Carnival of Quality Management Articles and Blogs–March 2015 edition

Leave a comment

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

For the month, I chose to search articles for “Improving the manufacturing performance”. As can be expected, the available choice was so simply far too much to handle in one episode of our blog carnival. So, I have selected some of the representative articles:

5 Ways to Boost Your Line’s Performance — Right Now … John Mills

1. Reward trainers. First, model the behaviour you want. Then, train your floor managers to implement best practices quickly.

2. Reward small failures. Productivity is a process so treat it like one. Allow staff to team up and try small experiments for boosting output, setting aside rewards for both victories and failures knowing that anything that moves the floor closer to achieving permanent gains is a win.

3. Reward efficiency. Don’t obsess over output at the expense of everything else. Structure rewards that allow employees to “bank” and use time saved via productivity enhancements as vacation or sick time.

4. Reward partnerships. More isn’t always better when it comes to developing and refining a manufacturing process, but there will always be appropriate moments to bring in outside experts.

5. Reward outcomes. Finally, remember the endgame. Identify tangible, measurable goals before embarking on any productivity-boosting campaign. Assign leaders to implement the plan and then get prepared to reward achievements.

Keys to Improving Manufacturing Efficiency

In this paper, Apriso shows how to achieve enterprise-wide supply chain visibility, manufacturing synchronization, and control over efficiency through an integrated solution that directly addresses manufacturing competence.

A Diagnostic Tree for Improving Production Line Performance – Wallace J. Hopp • Seyed M. R. Iravani • Biying Shou

Improving performance of production systems is a critical but often unstructured activity. To help managers convert ad hoc or trial & error improvement efforts into efficient and systematic reviews, we develop a diagnostic tree which decomposes a performance improvement objective into successively more concrete sub-objectives and finally into potential improvement strategies. Based on principles from the Operations Management literature, this tree is structured to enable a non-specialist to better understand the links between corrective actions and performance. It also provides an important foundation for a principles-based knowledge management system that couples the decision tree with a search engine for locating relevant documents within an intranet.

Proven Principles for Improving Manufacturing Performance – Paul Dennis, Tom Knight

Plant managers can obtain major improvements in manufacturing performance by rising above the jargon and implementing two proven guiding principles that have stood the test of time : benchmarking and elimination of waste, particularly redusction in inventory and long cycle-times. The performance improvements should maintain profit margin and provide competitive advantage. Managers should also make a diagnosis first, before prescribing the appropriate improvement technique.

How big data can improve manufacturing by Eric Auschitzky, Markus Hammer, and Agesan Rajagopaul

(Wherever a huge amount of data is being generated[ even when not on all of them on digital media]) Manufacturers (by) taking advantage of advanced analytics can reduce process flaws, saving time and money

Jeff Dorman: Improving Performance

Jeff Dorman examines the roles of leaders, managers and employees, as well as team functionality as crucial elements for organizational success..

Designing performance measures – a structured approach – Andy Neely, Huw Richards, John Mills, Ken Platts and Mike Bourne

(A well-researched article. If one starts hitting the Tables, then you get a very good feel of what can be more relevant to one’s given situation.)

Improving Analysis of Key Performance Measures at Four Middle-Sized Manufacturing Companies – Moving Focus from What Has Happened to What to Do – Marcus Danielsson & Johan Holgard

The purpose of this thesis can be formulated in three research questions: How did the companies change their attitudes and behaviour as a result of understanding variation? How should a method to understand variation be implemented?, What aspects are important to consider when undertaking an implementation process?

28 Manufacturing Metrics that Actually Matter (The Ones We Rely On) Mark Davidson

The MESA (Manufacturing Enterprise Solutions Association) organization has sponsored research over the past years to help the manufacturing marketplace identify the most important metrics, and help decision makers understand metrics improvements and their relationships to metrics programs and the use of software solutions. As part of the most recent metrics survey, 28 manufacturing metrics were identified as being the most utilized by discrete, process, and hybrid/batch manufacturers.

PERFORMANCE MEASUREMENT

Measurement is the first step in improvement. But while measuring is the process of quantification, its effect is to stimulate positive action……Performance measures can be grouped into two basic types: those that relate to results (outputs or outcomes such as competitiveness or financial performance) and those that focus on the determinants of the results (inputs such as quality, flexibility, resource utilization, and innovation). This suggests that performance measurement frameworks can be built around the concepts of results and determinants.

Performance Factory – a new approach of performance assessment for the Factory of the Future

A new measurement and assessment framework, called Performance Factory (PerFact) and its current implementation state, is presented in this work. In addition, the Virtual Factory Framework Project (VFF) is presented. VFF is in line with the concept of the Factory of the Future and envisions the development of a Virtual Factory in order to support and improve the real factory. This in turn allows and promotes the application of PerFact by selectively assessing the real performance or the performance of planning scenarios.

In the second part, we have Innovate on Purpose from among the Influential Voices Blogroll Alumni. Here are the previous posts on this blog:

We turn to our regular sections now:

Bill Troy, ASQ CEO has presented the first of the three part blog series ‘A Leader’s Roadmap to a Culture of Quality: Building on Forbes Insights-ASQ Leadership Research’. Roy Lawton – author of the book Creating a Customer-Centered Culture: Leadership in Quality, Innovation and Speedproposes to provide the missing and necessary specifics for successful action. Part One in this blog series spells out how to successfully address point #1 – All employees must apply the four key elements of any strategy for building a quality culture.  (Page 8: Boeing’s Ken Shead).

Julia McIntosh, ASQ communications , in her ‘February Roundup: Is Quality “Global”?’ notes what ASQ’s bloggers had to say – “quality going global”—should it and does it?  If so, how is quality knowledge best shared worldwide?

And then move over to ASQ TV Episodes: A New Look at Risk Management – Learn about the role of risk in the ISO 9001: 2015 revision, assess the root causes of risk via a fishbone diagram, discover a risk management formula, and learn how the toy company LEGO successfully manages risk.

Our ASQ’s Influential Voice for the month is – Anshuman Tiwari

anshuma-tiwariAnshuman Tiwari is a quality expert with experience as an industrial engineer, quality consultant, and program manager in industries ranging from textiles to financial services. Based in Bengaluru, India, he blogs at Quality—The Unfair Advantage, wherein he includes reviews, articles, views, news, jobs, etc. on quality.

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 – February 2015 edition

Leave a comment

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

We have chosen to visit Institute for Healthcare Improvement, envisioning “Improving Health and Healthcare Worldwide”. We would especially focus on Resources thereat, which offers tools, change ideas, measures to guide improvement, IHI white papers, audio and video, improvement stories, and more.

clip_image002IHI uses the Model for Improvement as the framework to guide improvement work. The Model for Improvement,* developed by Associates in Process Improvement, is a simple, yet powerful tool for accelerating improvement. This model is not meant to replace change models that organizations may already be using, but rather to accelerate improvement.

We also get to learn about the fundamentals of the Model for Improvement and testing changes on a small scale using Plan-Do-Study-Act (PDSA) cycles.

We will also have a look at some of the videos here:

Dr. Mike Evans Video: An Illustrated Look at Quality Improvement in Health Care

In the video, Evans starts with a simple question: Why should you care about quality improvement? He presents a brief history of QI (including a “Mount Rushmore” of improvers), then touches on system design, the Model for Improvement, and the familiar challenge, “What can you do by next Tuesday?” — all in less than nine minutes!

Deming’s System of Profound Knowledge (Part 1) and (Part 2)

Robert Lloyd, the Director of Performance Improvement at IHI, uses his trusty whiteboard to dissect the science of improvement. In short videos, he breaks down everything from Deming’s System of Profound Knowledge, to the PDSA cycle, to run charts.

The Model for Improvement (Part 1) and (Part 2)

The Model for Improvement was developed by Associates in Process Improvement.

In the second part, we have NDCBlogger from among the Influential Voices Blogroll Alumni.

This is the blog of Deborah Mackin, the author of The Team-Building Tool Kit series and founder of New Directions Consulting. She has a background in quality manufacturing and production, as well as organizational excellence

We have selected two of the articles from the blog so as to open a peep-in window to the blog:

A Manufacturing Floor Operator’s Experience with High Performance Teams and What It’s Meant To HimMatthew Harrington

While looking for this video on YT, we happily land upon:

Why Change When Things Have Been Successful in the Past?

“We are not making a change to a Team concept because we are doing something wrong. In fact, our success is due to the great work we have done to this point. We are a leader in the field. We want to maintain that leadership and to do so we need to move forward with how we do business.”

We turn to our regular sections now:

Bill Troy, ASQ CEO picks up the thread for the round of discussion, “Why Should Quality “Go Global”?, from the visits paid to the HQ by ASQ’s representatives from global offices in India, Mexico, and China, and partner organization in Brazil, Quali.

Paul O’Neill, a quality thought leader, 2013 Juran Medalist, and  former U.S. Secretary of the Treasury, chairman and CEO of Alcoa from 1987 to 1999, where he retired as chairman at the end of 2000, is now immersed in taking the principles of quality and using them to fix the enormous problems the U.S. faces in healthcare.  As an acknowledged expert in healthcare economics, he uses the same quality principles he espoused and enforced at Alcoa to help healthcare executives and providers cut waste and increase effectiveness and safety.

The key take-aways from the discussions have been presented @ Finding Inspiration form Quality Leaders.

First, when he went to Alcoa, he surprised everyone by what he made his top priority.  It was not increasing shareholder value, capturing market share, or increasing profits.  It was worker safety.  Because, as Secretary O’Neill explains, your people are the most precious asset you have.  When they are injured, you don’t have just an interruption in the work, you have real human suffering.  No profit is worth that.

The second take away that resonates, as much as the first, is simply to treat everyone with dignity and respect.

The third point sounds simple, but its implications are unforgiving and pervasive.  It is that your aim must be to be the best in the world at everything you do.  This is a radical departure from what most of us think of as improvement. It does not say be better than last year or be better than the guy down the street.  It says you must drive to be the best in the world and he meant exactly that.   This, in more details , means to figure out theoretical perfection, measure yourself against that standard, and then figure out how to get there.  You then start systematically eliminating everything that is keeping you from attaining that theoretical level of perfection, keep measuring, and don’t stop until you get there.  (My) guess is that’s where even a leader as good as Paul O’Neill will lose a lot of potential followers. If you really mean it, this part is very, very tough.  But, as Secretary O’Neill told me, it is also a lot of fun! ……….. We indeed intend to find out.

Julia McIntosh, ASQ communications , in her January Roundup: Quality Inspirations notes that – A quality role model could be anyone from a guru to a mentor to a person who is not “in quality” at all, but still embodies quality principles- Family, Professional Mentors or Icons and Beyond. The round up sums feedback from a cross-section of ASQ Influential Voices bloggers.

And then move over to ASQ TV Episodes: New To Quality – discover seven quality tools and Quality Body of Knowledge ®

Our ASQ’s Influential Voice for the month is – Manu Vora

clip_image002[129]ASQ Fellow Manu Vora is chairman and president of Business Excellence, Inc. He is an expert in organizational excellence and the Baldrige Performance Excellence Program. He blogs at Thoughts on Quality, wherein he puts across his views, thoughts and experiences in relation to the monthly topic for discussion @ASQ Influential Voice forum..

We have picked up one article – A Clear Vision – to illustrate the content on the blog.

The Oxford Dictionaries defines vision as “The ability to think about or plan the future with imagination or wisdom”. Why do organizations need vision? The vision provides a purpose, direction, and focus to take an organization to a next height. It is essentially a dream of the future. …the vision statement should be memorable, short, and uplifting (not several paragraphs put together by outside consultants which become ‘Words on the Wall (WOW)’). ‘ … The article supplements this with few excellent examples of Vision statements from the US Baldrige Performance Excellence Award winners in various domains.

Here is a bonus read from ASQ: Top 8 Books Every Quality Professional Should Read

  1. The Quality Toolbox, Second Edition, by Nancy R. Tague
  2. Juran’s Quality Handbook, Sixth Edition, by Joseph M. Juran and Joseph A. De Feo
  3. Root Cause Analysis: The Core of Problem Solving and Corrective Action by Duke Okes
  4. Making Change Work by Brien Palmer
  5. The Essential Deming, edited by Joyce Nilsson Orsini PhD
  6. Organizational Culture and Leadership by Edgar H. Schein
  7. Economic Control of Quality of Manufactured Product by Walter A. Shewhart
  8. Practical Engineering, Process, and Reliability Statistics by Mark Allen Durivage

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 – January 2015

Leave a comment

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

For the year 2015, we would strive to follow a different pattern than that for the last year.

In the first part, we will put up articles related to Improvement – in its any shade of grey. The second part will take up the blog of any one of the Influential Voices Blogroll Alumni members and will explore that blog in some more depth. The third part will be our regular columns of Article from the blog of Bill Troy, ASQ CEO and the related monthly round up, a look up at an ASQ TV Episode and the continuing series on ASQ’s Influential Voice .

We begin our present episode with articles related to Improvement. Since we have taken up to follow this subject for the whole year, we will take up 3 to 5 articles that come up in the first cut of the search every month. This may certainly mean that what we take up each month, may not the last word, nor it may the exhaustive treatise.

Let’s be honest. How many times have you achieved all of your yearly goals?

The problem is not with goals. Goals provide focus, create momentum and help us stay on track.

The problem is with the goal setting process itself – choosing the right goals and setting up the right support for them.

1. Start with your current goals. Keep your previous goals in mind to create a sense of flow.

2. Connect your goals to a larger purpose that shows why they are important, and helps answer the question “What’s next” once they are achieved.

3. Goal setting is not always a logical process. Sometimes it can make a difference to just hold the intention of something you really want to do, even if you don’t have any idea of how you will achieve it.

4. Write your goals down and put them somewhere visible.

5. Don’t keep your goals a secret.

6. Set up processes and practices that support your goals.

The 90-day Performance Improvement Cycle

In contrast to the annual cycle, the 90-day performance improvement cycle is simply about focusing on and elevating just one performance priority over a 3-month period…. 90 days is a much more tangible timeframe than a year; we can feel its length almost viscerally and can see its end in our mind’s timeline…. It matters far less that we reach our targets each 90 days than we make steady and learned progress…. It’s through action that the world changes, not through thinking and planning.

The Hardest Part of Lean is to See the Waste William A. Levinson, principal, Levinson Productivity Systems – like poor quality, waste effort is built into the job where it is then taken for granted…

The Performance Improvement Blog is about Increasing learning and effectiveness of leaders and managers in organizations. As a way of review of the year 2014, the blog owner, Stephen J Gill has selected five blog posts that seem to have had the most interest for readers. Here are the links of these posts:

Eight Leader Habits of a Learning Culture

The World is Fast…And Learning Must Be Faster

Cultural Barriers to Organizational Learning

Why Your Organization Needs a Learning Culture

Learning to Learn Collectively

International Society for Performance Improvement ® – ISPI – and its members use evidence-based performance improvement research and practices to effect sustainable, measurable results, and add value to stakeholders in the private, public, and social sectors. Founded in 1962, ISPI is the leading international association dedicated to improving productivity and competence in the workplace. ISPI represents performance improvement professionals throughout the United States, Canada, and 44 other countries.

In the second part, we have Complexified’s Blog from among the Influential Voices Blogroll Alumni. The blog has a good deal of refreshing contents. We have selected two of the articles from the blog so as to open a peep-in window to the blog:

“Works better; costs less.”  A catchy phrase, a good slogan. When it comes to the work of government, regardless of political orientation, everyone agrees they want government to work as well as possible.

No matter what method is used, in or out of government, the successful improvement organizations have some things in common:

1)Focus on the Process, not the People.  Deming and others taught that 80-90% of the problems with the output or outcomes of a process of work, are the result of a lousy process, NOT the fault of the people.

2) Everyone has to acquire deep knowledge of the current process in order to make meaningful change.

3) Decisions need to made based on data and facts, not people’s opinions.

4) Differences of opinion need to be fully considered in open, and resolved through respectful dialogue.

5) Failure is an opportunity to learn.  All results provide information to help drive future improvements.

6) It’s not enough to just make it “better, faster, cheaper.”  Aim also at creating “more smiling faces” among your employees, customers, and suppliers.  You’ll be glad you did.

That’s the main part of it.  One more item is needed, in the private sector, but especially in government.

7) Maintain the commitment to continuous process improvement.  Leaders must support the work, making time and resources available to meet, act, and learn.

If these points, or a similar list, were drawn up as a Charter to Improve Government, would you support it?  Would you encourage your government organizations to sign the charter, and commit to continuous improvement?

We turn to our regular sections now:

Bill Troy, ASQ CEO is trying something a little different for the monthly topic for discussion – ‘Is Quality Ambitious Enough?’. The article presents Brooks Carder’s poser – whether ASQ’s mission: To increase the use and impact of quality in response to the diverse needs of the world, is ambitious enough, particularly when quality is responsible for many of the things that make life better.

Julia McIntosh, ASQ communications , in her ‘’December Roundup: What Does Ambition Look Like in Quality?’ notes that – “Not surprisingly, this became a somewhat contentious topic among the group.

And then move over to ASQ TV Episodes: The Lighter Side of Quality–Stop Saying That, Please

This is an ASQ TV dramatization, wherein Quality professionals tell us through social media what they wish their co-workers would stop saying

Our ASQ’s Influential Voice for the month is – Jennifer Stepniowski

clip_image002Jennifer Stepniowski is the person that’s passionate about what they do. She is the nerd that shows up to the quality conference wearing a “Got Quality?” shirt. She is Communications Director at Pro QC International and an adjunct instructor at Hillsborough Community College. For Pro QC, her primary responsibilities included supplier development, process design and implementation, and training of on-site resources.  In her current position as Communications Director, she develops and executes the organization’s marketing strategy.  She enjoys market research, promotion, representation at trade events. She blogs @ Quality Time.

We have picked up the article, My Family Is SMART! New Year’s Resolution Success, from the blog. Incidentally, it fits with the theme of the present edition.

“Despite using the SMART template for success…we just failed on follow-through.  we failed before we even got started…we needed something visual to represent what we wanted to accomplish…I thought about linking the success of a potted plant with our goals…As time passes, the plant (and the habits we hope to change) will simply flourish as long as we are aware of them, appreciate them and give them the attention they need to thrive….Is it SMART? I like to think so, but time will tell.”

Articles Written:

Quality Progress (ASQ Print Publication) § Blog Boom (7/14) § Quality in the 1st Person – Be the Change (12/13)

Pro QC Newsletter (Editor and Content Developer)

§ A Systematic Issue Management Process – Manufacturing Quality Application § Classifying Quality Defects: Is it Major, Minor or Critical § Determining the Costs of Quality § ISO 26000: Introducing the New Social Responsibility Guideline § Marketing Quality: The Big Picture § Quality Tools for Successful New Year’s Resolutions § Understanding the Inspection Process

MasterControl

§ Four Common Quality Misconceptions § Grid Analysis for Simplified Supplier Selection § Quality Inspiration

Pro QC Blog (Editor and Content Development)

§ http://blog.proqc.com

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

Carnival of Quality Management Articles and Blogs – December 2014

Leave a comment

Welcome to December 2014 edition of Carnival of Quality Management Articles and Blogs.

We are presently exploring Continual Improvement. October 2014 edition delved into basics of Continual Improvement, and November 2014 had had a look at Continual Improvement vs. Continuous Improvement.

For the present edition, we have randomly picked up a few articles to get a flair of the concept in actual practice:

  • Continuous Improvement at Two Companies (PDF, 362 KB) Todd Schneider shares lessons learned from helping to integrate continuous improvement into the operations of two companies. Examples of improvement projects at his current employer, Serigraph, show how teams used Six Sigma to improve yield by more than 20 percent, saving $40,000 in 10 months, and improve vendor material management, saving $192,000 per year. June 2011
  • Electric Utility Deploys Powerful Approach for Continuous Improvement (PDF, 313 KB) The Information Technology and Business Integration (IT&BI) Business Unit at Southern California Edison launched a three-year plan to increase visibility, awareness, and focus on continuous improvement efforts to better meet client needs. August 2010.
  • The Challenge of Overcoming Success (PDF, 428 KB) A combination of theory of constraints, Six Sigma, and lean helped a DNA testing laboratory take a holistic approach to process improvement. Redesigning the workflow and laboratory layout and introducing new operating rules increased capacity without increasing costs. March 2010
  • Can a Fishbone Diagram Stop a Bully? (PDF, 373 KB) In Community Consolidated School District 15, elementary students use quality tools to set goals, track academic progress, and even address behavioral issues such as playground bullying. September 2009.
  • PDSA: A Road Map to Improved Writing Skills (PDF, 340 KB) Using the plan, do, study, act cycle, Winston Campus Elementary in Palatine, Illinois, boosted sixth grade student writing test scores by 36 percent. September 2009.
  • Former Baldrige Recipient Rekindles Its Quality Fire (PDF, 256 KB) Since Community Consolidated School District 15 in suburban Chicago received the Baldrige award in 2003, front-line staff members have continued the improvement effort by relying on quality tools such as the plan, do, study, act model. August 2009.
  • Quality Club Teaches Today’s Learners to Become Tomorrow’s Leaders (PDF, 186 KB) Students who participate in a quality club at Hunting Ridge School in Palatine, Illinois, learn continuous improvement methods and then conduct training sessions for their peers. August 2009.
  • Quality Engrained in Culture at Iowa Hospital (PDF, 250 KB) The plan-do-study-act (PDSA) cycle, data-based decision making, and lean methodologies are part of the quality culture at Guttenberg Municipal Hospital. In 2008, the hospital received a Silver Award in the Iowa Recognition for Performance Excellence program. June 2009.
  • Rural Hospital Thrives With Continuous Improvement and Innovation (PDF, 210 KB) High patient satisfaction resulted from a culture change at Wright Medical Center. They shifted to a more open communication model and a pillar system that focuses on six areas of performance improvement. The hospital is now a destination of choice for healthcare in north central Iowa, with some of the highest patient satisfaction scores in the nation. April 2009.
  • Medical Device Manufacturer’s Continuous Improvement Approach Reduces Errors in Records (PDF, 236 KB) Using a three-tiered approach that included technology-, process-, and people-related solutions, MEDRAD reduced errors in product history records by 26 percent. February 2009.
  • Match the Change Vehicle and Method To the Job (PDF, 260 KB) Process improvement teams must understand the definitions of the methodology, tools and change vehicles available to them, because mismatches can be fatal to a quality improvement program.
  • From Continuous Improvement to Continuous Innovation (PDF, 95 KB) A close-up look at the concepts of continuous improvement, continuous innovation, discontinuous innovation, incrementalism, exploitation and exploration.
  • Continuous Improvement: Methods and Madness (PDF, 28 KB) Employee involvement, daily and evolutionary improvement, and focusing on product features are all characteristics of continuous improvement.

We turn to our regular sections now:

Bill Troy, ASQ CEO had opened up a very timely debate on ‘Is Every Quality Professional a Leader?’ that can well shape the future of the profession. “Some have made the case recently that quality professionals lack the business skills needed to connect with the C-suite. Others note that quality professionals sometimes lack the “soft skills” needed to make the case for quality outside the quality department. Leadership encompasses all of the above. Business savvy, people skills, and decisive action all are required to get results in the world.”

Julia McIntosh, ASQ communications , in her ‘November Roundup: What Does Leadership Mean to Quality?. ASQ bloggers had interestingly diverse opinions on this topic. Some called for more quality training. Others said that being leader isn’t everyone.

And then move over to ASQ TV Episodes:

Quality Goes to School. In this episode we take a look at the role of quality in the classroom, see how origami can be used to teach “lean,” and learn about the brainstorming tool, the lotus flower diagram.

Improving Healthcare With Quality : Learn about the challenges of incorporating quality tools into healthcare, look at how one hospital implemented Six Sigma to improve patient discharge times, and explore design of experiments, a quality… tool that helped the hospital with its task. Read the full case study

Our ASQ’s Influential Voice for the month is – Rajan Thiyagarajan

clip_image002Based in Chennai, India, Rajan Thiyagarajan is delivery head at Tata Consultancy Services and a senior member of ASQ. He blogs @ Quality Matters, where he shares his own thoughts and opinions, on topics focused by ASQ. For example, an article last year – Remembering the Great Leaders of Quality – as a brief snapshot, presents key contributions of 10 greatest leaders of quality.

We do not have a fresh insight this month in so far as Curious Cat Management Improvement Carnival category is concerned.

However, in such an event, we do pick up an interesting article posted recently. We take a deeper view and look at India tab to select Frugal Innovation this month. The article takes a concise look at First break all the rules. The article goes on to talk about several methods for how to profit from reducing costs which seem misguided. Frugal innovation is about thinking about meeting the needs of huge numbers of customers that can’t afford conventional solutions.

There is a great quote from Jeff Bezos that captures one reason why organizations so often fail to address frugal innovation: “There are two kinds of companies, those that work to try to charge more and those that work to charge less.”

I look forward to your active participation in enriching the blog carnival as we pursue our journey to Continual Improvement in the New Year…………….with very Best Wishes

Carnival of Quality Management Articles and Blogs – November 2014

3 Comments

Welcome to November 2014 edition of Carnival of Quality Management Articles and Blogs.

We are presently exploring Continual Improvement. October 2014 edition delved into basics of Continual Improvement.

We continue our journey of Continual Improvements and look at Continual Improvement vs. Continuous Improvement in the present edition.

Continual vs. continuous

Continual : Duration that continues over a long period of time ,but can be interrupted, chiefly restricted to what recurs regularly or frequently in a prolonged and closely spaced series Examples: Reckless driving is a continual threat to our community.

Continuous : Continuing in time or space without interruption Examples : There is a continuous humming of bees outside my window.

“Continuous” versus “continual”

In English-language linguistic prescription there is a common piece of usage advice that the word “continuous” should be used for things that are continuous in a way literally or figuratively equal to the mathematical sense of the word, whereas the word “continual” should be used for things that continue in discrete jumps (that is, quantum-wise). When this distinction is enforced, it is more accurate to speak of “continual improvement” and “continual improvement processes” than of “continuous improvement” or “continuous improvement processes”.

Meanwhile, for several decades it has been common usage in the linguistic corpus of business management to use the one set term, “continuous improvement”, to cover both graph shapes in an umbrella fashion. It is merely the way the word has been conventionally used in this context, in a common understanding that existed regardless of prescriptive preferences. However, ISO has chosen the more careful usage for its standards including ISO 9000 and ISO 14000; so it may be reasonable to expect that usage among business managers will evolve in coming decades to conform to the preferred usage (and in some cases, already has).

Continuous improvement Vs Continual improvement

There is a difference. Let us start by analyzing the semantics of these words.

Continuous indicates duration without interruption.

Continual indicates duration that continues over a long period of time, but with intervals of interruption.

Continuous improvement means that organizations are in a constant state of driving process improvements. This involves a focus on linear and incremental improvement within existing processes.

Continual improvements means that organizations go through process improvements in stages and these stages are separated by a period of time. This period of time might be necessary to understand if the improvements did actually help the bottom line! In some cases, the results might take a while to come to fruition.

Continuous Improvement vs. Continual Improvement

In practical terms you can think of an alarm clock ringing and ringing without interruption as continuously ringing. Hitting the snooze button of a ringing alarm clock only to have it start ringing again later that morning and then hitting the snooze button again, would be an example of a continually ringing alarm clock. If the alarm clock did not go off at all and we could sleep in that may be ideal, just as it may be good to take a break from kaizen on some days so that ideas and energies can be refreshed. Neither continuous improvement nor continual improvement implies that we spend every waking (no sleeping) moment doing kaizen.

The Continual Improvement vs. Continuous Improvement Dilemma…

We see a substantial difference between continual and continuous.

Please bear in mind however that in the “eyes” of ISO 9000 there is no difference between continual and continuous. The concept of “continual” improvement is the term that Deming always used in reference to the general processes of improvement.

Deming’s understanding of improvement was much broader then many people seem to understand. He included people, as well as systems in his views and philosophy. Deming’s application of SPC (Statistical Process Control) was focused primarily on continuous improvement of existing (and almost exclusively manufacturing) processes. His philosophical discussions, however, included considerations much further “upstream” as applied to other less repetitive management arenas.

The concept of “continual improvement” is understood here to be the general strategy that typically consists of both “continuous process improvements,” like SPC, and “discontinuous function or systemic improvements” like organizational “reengineering” or throwing out dysfunctional methods of management and starting over instead of trying to continually improve ineffective business strategies. Also included are Deming’s 14 Points of Management.

Continual improvement is broader in scope than continuous improvement. Continuous improvement is a subset of continual improvement. Continual improvement also includes room for *discontinuous* improvements (improvements that are not like in kind to what came before – another term for this might be innovative or radical improvements such as are sought after in most reengineering efforts, or in the lean manufacturing movement). Continuous improvements are linear, incremental improvements to an existing process (Kaizen). Continual improvement includes this, as well as discontinuous/innovative improvement. In other words, continual improvement speaks to the PROCESS of improvement (always and forever (continually) ongoing, in all of its forms and in all areas) rather than the NATURE of the improvements (continuous vs discontinuous).

Thinking of continual improvement vs. continuous improvement serves to highlight the importance of developing learning disciplines on a much deeper level than most organizations seem interested in considering. If continual improvement is to be attained, the organization will be, by definition a learning organization.

Difference Between Continuous Improvement and Continual Improvement

Continuous improvement is a technique used for improving the efficiency of the process by eliminating waste and non-value adding activities. This was practiced through various Japanese concepts like Lean, Kaizen, 5S, etc. Continuous improvement is an ongoing effort used in developing products, services or processes.

Continual improvement is about identifying and making changes that would result in better outcomes which is a central concept to quality management theories.

Innovation vs. Continuous Improvement

Continuous improvement is a linear process pointed at creating stable processes. Innovation is a nonlinear process involving non-stable processes;

An innovation is when you change the game; you bring a different twist to what is currently established, and perceived. Continuous improvement is by tweaks of things in the old fashion way to bring efficiency. But, even a very small improvement leveraging a new way of doing thing, bringing an outside method, or view, shifting the paradigm, is innovation.

Continuous improvement takes specialty; while innovation is trans-disciplinary. Continuous improvement = technical specialists making the product/service more efficient, up-to-date to the consumer needs. Innovation happens when a non-specialist questions the rules of the game, inventing knowledge transfers and goes outside the industry to invent a radical new way to respond to the ‘job to be done’.

The broader the scope, scale and impact of the change, the more one leans towards calling such change an innovation

Innovation is “a change that adds stakeholder value”. Now if your stakeholders are internal process owners and your output stakeholders are the same, the type of innovation you have is Continuous Innovation.

Continuous Improvement or Continual Improvement: The Same Thing or Different?

..continual improvement is about making changes to make things better, but not in a continuous way. Continual improvement may involve creating a new process to address a problem. Continuous improvement is a more linear thing, where the same problem would likely be addressed incrementally through improvements to existing processes.

Continual Improvement or Continuous Improvement?

Continual Improvement is more about planning and implementing strategic programmes to change the company’s products, services, people and processes for the better.  Whilst Continuous Improvement is related to the constant, daily work practices and staff activities that are relentlessly devoted to removing wasted effort and eliminating defective products, services and processes.

Continuous Improvement through intermittent interruptions for consolidations

Continuous Improvement through intermittent interruptions for consolidations

Continuous Improvement vs. stage wise Continual Improvement

Continuous Improvement vs. stage wise Continual Improvement

Continuous Improvement vs Continuous Change

Continuous Improvement vs. Contnuous Change

The subject of Continual Improvement cannot be done enough justice if we address it in only one post in our Blog Carnival. So, we will continue in next Carnival edition as well…..

We turn to our regular sections now:

Bill Troy, ASQ CEO opens up the debate on Recruiting Members and Volunteers Amid a Changing Landscape.

A quick look at some tips developed by ASQ’s Community Development team:

  • Asking people to attend an association event is an authentic, effective, and simple way to engage potential members.
  • Current association members can refer members and colleagues.
  • Encourage committed members to step up and become association leaders—such as volunteers or chapter officers– explain what’s in it for them.

Julia McIntosh, ASQ communications , in her ‘November Roundup: Engaging Members and Volunteers presents views expressed by ASQ Bloggers on the subject, in terms of – Why join, Lessons learned and Tips for associations.

And then move over to ASQ TV Episode s: Your World, Your Quality, Your Month

November is World Quality Month. In this episode, we take a look at a cost-saving success story from Genpact, a tool to help you prepare for World Quality Month, reacquaint ourselves with the quality gurus, and two contests!

clip_image002[4]Our ASQ’s Influential Voice for the month is – Scott Rutherford

Scott Rutherford works in quality assurance at a nuclear shipyard, and specializes in performance improvement. He blogs at Square Peg Musings.

We do not have a fresh insight this month in so far as Curious Cat Management Improvement Carnival category is concerned.

However , in such an event, we do pick up an interesting article posted recently. We pick up Remembering Peter Scholtes for this month. The article contains Peter Scholte’s keynote address @ 2008 annual Deming Institute fall conference in Madison, Wisconsin, two of his seminal books – The Team Handbook and The Leader’s Handbook– and six competencies for leaders.

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

Carnival of Quality Management Articles and Blogs – October 2014

Leave a comment

Welcome to October 2014 edition of Carnival of Quality Management Articles and Blogs.

Having traversed the topics of Non-Compliance and subsequent CAPA in our earlier editions, we now take a look at the next logical step in the chain – Continual Improvement.

Be it a student or a practitioner of Quality Management, the subject is certainly not new. Hence, we will endeavour to present here the articles that shed some new perspective on the subject.

What is CONTINUAL IMPROVEMENT?Improvement that occurs in spurts that reoccur

CONTINUAL IMPROVEMENT WITHIN THE QUALITY MANAGEMENT SYSTEMS sets the tone for the subject.

Continual improvement

Continual improvement should focus on enablers such as leadership, communication, resources, organisation architecture, people and processes – in other words, everything in the organisation, in all functions at all levels… Departmental improvements may merely move the constraints or problem somewhere else in the process chain.

Improvement is not about using a set of tools and techniques. Improvement is not going through the motions of organising improvement teams and training people. Improvement is a result, so it can only be claimed after there has been a beneficial change in an organisation’s performance.

Why Continuous Improvement May Need To Be DiscontinuedRon Askenas

As innovation thinker Vijay Govindarajan says, “The more you hardwire a company on total quality management, [the more] it is going to hurt breakthrough innovation. The mindset that is needed, the capabilities that are needed, the metrics that are needed, the whole culture that is needed for discontinuous innovation, are fundamentally different.”

It’s time to nuance our approach in the following ways:

Customize how and where continuous improvement is applied. One size of continuous improvement doesn’t fit all parts of the organization.

Question whether processes should be improved, eliminated, or disrupted. Too many continuous improvement projects focus so much on gaining efficiencies that they don’t challenge the basic assumptions of what’s being done.

Assess the impact on company culture.

When Your Past Success Becomes An ObstacleKarol Kinsey Goman

One of the greatest challenges for a leader who wants his or her team to thrive in changing times is to identify those practices and attitudes that need to be eliminated in order to more quickly adopt new behaviors. Here are five key questions that you should ask your team members to consider:

1. What do we do best? (What skills, abilities, and attitudes are we most proud of?)

2. Which of these current skills, abilities, and attitudes will continue to make us successful in the future?

3. What do we need to unlearn? (Which skills are becoming obsolete? What practices — attitudes, behaviors, work routines, etc. — that worked for us in the past may be a detriment in the future?)

4. How does our competence stop us from doing things differently? (Where are the “comfort zones” we’re most reluctant to leave?)

5. What new skills do we need to learn to stay valuable to the organization?

You Are Either Getting Better Or You Are Getting Worse — Here’s How To Get Better – Paul B Brown

You have to keep getting better…Everyone acknowledges that–in theory.  In practice it tends to fall apart, ironically, when things are good…. Waiting until have to change is never good…. Far better is trying to improve slightly every single day.

The subject of Continual Improvement cannot be done enough justice if we address it in only one post in our Blog Carnival. So, we will continue in next two Carnival editions…..

We turn to our regular sections now:

Bill Troy, ASQ CEO opens up the debate on Charting A Strategy For Quality–And Beyond

“The purpose of strategy, after all, is to answer this question: How do you get from where you are to where you want to be?  What is your path?  How are you going to get there, what steps do you need to take, and in what order?

“I’d like to offer five key questions about strategy that you may find useful as you work on your own strategic planning.

  1. What are your key facts and assumptions?
  2. What is your theory of victory?
  3. Can you actually accomplish each aspect of your strategy?
  4. Is your organization doing things that sit outside your strategy?
  5. Have you left enough planning time to test your strategy?

“One caveat: Determine how much time you have to spend on strategy and act accordingly. We all must get things done, so we must not fall to “paralysis by analysis.” We can only admire the problem for so long. A good rule of thumb many of us learned in the military is the one-third, two-thirds rule”, i.e. leave two-thirds of the time to others for absorbing, implementing and improving upon the strategy.

Julia McIntosh, ASQ communications , in her ‘September Roundup: What’s the Best Approach to Strategy?’ presents views expressed by ASQ Bloggers on the subject.

And then move over to ASQ TV Episode s:

Quality Improves Government

Around the world, government agencies are using quality tools and implementing quality methods to make noticeable and sustainable improvements. This episode of ASQ TV looks at two positive stories, addressing the importance of quality in government. Manu Vora interview Milwaukee Public Health Lab

Related additional video:

               Manu Vora and V.K. Agnihotri advocate quality in government by discussing quality’s role in the government of India now and for the future.

Soft Skills-Leadership and Management

It’s one thing to know the ins and outs of your industry and profession. But you can’t be an effective leader and drive change in your field without soft skills. This episode of ASQ TV describes what soft skills are and how mastering them will help you get ahead in your day-to-day relationships and, ultimately, your career.

Rosemarie Christopher’s Career Corner columns

Related additional video:

According to author and speaker Simon T. Bailey, it’s important for leaders to also think big-picture to truly drive change. In this segment, hear how leaders should consider the story they’re telling, how they can sustain their leadership and what quality leaders can do to take initiative in their organizations. View Bailey’s 2014 World Conference on Quality and Improvement keynote speech, available on demand

To motivate employees and develop high-performing work relationships, leaders must understand that all people have certain needs that must be met in the workplace. In this segment, learn about the desires of each person to help you connect with people for meaningful work relationships and long-term productivity.

Our ASQ’s Influential Voice for the month is – John Priebe

clip_image001John Priebe is vice president of business quality for NBCUniversal and a Lean Six Sigma Black Belt with experience in process improvement, innovation, and quality control. He blogs at JohnPriebe.com with a headline tag as Innovation | Quality | Leadership.

A majority of the posts relate to discussions on the topics at ASQ Influential Voices, with quite few of the topics interspersed I between. Here is one such post: The Emergent Culture: Be the Change You Wish to See.. The article draws up a parallel with a natural biological phenomenon known as ‘emergent behaviour, in a flock of birds. Of course, in case of human beings, it is a long road, but the journey can well be begun by “be the change you wish to see in the world”.

We do not have a fresh insight this month in so far as Curious Cat Management Improvement Carnival category is concerned.

However , in such an event, we do pick up an interesting article posted recently. We pick up Take Advantage of the Strengths Each Person Brings to Work for our present edition.

clip_image002Managers should be setting up the organization to take maximum advantage of the strengths of the people in the organization while minimizing the impact of weaknesses.

This needs a ‘refusing to fail’ attitude so as to ‘create a system that works and builds on the skills, ability and desire to do great work that your employees bring to work.’

W. Edwards Deming: “the aim of leadership is not merely to find and record failures of men, but to remove the causes of failure: to help people to do a better job with less effort.”

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

Wishing Very Happy Diwali festivities to all………

Carnival of Quality Management Articles and Blogs – September 2014

2 Comments

Welcome to September 2014 edition of Carnival of Quality Management Articles and Blogs.

Our topic for the blog carnival edition of August 2014 was Corrective and Preventive Action [CAPA]. Among other things one very vital element in designing, planning and implementing CAPA is Root Cause Analysis.

For our present edition we will delve deeper into this subject.

We begin our search with what Wikipedia has to say:

A root cause is an initiating cause of a causal chain which leads to an outcome or effect of interest.

In plain English a “root cause” is a “cause” (harmful factor) that is “root” (deep, basic, fundamental, underlying or the like).

The term root cause has been used in professional journals as early as 1905.

Ivan Fantin (2014) describes the root cause as the result of the drill down analysis required to discover which is the process that is failing, defining it as “MIN Process” (meaning a process that is Missing, Incomplete or Not followed .

Mark Paradies looks at various elements of the Definition of a Root Cause @ Root Cause Analysis Blog

The most basic cause (or causes)
that can reasonably be identified
that management has control to fix and,
when fixed, will prevent
(or significantly reduce the likelihood of)
the problem’s recurrence.

The salient aspects that emerge from this definition are:

First, when one finds a root cause, one has found something that management can fix that will prevent the problem’s recurrence. This is a key because it keeps one looking until a fixable solution can be found.

Second, the definition targets problems that are within management’s grasp to fix.

Third, the definition helps answer the always troubling question of how much investigative effort is enough.

Fourth, the definition implies that a problem may have more than one root cause.

Moreover, a root cause has these identifying characteristics:

1. It is clearly a major cause of the problem symptoms.

2. It has no productive deeper cause. The word “productive” allows you to stop asking why at some appropriate point in root cause analysis. Otherwise you may find yourself digging to the other side of the planet.

3. It can be resolved. Sometimes it’s useful to include unchangeable root causes in your model for greater understanding. These have only the first two characteristics.

4. Its resolution will not create bigger problems. Side effects must be considered.

5. There is no better root cause. All alternatives have been considered.

Root cause analysis is an approach for identifying the underlying causes of why an incident occurred so that the most effective solutions can be identified and implemented.  It’s typically used when something goes badly, but can also be used when something goes well.  Within an organization, problem solving, incident investigation and root cause analysis are all fundamentally connected by three basic questions:  What’s the problem? Why did it happen? and What will be done to prevent it?

ASQ considers Root cause analysis as a collective term that describes a wide range of approaches, tools, and techniques used to uncover causes of problems.

ASQ Fellow Jim Rooney walks through the basics of root cause analysis:

Part 1:   A Conceptual Overview

Part 2:  Practical Application

What is Root Cause Analysis?’ covers ‘The origin of root cause analysis; Understanding root cause analysis; and The Future: Inductive, Intuitive, and Automated RCA’

“DevOps teams often spend far too much time treating recurring symptoms without penetrating to the deeper roots of software and IT issues, making the extra effort to solve problems at their source.  But as every doctor knows, plenty of time and money can actually be saved by figuring out exactly why problematic symptoms appear in the first place.  Approaching problems with an eye to unearthing such basic casual factors is called root cause analysis, and, as in the case of the smart doctor, it can greatly aid your efforts as a system administrator, developer, or QA professional to prevent a lot of unnecessary suffering.”

The site also offers Further Resources

Root Cause Analysis – Tracing a Problem to its Origins notes that “you can use many tools to support your Root Cause Analysis process. Cause and Effect Diagrams and 5 Whys are integral to the process itself, while FMEA and Kaizen help minimize the need for Root Cause Analysis in the future.”

Root Cause Analysis (RCA) investigation :

Every day a million people are treated safely and successfully in the NHS.

However, when incidents do happen, it is important that lessons are learned  to prevent the same incident occurring elsewhere. Root Cause Analysis investigation is a well recognised way of doing this.

Investigations identify how and why patient safety incidents happen. Analysis is used to identify areas for change and to develop recommendations which deliver safer care for our patients.

RCA investigation resources:

Tools to help with the investigations process:

§ Getting started

§ Gathering and mapping information

§ Identifying care and service delivery problems

§ Analysing to identify contributory factors and root causes

§ Generating solutions

§ Log, audit and learn from investigation reports

Templates to record and share investigation findings:

§ Investigation report writing templates

§ Action plan templates

§ Other useful templates

Guidance : Background information and ‘how to’ guides

eToolkit : A framework for NHS investigations

We also have

Root Cause Analysis for Beginners”

Root Cause Analysis – McCombs School of Business

Finally, Root Cause Analysis of the Failure of Root Cause Analysis is not recommending to abandon root cause analysis and Five Whys, but exhorts to realize that no technique should be automatically applied in every situation.

Before we stop for day, a satirical insight is indeed called for:

May 01, 1994

Dilbert May 01, 1994

November 02, 1994

clip_image002[176]

October 29, 2007

Dilbert October 29, 2007

 

November 04, 2008

clip_image002

We turn to our regular sections now:

In “The Future of Quality: Evolutionary or Revolutionary?, ’ Bill Troy, ASQ CEO has set the stage for a lively debate in the days ahead and looks forward to reporting what he would see and hear from the quality professionals, whom he exhorts by “who hold the keys to our future in your hands”.

Julia McIntosh, ASQ communications reports in Blogger Round Up for August 2014, What’s The Future of Quality?, that the Influencing Voice blogging community is well distributed in for “Evolutionary” and for “Revolutionary, with fairly representative share of “Both / And” as well as “Other” views. The article ends up with a defining statement from Michael Noble : “…that ultimately change will not be driven just from within the professional community because the real driver of change comes from public demand on one issue or another.”

And then move over to ASQ TV Episode : Creating a Safer Food Supply explore how food safety standards and schemes ensure the safety of our food supply

· Examine the difference between ISO 9001 and ISO 22000

· Apples to Oranges?

Related videos :

  • Conversation With a Food Safety Consultant
  • A deeper look at HACCP and ISO 22000
  • The Lighter Side: A Chef’s Unique Approach to Standards

We have one more video this month: The Culture Craze :“Think your organization has a quality culture because employees faithfully use approaches and methods to improve processes? Think again. In this episode of ASQ TV, we learn the distinction between culture and compliance, and we review key culture findings from a global study by Forbes Insights and ASQ. We also look at ways to “millennialize” your workplace.

Our ASQ’s Influential Voice for the month is Nicole Radziwill

clip_image001Nicole Radziwill is an assistant professor in the Department of Integrated Science and Technology at James Madison University. She writes about research in the quality field, quality consciousness, and innovation. 100% of the proceeds from her consulting support the Burning Mind Project. She also enjoys references to quality in fiction & drama. Her blog is Quality and Innovation, exploring quality, productivity & innovation in socio-technical systems.

Here are some of the recent posts on the blog:

We do not have a fresh insight this month in so far as Curious Cat Management Improvement Carnival category is concerned.

However , in such an event, we do pick up an interesting article posted recently. We pick up Peter Drucker Discussing The Work of Juran, Deming and Himself for our present edition.

“All 3 of us knew quality doesn’t cost, and accounting was a snare and a delusion because it hides the cost of not doing… cost accounting doesn’t measure these things.”

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

Older Entries