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Carnival of Quality Management Articles and Blogs

Carnival of Quality Management Articles and Blogs – March 2020

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

For the year 2020, we have chosen the core subject of Revisiting Basic Quality Concepts w.r.t. the sustained success of the organization We picked up

We take up Organizational Context as our first core concept –

An organization’s context involves its “operating environment.” The context must be determined both within the organization and external to the organization. It is important to understand the unique context of an organization before starting the strategic planning.[1]

The organizational context can be viewed as situational opportunities and constraints that affect the occurrence and meaning of organizational behavior as well as functional relationships between variables. Context can serve as a main effect or interact with personal variables such as disposition to affect organizational behavior.

The reasons to understand the context of the organization, essentially, are –

  • if we do not understand situations, we will not understand person situation interactions.
  • Context is also implicated in the poorly understood “missing linkages” (Goodman, 2000) that can explain how individual or team activity gets translated into larger organizational outcomes.
  • it helps us to better convey the applications of strategy at planning, implementation, review and improvement stages

The understanding of organizational context

  • Affects the observed range of organizational variables under consideration.
  • As a consequence of range restriction, context can have a profound effect on the base rates of key organizational variables across occupations or locations, or over time. In turn, such variations in base rates will have a marked impact on the imputed importance of these variables, their meaning to actors and observers, and the inferred significance of their correlates.
  • Can affect the cause and effect relationships
  • Can help understand the likely effect of the strategic directional change that may take place in response to the dynamics of the context
  • Helps in understanding the interacting and interrelated ripple effects of any trend or an isolated, black swan, event. The mechanics of context can be quite subtle, and small changes in context often matter greatly.
  • Can affect the validity of the organization’s purpose[2]

The following graphic is used to understand any and all organizations, no matter how simple or complex, large or small.  It is used to clarify the relationship between this way of understanding context and our way of understanding content – the actual collaborative action that drives the organization forward day in, day out.

The “roof” and the “foundation” can be understood as the organizational context – who we are, where we’re going, why we’re going there and how we’re going to treat each other along the way.  In the foundation, we find the organization’s “come from” – the solid purpose for being, the mission, the core values, the key standards, value propositions and roles and rules of engagement.  And in the roof, we find the “go to” – the vision pulling us toward the desired future, the goals, the objectives and priorities.

And the middle of the house represents the organizational content – the human beings who are collaborating and communicating and coordinating with each other… and are doing so in a way that’s guided by the foundation and in service to the roof.  [3]

It is vital to design processes in the context of all the dimensions of the organization (mapped out in our Eight Dimensions below).

It is useful to view organizations as webs of relationships and processes in order to understand, shape and effectively work with them. Remarkably, most organizations attempt to control, restrict, or manage information and knowledge (of such relationships). Controlling information flows may appear possible when organizations are viewed mechanistically, as linear causal chains. But when viewed as complex networks (like the Internet) the only conclusion to be reached is that information is uncontrollable and necessary for the health of the system.

When an organization shares information and knowledge about the challenges it faces, the people within the organization are able to hold meaningful dialogues about these challenges, increasing their understanding of themselves and their roles. This understanding can then become the basis of a shared culture that can effectively evolve in response to challenges.

Professor Bidhan Parmar gives business leaders useful tips for implementing change. He explains the importance of organizational context and the “ecosystem” in which these changes might take place.

Understating the organizational context is an on-going activity. The organizations who aspire sustained success embed this process establishes, maintains and continually improve this process, since the organizational context forms one of the vital inputs to its quest for sustained success.

[N.B. – Detailed note on The Organizational Context can be read / downloaded by clicking on the hyper link.]

We will now turn to our regular sections:

In the series the Organizational Culture, we have attempted to look at ‘Organizational Culture  and Organizational Leadership. We have briefly explored the subject, and in the process, laying foundation for linking it up with their relationship with the sustained success later in the series.

We now watch ASQ TV, wherein we look at a few relevant videos from the past:

    • Change Management – Change is one thing organizations can count on. Learn how to lead, implement and sustain changes successfully.
    • Effective 21st Century Quality Leadership – Mike Turner, Managing Partner, Oakland Consulting, discusses the business challenges of the 21st century, and how quality professionals should respond in order to meet them.

Jim L. Smith’s Jim’s Gems posting for February 2020 –

    • Predictability – If you want to know what’s in store for your future, consider your current thoughts…What do you consistently think about? What do your thoughts dwell on and visualize for your future? What do you expect to happen? What do you believe you can cause to happen?.. The point is that it is your present thoughts that, to a reasonable extent, determine your future…The point is that although you can’t always control what happens in the outside world, you can control your inner world – your thoughts…When you do that, you unleash significant energy which translates into a tremendous drive. All that’s required is to start thinking positively. Henry Ford’s quote, “Whether you think you can, or you think you can’t, you’re right” still holds true.
    • Build Better Customer Relationships – A good experience is key to customer advocacy – Customers can tell you what they value about your core products and the surrounding support services. Combining external measures from your customers with internal quality metrics has the potential to improve business performance and continuously outpace your competitors…To be successful, companies must commit to turn satisfied customers into loyal customers and turn loyal customers into advocates…Even before prospects (stage 1) become customers (stage 2), you need to start addressing their expectations. Once they become customers, your goal is to deliver what you promised and ensure that they’re satisfied (stage 3). Beyond satisfaction, you must strive to ensure that you deliver consistently positive experiences and build a strong relationship that develops loyal customers (stage 4) and, ultimately, advocates (stage 5)… It means delivering a positive experience each time the customer interacts with your organizations. On the rare occasions where customer experiences don’t go as planned, your organization must do whatever it takes to quickly make it right. ..Delivering positive customer experiences involves everybody in the organization. It’s the reason your business exists.

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

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

[1] Organization and its context

[2] The Essential Impact Of Context On Organizational Behaviour – Gary Johns,

[3] Context vs. Content, Part 3 of 3

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Carnival of Quality Management Articles and Blogs

Quality Management Articles and Blogs – February 2020

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

For the year 2020, we have chosen the core subject of Revisiting Basic Quality Concepts w.r.t. the sustained success of the organization We picked up

We will now take up the second dimension of the subject – The Sustained Success of Organization.

The concept of sustainable organization can keep dynamically evolving if the four fundamental questions that Sam Palimsano, former CEO of IBM has sop pointedly raised[1]

  • Why would someone work for you?
  • Why would someone invest their money with you?
  • Why would someone spend their money with you—what is unique about you?
  • Why would society allow you to operate in their region?

In  few basic steps, The Voyage of Sustained Success (for Businesses) maps the path to the sustained success –

In The 15 Commitments of Conscious Leadership, authors Jim Dethmer, Diana Chapman, and Kaley Warner Klemp share what the four most important predictors of success are[2].

  • Self-Awareness
  • Learning Agility
  • Communication
  • Influence

Built to Last: Successful Habits of Visionary Companies – James C Collins and Jerry L Porras – uncovers timeless fundamentals that enable organizations to endure and thrive. These are[3]:

  • Make the company the ultimate product – seeing products and market opportunities as vehicles for building a great company, not the other way around.
  • Build your company around a core ideology (core values and a sense of purpose beyond just making money) – A deeply held core ideology gives a company both a strong sense of identity and a thread of continuity that holds the organization together in the face of change.
  • Build a cult-like culture – around the core ideology If someone does not accept that ideology, then he/she does not belong to that culture, howsoever valuable he / she may be.
  • Home grow your management – as great companies grow up, we see continuity and order in management tenure and succession. Insiders preserve the core values, understanding them on a gut level in a way that outsiders usually cannot. Yet insiders can also be change agents, building on the core values while moving the company in exciting new directions.
  • Stimulate progress through BHAGs (Big Hairy Animal Goals), experimentation and continuous improvement – need to counterbalance its fixed core ideology with a relentless drive for progress. While core ideology provides continuity, stability, and cohesion, the drive for progress promotes change, improvement, innovation, and renewal.
  • Embrace ‘The Genius of The And’ – Truly visionary company embraces both ends of a continuum: continuity and change, conservatism and progressiveness, stability and revolution, predictability and chaos, heritage and renewal, fundamentals and And, and, and.

In The Idea of Ideas, Bob Galvin, former CEO of Motorola, wrote: “Change unto itself is essential. But, taken alone: it is limited. Yes, renewal is change. It calls for ‘do differently.’ It is willing to replace and redo. But it also cherishes the proven basics.”

Here’s a rapid-fire summary of Jim Collins’ famous first book, ‘Built to Last’ – How to Create Sustained Success” :

The linkage of the Sustained Success with the first part dimension of our present series – The Basic Concepts of Quality – is ISO 9004: 2018 – Quality management — Quality of an organization — Guidance to achieve sustained success.

ISO 9004 addresses the needs and expectations of all relevant interested parties and provides guidance for the systematic and continual improvement of the organization’s overall performance. This standard focuses on an organization’s sustained success, which is achieved if an organization[4]:

  • Meets the needs and expectations of its customers.
  • Has a balanced consideration of the needs of all its interested parties.
  • Effectively manages all its processes.
  • Is aware of its environment.
  • Learns.
  • Improves and/or innovates.

We will take up these basic concepts and see how they can be of help in the pursuit of the Sustained Success (of the organization).

[N.B. – Detailed note on The Sustained Success of an Organization can be read / downloaded by clicking on the hyper link.]

We will now turn to our regular sections:

In the series the Organizational Culture, we have attempted to look at ‘Organizational Culture – What It IS Not?’. We have briefly lined up differences of the Organizational Culture with terms – Organizational climate[5], organizational environment[6], employee engagement[7], national culture[8], societal culture[9], corporate culture[10], organizational context[11] etc. – which are used as synonyms in the common parlance

We now watch ASQ TV, wherein we look at a few relevant videos:

  1. The Standards Check In – A check in on the status of general standards revisions, plus new standards being published in 2020.

Jim L. Smith’s Jim’s Gems posting for January, 2020 is:

  1. Quality Responsibility – Just who is responsible for quality? – Quality is not a grass roots methodology. Dr. W. Edwards Deming, a noted quality guru, said, “Quality starts in the boardroom.”… Dr. Feigenbaum’s “Quality is everybody’s job,” has been taken out of context because his message is purposely incomplete. What many don’t realize is that Feigenbaum intended his concept to be about establishing accountability for quality. Because quality is everybody’s job, it may become nobody’s job! The idea is that quality must be actively managed and have visibility at the highest levels of management…According to former U.S. Admiral Hyman G. Rickover, “Responsibility is a unique concept; it can only reside within a single individual. You may delegate it, but it is still with you. You may share it with others, but your portion is not diminished. You may disclaim it, but you cannot divest yourself of it. Even if you do not recognize it or admit its presence, you cannot escape it. If the responsibility is rightfully yours, no evasion or ignorance or passing the blame can shift the burden to someone else.”
  2. Discovery – Just because working through the obstacle might be a challenge doesn’t mean it’s impossible. If you’re serious and committed, you’ll find a way, to absolutely make it happen…You were born to discover your own unique way through life’s endless possibilities. Your rewards for your efforts await, so what’s stopping you.

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

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

[1] A New Definition of Sustainable Success – Rick Miller

[2] The 4 Great Predictors of Sustained Success – J D Meier

[3] Building Companies to Last  – James C Collins

[4] ISO 9004: Managing for the Sustained Success of an Organization

[5] Difference between Organisation Climate and Organisation Culture

[6] What is an Organizational Environment? – Definition & Theory

[7] Improving Company Culture Is Not About Providing Free Snacks

[8] National Cultures, Organizational Cultures, and the Role of Management

[9] Organizational Culture and Societal Culture

[10] Is There a Difference Between Organizational & Corporate Culture?

[11] Organizational Context = Culture

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Carnival of Quality Management Articles and Blogs

Carnival of Quality Management Articles and Blogs – January 2020

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

The Carnival of Quality Management Articles and Blogs enters 8th year.

We have tested different formats to explore the world of quality profession. For 2020, we plan to focus on Revisiting Basic Quality Concepts. Our aim is to re-understand their inherent meaning and amplify their importance with reference to the sustained success of the organization.

We will pick up one topic every month. On this platform, we will remain quite brief and will take a quick peep at the reference material. Parallelly, I will, offline, prepare a more detailed briefing note, which shall be available for reading downloading at the click on a given hyperlink. For a complete reading of the relevant article / blogpost, one can continue to visit the blog as has been our past practice.

Our first call this month in this pursuit of Revisiting Basic Quality Concepts is History of Quality.

The History of Quality – Timeline

Civilizations that supported the arts and crafts allowed clients to choose goods meeting higher quality standards rather than normal goods. In societies where arts and crafts are the responsibility of master craftsmen or artists, these masters would lead their studios and train and supervise others.

‘The pillory for selling bad fish [1382] – recorded @ “Chaucer’s World” Chapter I – London Life, pp. 22 -– Compiled by Edith Sickert, first published in 1948 –   is, perhaps, one of the earliest recorded case of redressal of a quality complaint by the aggrieved customer(s).

Craftsmen themselves often placed a second mark on the goods they produced. At first this mark was used to track the origin of faulty items. But over time the mark came to represent a craftsman’s good reputation. Inspection marks and master craftsmen marks served as proof of quality for customers throughout medieval Europe. This approach to manufacturing quality was dominant until the Industrial Revolution in the early 19th century.[1]

But by the 1920s, the focus had shifted from quantity to quality because of increases in demand. Emphasis was also added to ensuring quality was consistent from shipment to shipment. Throughout the century, it quickly became clear that working harder and for longer periods of time was not increasing efficiency. The realization demonstrated that working smarter and employing quality control measures was the way to ultimately yield the most profits.[2]

The Factory System and The Taylor System also remain documented as two major milestones in the history of quality.[3]

The beginning of the 20th century marked the inclusion of “processes” in quality practices. Walter Shewhart began to focus on controlling processes in the mid-1920s, making quality relevant not only for the finished product but for the processes that created it.[4]

Edwards Deming took this one step further. Management, he said, can lead by understanding what he called his “System of Profound Knowledge (SoPK)”.[5] Dr. Deming’s holistic approach to leadership and management ties together seminal theories in four interrelated areas: appreciation for a systemknowledge of variationtheory of knowledgeand psychology. The System of Profound Knowledge promotes transformation through an essential outside “lens” which can benefit anyone and any organization.[6] As well as his System of Profound Knowledge, Deming also presented 14 management principles that he believed could improve efficiency in business, encouraging a holistic approach that encompasses not only business ideas, but concepts centering on how humans operate as well.[7]

Quality management development stages, trends and its main focus and context changesJuozas Ruzevicius

The quality systems and approach to the quality have further matured during these first two decades of 21st century. We’re seeing a few big shifts:

    • Integration: Technology now makes it possible for companies to break down barriers between departments, which has long been a foundational principle of quality management.
    • Big Data: Today’s QMS captures more data than ever, allowing companies to leverage sophisticated reporting and business intelligence tools to build a competitive advantage.
    • Risk Management: Companies are realizing that risk management and quality are inseparably linked, as reflected in the risk-based approaches now being leveraged in recent iterations of ISO 9001.

We’ve come a long way in improving quality. Now the question is how to build on that success. [8]

To end, the present discussion we will take look at – Where is quality headed from here? – A Brief History of Quality – This webinar will provide quality practitioners with a chronological history of quality from its earliest beginnings in mass manufacturing and the need for standardization and efficiency to the present day and the proliferation of national and international quality standards.

[N.B. – Detailed note on History of Quality can be read / downloaded by clicking on the hyper link.]

We will now turn to our regular sections:

For the year 2020, we plan to look at the Organizational Culture, as one of the enablers of the sustained success. We will take up one aspect for quick study. Presently, we have taken up – The Organizational Culture – What Is It? – Organizational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations… At its worst, corporate culture can be a drag on productivity and performance. At its best, it is an emotional energizer…Organizational culture is like an iceberg, with most of its weight and bulk below the surface. Don’t leave the organizational iceberg unattended! ..And let’s forget that the culture of any organization is shaped by leadership.

We pause here for a moment  to take note of a series of articles, posted by Tanmay Vora @QAspire on Active Garage during 2009. that touches upon some of the most critical aspects of building a quality-centric organization culture.

We now watch ASQ TV, wherein we look at a few relevant videos:

  • ASQ TV Episode 2: Culture of Quality – This episode of ASQ TV explores the culture of quality. Brien Palmer, author of Making Change Work, gives us an overview of the components of a culture of quality and its importance. Monroe Clinics culture change leads to a leaner healthcare facility. And Kaizen plays an important role in a quality culture.

Jean Harvey article: http://asq.org/quality-progress/2012/05/change-management/make-the-leap.html

  • Culture Of Quality – The episode digs deeper into transforming the organizational culture into a culture of quality.

Jim L. Smith’s Jim’s Gems posting for December 2019 is:

  • Sustained Effort – Attention to details and focused follow up typically means the difference between success and failure….We need the confidence to envision bold goals, and the humility to get our hands dirty in order to reach them. We need to keep the big picture firmly in our minds, while giving our attention to all the little details that will get us there…We need clear direction to our efforts and give sustained effort to our visions…It is persistence that helps us succeed at what we strive to accomplish, and success seems to be largely a matter of hanging on after everyone else has let go…Vince Lombardi, the NFL football legend once said, “If you really want something, you can have it if you are willing to pay the price. And the price means that you have to work better and harder than the next guy.”
  • Quality is Secondary – Countless industries had worked for decades to create once awe-inspiring excellence. But faster cycle times and globalization have been able to replace that standard of excellence with a much lower quality and performance level…Partially to blame, as cited by several economists, is something that’s been called the Walmart Effect: driving prices as low as possible and then squeezing out a few more cents from suppliers every few months. .. To compete solely on price, it’s easier to embrace mediocrity…along with their competitors. However, these reduced prices don’t show up in the pockets of associates or customers. ,,, It seems you can find enough people, anyplace in the world, to buy anything—no matter how poor the quality as long as the price is right….Alas, so unfortunately….
  • Adapt – For those who lived through the 90’s there was a realization that decade was a time of rapid change. And for those who believed the 21st century would be no different, were definitely correct…One of the secrets to success and happiness in these changing times is the ability to be flexible – the power to adapt…The Alcoholics Anonymous “serenity” prayer says: Change what you can, accept what you can’t, and cultivate the wisdom to know the difference. To these profound words, one would suggest adding, “believe wholeheartedly in your ability to do both!”

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

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

[1] Quality in the Medieval Guilds of Europe

[2] A Brief History of Quality Control

[3] Quality Management in the Industrial Revolution

[4] Quality Management in the 20th Century

[5] History of Quality & the Evolution of the Modern Leader

[6] The Deming System of Profound Knowledge® (SoPK)

[7] W. Edwards Deming: From Profound Knowledge to 14 Points for Management – Dr. Joseph A DeFeo

[8] The History of Quality Management – by Rachel Beavins Tracy

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Carnival of Quality Management Articles and Blogs

Carnival of Quality Management Articles and Blogs – December 2019

Welcome to December 2019 edition of Carnival of Quality Management Articles and Blogs.

Our core subject of Quality Management – Road Ahead to Digital Transformation during the year 2019, we have covered The Basics of Digitization, Digitalization and Digital Transformation, The foundation of the Digital Quality Management, Quality 4.0 and Industry 4.0 technologies Big Data Analytics, Cloud computing, Robotics, Augmented Reality, Simulation, Additive Manufacturing, Industrial Internet of Things  and Horizontal and Vertical System Integration.

We will now take up last of the nine disruptive technologies of Industry 4.0 –– Cybersecurity.

Cybersecurity is the practice of protecting systems, networks, and programs from digital attacks. These cyberattacks are usually aimed at accessing, changing, or destroying sensitive information; extorting money from users; or interrupting normal business processes…A successful cybersecurity approach has multiple layers of protection spread across the computers, networks, programs, or data that one intends to keep safe. In an organization, the people, processes, and technology must all complement one another to create an effective defense from cyber-attacks.[1]

Cybersecurity in Industry 4.0 has an immediate effect on CPS, the Internet of Things (IoT) and the Internet of Services (IoS).

Industry 4.0 and its connection with Internet and Information and Communication Technologies. (Source: Germany Trade & Invest. 2013)-

Each brings its own range of threats, vulnerabilities and possible challenges/safeguards with regard to cybersecurity. Below, a number of these are outlined:

Cybersecurity must therefore be thought of as a protective mechanism, but also, especially, as a basic requirement in order for business to continue.[2] That is where the quality management core principles come into the play and so-called traditional quality people need to learn these new concepts so as to help build good practices, work groups and reference architectures.

The seven steps of a cyber-attack, which can lead to dire consequences. To prepare oneself against such an attack and to reduce the attack vector, one should design a six-step approach.

The three-pillar approach to cyber security consists of people, process, and data and information.

The first pillar is people. People are an easy target to pick the bite of the phishing bait, Through frequent exposure and regular training, your organization will develop a culture of cyber security awareness. The second of the three pillars is process. The process pillar is made up of multiple parts: management systems, governance, policies and procedures and managing third parties. All of these parts must be addressed for the process pillar to be effective.

When all is said and done about Industry 4.0 or Quality 4.0 in these sets of episodes, the message that very clearly seems to come out is that Quality 4.0 Takes More Than Technology – To effectively implement Quality 4.0—the technological as well as the non-technological aspects—companies should take a structured approach that includes the following elements:

    • Prioritize pain points to address first on the basis of potential to unlock value and reduce risk;
    • Identify, test and scale up use cases. Begin implementation with proof-of-concept (PoC) pilots that focus on high-value use cases.;
    • Develop a vision and road-m which articulates how Quality 4.0 promotes the company’s overall business strategy and how it contributes to creating a sustainable competitive advantage.
    • Establish technology and data enablers of Quality 4.0, including the IoT infrastructure and data architecture;
    • Build the required skills – whether by upskilling or retraining the current workforce or by recruiting digital specialists;
    • Manage the changes across the enterprise, including the implementation of a comprehensive digital strategy;
    • Foster a quality culture through an across-the-organization involvement in the necessary changes to the context in which people work, addressing topics such as metrics and incentives, role mandates, and organizational structures.

We will now turn to our regular sections:

For the present episode we have picked up article, Digitizing Culture: Are You Doing It Wrong? on Insights and Analysis From Gallup column of Management Matters Network ….

      • It’s crucial for companies to create an effective digital workplace culture
      • Digital culture is even harder to get right than in-person culture
      • Culture tools are only as good as the way they’re used

We also have one more article  that deals with the process of (digital) transformation – Thawing the frozen middle – As businesses put trillions of dollars into digital transformations, they need a plan to ensure that middle management is helping make the most of the investment… Transformation failures are not caused by one person or one single issue. By understanding the psyche of the middle management layer, CEOs can identify the levers that will work and unlock the benefits of transformation. It’s a matter of focusing on human capital and valuing the skills that their people have and can develop. They can then redeploy their creative, resilient, upskilled people to tackle more problems and create more value. Technology fundamentally changes the role of middle managers, but it simultaneously makes them even more important.

We now watch ASQ TV, wherein we look at a few relevant videos:

    • Cybersecurity in Retail – What is cybersecurity? Learn what it is, why it’s important and how it can make or break your business.
    • Protect Your Organization From Cyber Attacks – Dave Nelson, Founder, Pratum, offers practical suggestions to protect your organization from cyber-attacks. Nelson suggests using gap analysis and process mapping to make sure you have adequate security and, in case of an attack, have sound processes in place to mitigate the damage.

Jim L. Smith’s Jim’s Gems posting for November 2019 is:

    • Excuses – It’s a safe bet that everyone has used excuses to avoid doing something or to delay the inevitable… It is much easier to give in to the excuses. However, when you do give in all you’re left with is regret…Rather than take the easier path by using the excuses, it is more difficult to do those things you know you’re capable of doing. From that difficulty, however, comes the golden experience of the life you were meant to experience… All you have to lose are those excuses and a lot of regret but there is so much more to be gained.
    • Growth – In some way, personal growth is almost always uncomfortable. However, refusing to grow is often, in the long run, much more uncomfortable… To grow, it requires that we admit where we’re weak and then work to strengthen those aspects of our life – personal and professional… Whatever is going on in our life this very moment offers valuable opportunities for us to grow stronger, more effective, and more positively directed toward real fulfillment…. Embrace these opportunities even though they may seem a little uncomfortable… And as we grow, the positive possibilities will grow even more superlative in our world.

This brings us to the end of our journeys to the Carnival of Blogs on Quality Management for the year 2019. Till we meet to resume our journey in 2020, with a fresh look on the fundamentals, I wish you all a great year-end that provides a strong jumping board to more challenging, more fulfilling and more satisfying 2020.

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

[1] What Is Cybersecurity?

[2] Cybersecurity in Industry 4.0

P.S. – All episodes of Quality Blog Carnival 2019 edition can be viewed / downloaded in a unified file by clicking the hyper link.

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Carnival of Quality Management Articles and Blogs

Carnival of Quality Management Articles and Blogs – November, 2019

Welcome to November, 2019 edition of Carnival of Quality Management Articles and Blogs.

Our core subject of Quality Management – Road Ahead to Digital Transformation during the year 2019, we have covered The Basics of Digitization, Digitalization and Digital Transformation, The foundation of the Digital Quality Management, Quality 4.0 and Industry 4.0 technologies Big Data Analytics, Cloud computing, Robotics, Augmented Reality, Simulation, Additive Manufacturing and Industrial Internet of Things..

We will now take up eighth of the nine disruptive technologies of Industry 4.0 – Horizontal and Vertical System Integration

The phrases “horizontal integration” and “vertical integration” are well known from a number of contexts. From the operational perspective, a horizontally integrated company focuses its techniques around its core competencies and establishes partnerships to build out an end-to-end value chain. A vertically integrated company, on the other hand, keeps as much of its value chain in-house as it can—from product development to manufacturing, marketing, sales, and distribution.

When it is about production, horizontal integration has come to refer to well-integrated processes at the production-floor level equally, while vertical integration means that the production floor is tightly coordinated with higher-level business processes such as procurement and quality control.

When it comes to horizontal integration, Industry 4.0 envisions connected networks of cyber-physical and enterprise systems that teach unrivaled levels of automation, flexibility, and operating effectiveness into production processes – on the shop floor, by connecting machines and production units as an object with well-defined properties within the production network;  across multiple production facilities, by sharing the production facility data seamlessly all over the whole enterprise and  across the entire value chain, by data transparency and high levels of automated collaboration over the upstream supply and logistics chain that provisions the production processes themselves in addition to the downstream chain that gives the finished products to market.

Vertical integration in Industry 4.0 endeavors to tie together all logical layers inside the organization from the field layer (i.e., the production floor) up through R&D, quality assurance, product management, IT, sales and marketing, et cetera. Data flows freely and transparently up and down these layers to ensure both strategic and tactical decisions can be data-driven.[1]

Vertical and horizontal integration under Industry 4.0 (graphic by [VDI-Wissensforum]

Given the increasing complexity of operations, many companies find Lean techniques are not enough to address competitive pressure. By deploying the right combination of industry 4.0 technologies, manufacturers can boost speed, efficiency, and coordination and even facilitate self-managing factory operations.[2]

We will now turn to our regular sections:

For the present episode we have picked up article, Every Leader Has to Start Somewhere! by Marshall Goldsmith. on Things Manager Should Know column of Management Matters Network …. “Every leader has to start somewhere. This is just the fact of the matter. And, another fact? Not every leader, even some of the greatest leaders of our time, start off with flying colors.[3]

We now watch ASQ TV, wherein we look at a few recent videos:

    • Customer Expectations: Quality and Technology – In this episode of ASQTV looks at us, the customer. However, the discussions have full alignment w.r.t. meeting customer expectations. The discussion is applicable cases of all types customers, too.

Arun Hariharan Interview – HERE

Jim Duarte Interview – HERE

Jim L. Smith’s Jim’s Gems posting for October, 2019 is:

    • Mentor Effectively – It takes toughness to be effective- I’ve worked with managers who were reluctant to tell people they managed the tough but much needed advice that they were not doing well and that they needed to address their weaknesses. This reluctance to deliver “bad news” can be so pervasive that it has essentially become part of the culture.,,, The issue is two-fold—avoid correcting mistakes for fear of being seen as critical and may even avoid entire areas of development because the apprehension that it may lead to “negative” conversations… The result is an abundance of careers that are unsustainable—just waiting for the knockout punch of reality. That punch, maybe not foreseeable in the short-term, always comes!,, The ability to persevere and dedicate effort and passion to a task often outperforms pure talent. It is perseverance than unveils talent. What may look like a weakness may just be talent that is underdeveloped.
    • Thought Power – Henry Ford hit the target when he said “Whether you think you can, or you think you can’t – you’re right.” …The person that you are acts steadily and powerfully in accordance with your most genuine thoughts. When you think it, there is a part of you that immediately begins to make it happen.. Your thoughts control and direct the dynamic energy that is your life. In each moment, in each situation and in response to each challenge, you can choose the thoughts that serve you best… Your thoughts are actually paving the road for your life’s journey…. Mike Dooley, entrepreneur and best-selling author, says “Choose Them wisely: Thoughts Become Things.” This is called Thought Power.

I look forward to receiving your inputs / suggestions that can further enrich our discussions on the subject of Digitalization in the Quality Management

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

[1] Horizontal and Vertical Integration in Industry 4.0

[2] The new lean: how lean manufacturing meets industry 4.0

[3] A Conversation with Marshall Goldsmith and Sam Shriver

Categories
Carnival of Quality Management Articles and Blogs

Carnival of Quality Management Articles and Blogs – October, 2019

Welcome to October, 2019 edition of Carnival of Quality Management Articles and Blogs.

Our core subject of Quality Management – Road Ahead to Digital Transformation during the year 2019, we have covered The Basics of Digitization, Digitalization and Digital Transformation, The foundation of the Digital Quality Management, Quality 4.0 and Industry 4.0 technologies Big Data Analytics, Cloud computing, Robotics, Augmented Reality, Simulation and Additive Manufacturing.

We will now take up fourth of the nine disruptive technologies of Industry 4.0 – Industrial Internet of Things IIoT)

The industrial internet of things (IIoT)[1] is the use of smart sensors and actuators to enhance manufacturing and industrial processes. The driving philosophy behind IIoT is that smart machines are not only better than humans at capturing and analyzing data in real time, they are better at communicating important information that can be used to drive business decisions faster and more accurately.

IIoT holds great potential for quality control, sustainable and green practices, supply chain traceability and overall supply chain efficiency. In an industrial setting, IIoT is key to processes such as predictive maintenance (PdM), enhanced field service, energy management and asset tracking.

Each industrial IoT ecosystem consists of:

      • Intelligent assets that can sense, communicate and store information about themselves;
      • Public and/or private data communications infrastructure
      • Analytics and applications that generate business information from raw data; and
      • People.

While the word “industrial” may call to mind warehouses, shipyards and factory floors, IIoT technologies hold a lot of promise for a diverse range of industries, including agriculture, healthcare, financial services, retail and advertising.[2]

Here are a few examples of current and upcoming IIoT technologies and concepts:

  • Digital twins – The practice of creating a computer model of an object such as a machine or a human organ or a process like weather. By studying the behaviour of the twin, it is possible to understand and predict the behaviour of the real-world counterpart and address problems before they occur.
  • Electronic logging device (ELD) – Onboard sensors that monitor speed, driving time, and how often individual drivers use their brakes, helping to conserve fuel, improve driver safety and reduce idle resources. If the driver makes a dangerous manoeuvre or is at the wheel for too long, the driver is alerted and the dispatcher is notified. This technology can replace the paper logs that drivers were once required to fill out every day.
  • Intelligent edge – The place at which data is generated, analysed, interpreted and addressed. Using the intelligent edge means that analysis can be conducted more quickly and that the likelihood that the data will be intercepted or otherwise breached is significantly decreased.
  • Predictive maintenance – A system that involves a machine or component with sensors that collect and transmit data and then analyse that data and store it in a database. This database then provides points of comparison for events as they occur. The system eliminates unnecessary maintenance and increases the likelihood of avoiding failure.
  • Radio-frequency identification (RFID) – A system that involves tags and readers, like a smarter version of barcode technology. Readers identify RFID tags using radio waves, meaning the tags can be read by multiple readers at once and over a longer distance than traditional UPCs. RFID tags make it possible to easily track and monitor the things on which they are attached.

The advent of the IIoT is a once-in-a-lifetime business disruption—one that requires new capabilities and will provide incredible opportunities.

To truly leverage its new direct customer relationship and make the full transition to an IIoT-enabled, customer-centric and service-orientated organisation, a manufacturing business must fundamentally transform its strategy and organisational culture.[3]

Drivers of IIoT[4]

  • Technology of Smart Sensors, Robotics & Automation, Augmented/Virtual reality, Big Data Analytics, Cloud Integration, Software applications, Mobile, Low power Hardware devices and Scalability of IPv6-3.4X 10^38 IP address, etc.is a major driver for the Industrial Internet.
  • Customer Behavior: The edge that IIoT gives to enterprises over their competitor helps them achieve better customer satisfaction and retention through value addition.
  • Macro-Economic Drivers: Government policies like Industry 4.0, Smart Factories, Make In India, Make In China 2025 & Smart Cities, Japan’s Industrial Value Chain Initiative Foum, Support of Green initiatives, Rising Energy & crude oil prices, Favorable FDI policies, Policies by regulatory bodies, etc. works totally in favour of the IIoT evolution.

Introduction to the Industrial Internet of Things (IIoT) – Head of the Institute of Manufacturing (IfM)’s Distributed Information and Automation Laboratory (DIAL), Professor Duncan McFarlane, is a pioneer of the internet of things (IoT) and was part of the research team that coined the term “internet of things” 20 years ago. In this webinar Professor McFarlane provides an introduction to the IoT and the IIoT and the opportunities and challenges facing industry.

IIoT currently is focusing on either managing or affecting the quality of the products via improved asset performance management, process-oriented analytics, or smart manufacturing environments which are placed to make excessive gains in bringing down the operating costs and better upliftment.[5]

The ways and factors how IIoT has been affecting the Quality of production

It’s all about the analytics when discussing the impact Big Data and IoT will have on manufacturing quality. In fact, the biggest payback of Big Data and IoT from an ROI perspective ties directly into advanced analytics. The fact of the matter remains that IT – like you – must do more with less resources. Having a holistic quality management system in place will help your company set the stage for IT to deliver the analytical tools necessary to yield actionable insights. To benefit the value chain, insights from data collected via IoT must be actionable – and more importantly, automated.[6]

In 9 ways the IoT is Redefining Manufacturing, Brian Buntz succinctly enumerates examples of companies who are implementing or benefiting from IoT capabilities. Each example shows how IoT is reshaping or redefining industry practices. One example of particular interest is Proactive Quality Assurance, enabled by placement of sensing and measuring devices in critical areas throughout the supply chain and production process…With IoT, the ability to monitor and analyze process and product quality at critical points in the supply chain and production processes, and detect when sub-standard materials are introduced or product attributes deviate from specifications promises significant cost reductions.[7]

The organizations that have already deployed and embedded enterprise quality management software (EQMS), have utilized the right metrics to measure quality or are on the right path need to note that the next wave is something entirely different than the health and performance of the QMS. The next wave is actionable data direct from the product in the field.

The question being asked by every organization with awareness and understanding of IoT today is how will we capture, process and derive meaningful intelligence from this stream?[8] This is reasonable as there will be significant volume looping back but this is not big data per se since it is not unstructured–quite the opposite. The incoming stream is by design and is therefore structured originally by us, the OEM. The real question is how do we take the stream and drive accurate and meaningful outcome in the form of improvement?

The answer is to approach the IoT with the mindset that it will supercharge the quality management system by tightening the closed-loop approach so that engineering is more closely connected with the rest of the value-chain than ever before. Improvement action or CAPA as we know it today becomes the vehicle for designing for quality based on the new channel of intelligence.

We will now turn to our regular sections:

For the present episode we have picked up article, Peter F. Drucker On Doing The Right Thing  by William Cohen, Ph.D. on Decision Making column of Management Matters Network …. “Drucker felt that managers should incorporate the ethics of responsibility enunciated by the physician Hippocrates, which in turn is validated by the test of seeing in the mirror,  into their personal philosophy and professional lives.”

We now watch ASQ TV, wherein we look at a few recent videos:

Jim L. Smith’s Jim’s Gems posting for September 2019 is:

    • Stick-to-itiveness – The ability to demonstrate persistence or perseverance – Charles Monroe “Sparky” Schulz became widely regarded as one of the most influential cartoonists of all time! But he had faced an all-round. lack of success in school and whose work was repeatedly rejected. He created the “Peanuts” comic strip and Charlie Brown was the little cartoon character whose kite would never fly and who would never succeed in kicking a football. Sparky had stick-to-itiveness. He never gave up.
    • Effective quality auditors are catalysts for change – It’s rare that managers, or even most quality auditors, discuss how closely tied the findings of manufacturing audits are to the long-term ability of their companies to compete in this highly competitive market…To be truly effective, quality auditors must throw off their perceived notions of how their information is being used. Instead, they must see it as a way to revolutionize how their companies can compete in a global economy. There is no turning back from this challenge.

I look forward to receiving your inputs / suggestions that can further enrich our discussions on the subject of Digitalization in the Quality Management

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

[1] industrial internet of things (IIoT)

[2] What is IIoT?

[3] Industrial Internet of Things

[4] What is Industrial Internet of Things?

[5] Knowing the IIoT affect on Quality Management System

[6] How Does Quality Management Link into the Internet of Things?

[7] From reactive to proactive quality management with IoT

[8] Internet of Things: Why Quality Management Leaders Need a Strategy Now

Categories
Carnival of Quality Management Articles and Blogs

Carnival of Quality Management Articles and Blogs – September, 2019

Welcome to September, 2019 edition of Carnival of Quality Management Articles and Blogs.

Our core subject of Quality Management – Road Ahead to Digital Transformation during the year 2019, we have covered The Basics of Digitization, Digitalization and Digital Transformation, The foundation of the Digital Quality Management, Quality 4.0 and Industry 4.0 technologies Big Data Analytics, Cloud computing, Robotics, Augmented Reality and Simulation.

We will now take up fourth of the nine disruptive technologies of Industry 4.0 – Additive Manufacturing (AM).

Additive Manufacturing (AM) is an appropriate name to describe the technologies that build 3D objects by adding layer-upon-layer of material, whether the material is plastic, metal, concrete or one day…..human tissue.[1]

Common to AM technologies is the use of a computer, 3D modelling software (Computer Aided Design or CAD), machine equipment and layering material.  Once a CAD sketch is produced, the AM equipment reads in data from the CAD file and lays downs or adds successive layers of liquid, powder, sheet material or other, in a layer-upon-layer fashion to fabricate a 3D object.

The term AM encompasses many technologies including subsets like 3D Printing, Rapid Prototyping (RP), Direct Digital Manufacturing (DDM), layered manufacturing and additive fabrication.

AM application is limitless. Early use of AM in the form of Rapid Prototyping focused on preproduction visualization models. More recently, AM is being used to fabricate end-use products in aircraft, dental restorations, medical implants, automobiles, and even fashion products.

Some envision AM as a complement to foundational subtractive manufacturing (removing material like drilling out material) and to lesser degree forming (like forging). Regardless, AM may offer consumers and professionals alike, the accessibility to create, customize and/or repair product, and in the process, redefine current production technology.

Additive manufacturing makes it possible to create objects with complex geometries. Credit: MIT Sloan School of Management

Additive manufacturing first emerged in 1987 with stereolithography (SL), a process that solidifies thin layers of ultraviolet (UV) light‐sensitive liquid polymer using a laser. Since then, various other technologies have been invented such as fused deposition modelling (FDM), Selective Laser Sintering (SLS), PolyJet, Electron Beam Melting (EBM), etc.

Selecting the right additive manufacturing machine is vital to achieving the desired quality and lead time. However, the part is only as good as the design. A typical design process involves defining the design space, fixing the boundary conditions, applying loads, defining manufacturing constraints, running topology optimization, and analysing the optimized design to match the desired performance.

The primary hurdle for AM today is the fabrication and post-processing times which are not suitable for high-volume production. The fabrication lead time can be addressed by adding machines. However, the post-processing times are significant and increase with part complexity.[2]

In a TEDxYoungstown Additive Manufacturing, Brett Conner discusses 3D printing and additive manufacturing.

ANSYS Additive Manufacturing Simulation inside ANSYS Workbench 19.0 – Example 1 – The video shows the whole process to build a simulation model for Additive Manufacturing with ANSYS Workbench 19.0.

 

3D printing and additive manufacturing: one and the same? The experts say no. Though these two terms are often used synonymously, there are key differences between the two. While 3D printing is the motor behind additive manufacturing, additive manufacturing in and of itself is much more than just 3D printing. Additive manufacturing often involves product design, development of innovative technologies to create even greater manufacturing efficiency, enforcing quality assurance measures, and more![3]

America Makes and the American National Standards Institute (ANSI) joining forces to establish the Additive Manufacturing Standardization Collaborative (AMSC). The AMSC is a body comprised of the full array of interested stakeholders worldwide—including OEMs, government, academia, standards consortia—and aims to create a road-map assessment of the state of standards and standards gaps in AM.6 In early 2017, AMSC published its initial draft of this assessment—Standardization road map for additive manufacturing, version 1.0 (hereafter referred to as “the AMSC road map”).7 [4]

While AM brings valuable opportunities to the industry it also comes with a series of challenges for the engineers: the reliability of the mechanical properties of the final part still has some uncertainty and is not fully supported by standard engineering tools…. Comprehensive data collection, management, and traceability across multiple batch is required to address these challenges. This enables the correlation between the manufacturing process parameters and part performance, which can reveal the key influences in the variability of the process; in addition, collecting the process data can provide predictive part performance using statistical models. Finally, the data traceability can be used to calibrate and account for variation between two printing machines, to insure quality control.[5]

As manufacturing becomes more responsive, connected, quick and customizable, new and more flexible metrology techniques for machined, molded, cast and AM parts will become more important.[6]

We will now turn to our regular sections:

For the present episode we have picked up article, Abandon The Unproductive & Obsolete: A Surefire Way to Increase Productivity, Spark Innovation & Reduce Costs, by Editorial Staff,  on Decision Making column of Management Matters Network …. “If effective management of capital resources was Drucker’s first test for improving corporate productivity, systematic abandonment of the unproductive and obsolete was his first law of implementation.”

We now watch ASQ TV, wherein we look at a few recent videos:

The full presentation of the Webinar can be viewed here.

    • Become a Better Quality Leader – Learn about the different levels of leadership that an organization needs to succeed, as well as four key ideas that will help you become a more effective manager and leader.

Mike Turner’s Full Interview – HERE

David Deacon’s Article – HERE

Jim L. Smith’s Jim’s Gems posting for August 2019 is:

      • Beliefs and Expectations – We move forward and become like that which we think about. We behave not in accordance with the truth but with the truth as we perceive and believe it to be. Therefore, when you expect the best from yourself and others, you behave in ways that almost guarantee you are going to get it…However, the same seems to be true when you expect trouble. You set yourself up for trouble in numerous little ways and sure enough, trouble comes knocking at your door.

    • Customer-Focused Environment – Organizations must extend their definition of customers – The quality standards, issues and performance are goals people can rally around, unlike other goals like cost reduction or productivity improvement. The purpose of all work and all improvement effort is to better serve the customer. Just as some people are apt to translate quality too narrowly, so too may we consider customers in the same restrictive sense. One of the single most powerful revelations has been that customers are not only external but internal as well…The focus on internal customers and satisfying their needs toward improving external customer satisfaction has the potential to transform the organization from one of departmental boundaries and barriers into one of complementing rather than competing activities…The organization that is capable of multi-department, cross-functional teamwork on a daily basis is one where processes are seen as related parts of the total quality system. People working in such an environment better understand not only the organization’s mission, but their own role toward its accomplishment. Consequently, people are better able to fulfill their tasks and to improve on them.

I look forward to receiving your inputs / suggestions that can further enrich our discussions on the subject of Digitalization in the Quality Management

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

[1] What is Additive Manufacturing?

[2] Additive Manufacturing: The “Cool Factor” in Manufacturing

[3] 3D printing and additive manufacturing are not quite the same

[4] 3D opportunity for standards

[5] Big Data Management in Additive Manufacturing

[6] A new joint whitepaper from Autodesk and Faro examines smart metrology for additive manufacturing

Categories
Carnival of Quality Management Articles and Blogs

Carnival of Quality Management Articles and Blogs – August, 2019

Welcome to August, 2019 edition of Carnival of Quality Management Articles and Blogs.

Our core subject of Quality Management – Road Ahead to Digital Transformation during the year 2019, we have covered The Basics of Digitization, Digitalization and Digital Transformation, The foundation of the Digital Quality Management, Quality 4.0 and Industry 4.0 technologies Big Data Analytics, Cloud computing, Robotics and Augmented Reality.

We will now take up fourth of the nine disruptive technologies of Industry 4.0 – Simulation.

The simulation hypothesis is the idea that reality is a digital simulation. Technological advances will inevitably produce automated artificial superintelligence that will, in turn, create simulations to better understand the universe. This opens the door for the idea that superintelligence already exists and created simulations now occupied by humans. At first blush the notion that reality is pure simulacra seems preposterous, but the hypothesis springs from decades of scientific research and is taken seriously by academics, scientists, and entrepreneurs like Stephen Hawking and Elon Musk.[1]

Techopedia defines Simulation as ‘any research or development project where researchers or developers create a model of some authentic phenomenon. Many aspects of the natural world can be transformed into mathematical models, and using simulation allows IT systems to mimic the outcomes that happen in the natural world.’[2]

The word “simulation” is sometimes also defined as “the imitation of the operation of a real-world process or system over time.”[3]… Imitating a real-world process or system allows experts to study the process or system they are interested in within a controlled, repeatable environment… Since commissioning of new manufacturing facilities, production lines, and processes is often costly and capital-intensive, applying simulation methods to manufacturing can yield enormous benefits.

The most important objective of simulation in manufacturing is the understanding of the change to the whole system because of some local changes. It is easy to understand the difference made by changes in the local system, but it is very difficult or impossible to assess the impact of this change in the overall system.[4]

For example –

ANDRITZ AUTOMATION Scada in P&P Balematic with INLINE Simulation tool, helps in testing the functional behavior of a machine is against the application design prior to manufacturing.

The first step on the 4.0 factory path is simulation.[5] 3D inspection, integral in the Smart Factory, should be simulated, providing greater productivity, efficiency and smarter part programming –

    • Because when metrologists program offline inspection tasks on complete simulated twins of their actual environment and equipment, the actual physical equipment is free to continue measuring and monitoring.
    • Because when inspection programs have been simulated and virtually tested, they are error and collision-free when applied to the manufacturing process.
    • Because, an offline simulation program can work directly with native or neutral CAD files and automatically interpret Geometric dimensioning and tolerancing (GD&T).

One can find several research papers dealing with subject of use of simulation in the quality management. Since these papers require very specific access approvals, we have picked up two representative papers here for the illustrative purpose–

    • An Application of Computer Simulation to Quality Control in Manufacturing – The company was using a standard skip lot procedure with a single sampling by attributes plan at the initiation of this study. An analysis of the situation revealed that the complex skip lot procedure was inappropriate and that the use of multi-stage attribute sampling plans could improve inspector productivity by lowering the average sample number per lot undergoing inspection. To demonstrate these proposals to management, a computer simulation model was developed which simulated the system in use by the company and a variety of other possible systems. Based on the simulation results, the management decided to implement a system employing uniform skipping between lot inspections and multi-stage attribute sampling plans. The system resulted in marked improvements in operating performance as measured by six month’s actual results.
    • Simulation in Quality Management – An Approach to Improve Inspection Planning – Production is a multi-step process involving many different articles produced in different jobs by various machining stations. Quality inspection has to be integrated in the production sequence in order to ensure the conformance of the products. The interactions between manufacturing processes and inspections are very complex since three aspects (quality, cost, and time) should all be considered at the same time while determining the suitable inspection strategy. Therefore, a simulation approach was introduced to solve this problem.

We will now turn to our regular sections:

For the present episode we have picked up article, The “Curiosity” Disconnect Between Executives and Employees, by Editorial Staff , on Innovation & Entrepreneurship column of Management Matters Network …. “Most of the breakthrough discoveries and remarkable inventions throughout history, from flints for starting a fire to self-driving cars, have something in common: They are the result of curiosity.”

We now watch ASQ TV, wherein we look at a few recent videos:

Jim L. Smith’s Jim’s Gems posting for July 2019 is:

  • Resilience means being able to cope with situations in spite of setbacks or barriers. Essentially, resilience refers to our ability to recover from adversity….This quality of resiliency, or the ability to suffer loss and recover from devastation, has a lot to do with our overall feelings of self-worth. It also has a lot to do with our belief about whether our life is largely controlled by us, or by forces outside our self…There are four major cornerstones to learning resilience. First, avoid feeling that you’re a victim. Second, accept that change is constant so it’s part of life so there’s no escaping it. Third, avoid seeing obstacles as being insurmountable. Forth, focus on the positive.
  • Persistence Pays Dividends – Many experts say that most people try eight, nine, or ten ways to make a change, and when they don’t get the desired outcome, they give up! …What most people miss is that the key to success is to decide what’s most important to them and then take considerable action, each day, to make it better, even when it doesn’t appear that progress is being made.

I look forward to receiving your inputs / suggestions that can further enrich our discussions on the subject of Digitalization in the Quality Management

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

[1] Simulation hypothesis: The smart person’s guide

[2] What does Simulation mean?

[3] Manufacturing simulation for Industry 4.0

[4] Simulation in manufacturing systems

[5] Simulation is Corner Stone of The Smart Factory

Categories
Carnival of Quality Management Articles and Blogs

Carnival of Quality Management Articles and Blogs – July, 2019

Welcome to July 2019 edition of Carnival of Quality Management Articles and Blogs.

Our core subject of Quality Management – Road Ahead to Digital Transformation during the year 2019, we have covered The Basics of Digitization, Digitalization and Digital Transformation, The foundation of the Digital Quality Management, Quality 4.0 and Industry 4.0 technologies Big Data Analytics, Cloud computing and Robotics.

We will now take up fourth of the nine disruptive technologies of Industry 4.0 – Augmented Reality (AR).

Augmented reality (AR)[1] is a type of interactive, reality-based display environment that takes the capabilities of computer-generated display, sound, text and effects to enhance the user’s real-world experience.

A view of the physical real-world environment with superimposed computer-generated images, thus changing the perception of reality, is the AR.[2]

AR apps typically connect digital animation to a special ‘marker’, or with the help of GPS in phones pinpoint the location. Augmentation is happening in real time and within the context of the environment, for example, overlaying scores to a live feed sport event.

There are 4 types of augmented reality today:

  • Markerless AR – A.k.a. location-based or position-based augmented reality, that utilizes a GPS, a compass, a gyroscope, and an accelerometer to provide data based on user’s location. This data then determines what AR content you find or get in a certain area. With the availability of smartphones this type of AR typically produces maps and directions, nearby businesses info. Applications include events and information, business ads pop-ups, navigation support.

  • Marker-based AR – Some also call it to image recognition, as it requires a special visual object and a camera to scan it. It may be anything, from a printed QR code to special signs. The AR device also calculates the position and orientation of a marker to position the content, in some cases. Thus, a marker initiates digital animations for users to view, and so images in a magazine may turn into 3D models.

  • Projection-based AR – Projecting synthetic light to physical surfaces, and in some cases allows to interact with it. These are the holograms we have all seen in sci-fi movies like Star Wars. It detects user interaction with a projection by its alterations.

  • Superimposition-based AR – Replaces the original view with an augmented, fully or partially. Object recognition plays a key role, without it the whole concept is simply impossible. We’ve all seen the example of superimposed augmented reality in IKEA Catalog app, that allows users to place virtual items of their furniture catalog in their rooms.

Some Industrial Applications[3]

  • Introducing AR to industrial markets will likely change how many jobs are performed. Technicians in the field will be able to receive live support from remote staff, who can indicate markings, point out issues, superimpose models over items like vehicle engines and the like, and more..
  • Industries in the design and creative spaces will likely be some of the markets most positively impacted by the introduction of augmented reality.
  • AR allows companies to develop training that’s consistent for each employee and enables the employee to develop competence and confidence in their role.

Industry 4.0 by Immersion: Augmented Reality & Connected Factory for Sunna Design – Sunna Design, a company created in 2011, conceives and produces autonomous solar lighting solutions for emerging countries. Immersion, by providing an augmented reality tool with the collaborative solution Shariiing, allowed Sunna Design to reduce costs and generate value through its connected factory of the future.

Augmented Reality Training Demonstration – by Scope AR using the Epson Moverio BT-100 – Described by a visitor to Epson’s I/ITSEC 2012 booth as “…the most practical application of augmented reality that I’ve ever seen,” this video demonstrates how Epson partner ScopeAR (scopeAR.com) modified the Epson Moverio BT-100 to be used for self-guided training. By adding a camera to the Moverio platform and taking advantage of its transparent display, trainees are allowed hands-free opportunities to learn.

The following articles provide a detailed view of applications of AR in the fields of quality assurance and inspection:

How Augmented Reality is Improving Quality Assurance Measures for Manufacturers briefly describes a couple of applications developed by Light Guided Systems, designed to streamline and simplify complex manual assembly, inspection, part kitting, sequencing and training processes, while establishing a new baseline for quality.

Accelerate the quality assurance process with Augmented Reality – Ypsomed is the leading developer and manufacturer of pens, auto-injectors and pump systems for administration of liquid medication. Ypsomed was the first industry partner of Swisscom to test the new 5G mobile communications generation in ongoing production. ..As part of the pilot project, Ypsomed has digitalised its production processes for injection pens across the entire value chain. Open Web Technology was approached to support Ypsomed to reach the targeted digitisation with the help of Augmented Reality (AR).

These two videos provide the visual summary for what AR can do for quality-related functions:

Augmented Reality Software System for Quality Inspection – CAQ AG – The augmented reality technology permits the real-time supplementation of the user’s field of vision with additional computer-generated information and superimposed virtual objects.

Augmented Reality for Quality Inspection – ESA – This is a prototype demo for an Augmented Reality application for tablet that was developed in collaboration between the European Space Agency (PA&S Division), The Open University and Perey Consulting, in the context of ARPASS Research Project. The object under inspection is an IoT-enabled satellite mockup that communicates with the AR application using standard a IoT Protocol (MQTT). The demo app simulates circuit boards and wire harness configuration control as well as step-by-step guidance for maintenance and repair operations.

We will now turn to our regular sections:

For the present episode we have picked up article,  Help people understand “why” before you tell them “what” or “how” , by Kepler Knott on Competitive Strategy column of Management Matters Network …. If you believe that ideas rule the world and that stories – your story for your company, product or service, for example – are the best way to convey those ideas, then it pays to really think about your story and how you tell it. You’ve got to make it matter to your audience… Learn to tell the story behind your work and why it involves and impacts all the people involved….

We now watch ASQ TV, wherein we look at a few recent videos:

  • Augmented and Virtual Reality in the Workplace – This episode dives into augmented reality (AR) and virtual reality (VR)—what they are, how they’re used on shop floors, and some organizations implementing these advanced technologies.

Additional reading : Sunil Kaushik’s full case study

Jim L. Smith’s Jim’s Gems posting for June 2019 is:

  • Trust – In any situation, your influence is enormous if you are trusted. But if you are not trusted, it doesn’t matter what your title is or how much authority you are supposed to have, your influence is virtually zero….You build trust by keeping your word, doing what you say you will do, when you say you will do it…If you make a mistake, you don’t cover it up or try to make it look like someone else’s fault, even if it’s going to make you look bad. And when you make decisions, you make them after thoughtfully considering alternatives and consequences… When you are worthy of that trust, you feel accountable to use your influence responsibly.
  • Metamorphosis – All meaningful and lasting change starts on the inside and then works its way out. In other words, a total transformation….Essentially, what you think and truly believe turns into behavior. The late Lou Tice, founder of the Pacific Institute, stressed the use of affirmations and visualizations as an excellent way to change your internal pictures and make sure that your new behavior lasts to make your transformation complete. They help you create your reality from the inside out, which is the absolute best way (maybe the only way) to do it.

I look forward to receive your inputs / suggestions that can further enrich our discussions on the subject of Digitalization in the Quality Management

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

[1]  Augmented Reality (AR)

[2] What is Augmented Reality (AR) and How does it work

[3] Augmented Reality In Business: How AR May Change The Way We Work

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Carnival of Quality Management Articles and Blogs

Carnival of Quality Management Articles and Blogs – June 2019

Welcome to June 2019 edition of Carnival of Quality Management Articles and Blogs.

Our core subject of Quality Management – Road Ahead to Digital Transformation during the year 2019, we have covered The Basics of Digitization, Digitalization and Digital Transformation, The foundation of the Digital Quality Management, Quality 4.0 and Industry 4.0 technologies Big Data Analytics and Cloud computing.

We will now take up third of the nine disruptive technologies of Industry 4.0 – Robotics.

Robotics is a branch of engineering that involves the conception, design, manufacture, and operation of robots. This field overlaps with electronics, computer science, artificial intelligence, mechatronics, nanotechnology and bioengineering. Today, robotics is a rapidly growing field, as technological advances continue; researching, designing, and building new robots serve various practical purposes, whether domestically, commercially, or militarily. Many robots are built to do jobs that are hazardous to people.[1]

Industry 4.0 enables a model that’s built on a new paradigm for automation: one that taps the power of software to orchestrate the actions needed…. With performance, task data collection and introspection built into the design – not as an add-on or layer that sits on top of the design – manufacturers no longer will find themselves drowning in a sea of data. Instead companies will have a powerful way of making sense of the data, and more importantly, deriving value from that data. In the race to build the digital factory, manufacturers will find robots the perfect physical and cognitive partner.[2]

Thus the robots do not merely automate the work they also work autonomously, i.e. from working at the fixed station, now they move the work as well. The autonomous robots can independently navigate in a dynamic environment thanks to their sensor systems and security algorithms without interfering with the infrastructure of production facilities. This enables them to operate safely side by side with humans.[3]

These types of collaborative robots are also known as cobots. For example, Welding is a discipline that typically requires advanced training and extensive safety precautions; robots can eliminate the need for trained professionals while minimizing the risk of an accident on the job….[4]

Cobots now serve as colleagues to many workers. Humans are able to get out of “3D jobs” – jobs that are dangerous, dirty, or dull. People can now focus on more financially and mentally-rewarding tasks. No prior programming experience required! Collaborative robots are capable of cranking up production levels, but they also are able to add value to existing jobs. This lets humans once again find passion and amass knowledge about what they produce.[5]

Asides is a more vivid example of (not-so-distant) future Industry 4.0-enabled using cobots alongside the human beings[6]:

The following figure depicts the growth curve of Robots and industry 4.0[7]

Robotics is penetrating the field of quality management fast enough, in applications where movement of parts accurately on the test beds is involved or where inspection is carried out by human eye by replacing or supporting it with machine vision.

Implementing or integrating an automated quality inspection system can be a daunting task. To justify the cost, the system must be highly accurate, provide analytical insight, and allow the operator to communicate with and control the system. These are the Three Tiers of Quality Inspection.

We have listed a few representative articles that gives us the overview of the subject:

Here are a few video clips, too –

Robotic Inspection: The Future of Flexible Manufacturing – This is the first robot-integrated inspection system that digitizes and simplifies quality control while improving cycle times. It consists of a 3D white-light scanning sensor mounted to the arm of an ABB robot, relying on the agility of the robot to provide the precise movements necessary for the sensors to access most areas of both simple and complex parts from the optimum angle.

Robotic 3D Scanning System for Manufacturing Quality Control – ARIS Technology developed this automated robotic 3D scanning solution to utilize the versatile and compact FANUC LR Mate 200iD robot for manufacturing quality control. The system performs complex 3D inspection of parts in four simple and easy steps.

We will now turn to our regular sections:

For the present episode we have picked up article, The Key to Powerful Leadership Presence, by Marshal Goldsmith on Things Manager Should Know column of Management Matters Network …. It is the capacity to be fully present. …True leaders are present for a task, for a conversation, for the moment, for an opportunity. Present for their larger purpose in the world.

We now watch ASQ TV, wherein we look at a few recent videos:

      • Effective 21st Century Quality Leadership – Mike Turner, Managing Partner, Oakland Consulting, discusses the business challenges of the 21st century, and how quality professionals should respond in order to meet them. He focuses on three key areas: accelerate change, reduce costs and protect reputation. He would like to see development of effective leadership model rather than the leaders, be it at strategic level or team /local level or at any level… People should be proud of what they do.

Jim L. Smith’s Jim’s Gems posting for June 2019 is:

    • Importance of Psychology – Many managers seem to think they can forget it and run their business by numbers alone…Malcolm S. Forbes, the late American entrepreneur most prominently known as the publisher of Forbes magazine, once said “There are those of us who think that the psychology of man, each and together, has more impact on markets, business, services, construction, and the entire fabric of an economy than all the more measurable statistical indices.”… The best evidence tells us that quality, productivity, and customer service are the results of beliefs, attitudes and expectations as much, or more, than the good skills and systems. It is the people working within the organization who really define your organizational culture, and psychology lies at the very foundation of your people.
    • For a Robust Quality Environment There Has to Be Teamwork – Teamwork, however, is much more than a few isolated teams. James Cash (JC) Penney said “the best teamwork comes from people working independently toward one goal in unison.”.. It is important to recognize that teams are not an end to themselves. Teams are a vehicle to take an organization toward the goal of true teamwork and a robust quality environment. As Andrew Carnegie said, “Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results.”

I look forward to receive your inputs / suggestions that can further enrich our discussions on the subject of Digitalization in the Quality Management

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

[1] Robotics

[2] The role of robots in Industry 4.0

[3] The autonomous way to Industry 4.0 – Mobile Robots: the backbone of the factory of the future

[4] The rise of robots in Industry 4.0

[5] Cobots empowering humans in manufacturing

[6] Examples of Industry 4.0 technology we are watching

[7] Robots and industry 4.0