s “13 Steps to Get Ahead”

In Jim L. Smith’s Jim’s Gems for the month of January, 2016, we have.

Jim's Gems

  • Four Thoughts about Selling Ideas – “In my work with quality professionals, I am constantly amazed at how many lament that their wonderful ideas did not see the light of day because ‘short-sighted’ management didn’t endorse them.”
  • Choose to Make This Year Great – To have the best year you’ve ever had, live each of the coming days as the best person you’ve ever been.
  • Think Positively, Then Do It! – To achieve your dreams and aspirations, choose to put your time and energies into living and working toward your highest intentions.

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 – 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 …………

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