Carnival of Quality Management Articles and Blogs – September, 2017

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

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

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

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

industry_40_factory

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

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

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

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

SVGZ_Manufacturing's next act_ex1

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

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

Industry 4.0 – Germany’s 4th industrial revolution

Industrie 4.0 – The Fourth Industrial Revolution

Documentary | The Fourth Industrial Revolution

The next manufacturing revolution is here | Olivier Scalabre

Implementing Industrie 4.0: This is how it works!

The World In 2050 – Future Earth – BBC Documentary 2017

We will now turn to our regular sections:

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

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

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

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

We now watch one of the latest ASQ TV  episodes:

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

Additional references:

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

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

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

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

 

 

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Carnival of Quality Management Articles and Blogs – August, 2017

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

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

First the basics:

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

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

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

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

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

And then a few pointers to the Quality of Translation:

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

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

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

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

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

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

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

Quality Standards and Translation:

Seven Quality Standards one must know:

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

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

Fundamentals of Project Management:

Project Management in Translation Business:

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

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

We will now turn to our regular sections:

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

3 Questions Drucker Would Ask You And Your Management Team

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

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

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

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

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

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

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

We now watch one of the latest ASQ TV  episodes:

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

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

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

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

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

Carnival of Quality Management Articles and Blogs – July,2017

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

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

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

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

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

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

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

That gave me an opportunity to brush up the memory:

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

We will now turn to our regular sections:

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

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

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

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

We now watch the latest ASQ TV  episodes:

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

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

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

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

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

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

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

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

Carnival of Quality Management Articles and Blogs – June, 2017

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

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

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

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

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

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

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

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

We will now turn to our regular sections:

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

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

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

We now watch the latest ASQ TV  episodes:

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

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

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

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

[i]

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

Carnival of Quality Management Articles and Blogs – May 2017

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

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

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

Robert Pirsig : Photo – William Morrow-HarperCollins

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

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

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

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

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

What is the Metaphysics of Quality?

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

YT has several more interesting video clips on the subject.

We will now turn to our regular sections:

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

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

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

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

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

We now watch two of the latest ASQ TV  episode:

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

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

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

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

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

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

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

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

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

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

Carnival of Quality Management Articles and Blogs – April, 2017

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

We will commence our episode with three articles on Quality, in general.

The Quest for Quality in the Modern EnterpriseMichael Heaps and Kathie Poindexter – The holy grail of quality is 360-degree visibility, measurable, real-time performance and the ability to go far beyond compliance into the realm of true, value adding and sustained improvement initiatives.

The other article – 4 Quality Management System Trends to Watch Out For In 2016  –  in fact, relates to QMS trends in 2016. However following takeaways seem relevant even for 2017:

  • Long and complex supply chains, along with an ever-changing regulatory landscape, present big compliance challenges.
  • The cloud has moved into mainstream business adoption as the value of subscription-based models and minimal on-premises infrastructure become clearly understood.
  • Business leaders are finally getting to grips with data analytics, and quality managers should be prepared to respond to this with meaningful uses of big data in their field.
  • The Internet of Things can play a transformational role in eliminating the human errors that can creep in with suboptimal systems and processes.

Jenny Brown in Top 7 Organizational Trends in Quality Management takes a quick look at the key trends that are offering the much needed competitive edge to organizations and impacting all quality initiatives to make them gain further momentum in future:

  1. Supplier-Specific Quality Standards of the Highest Levels
  2. Change Management for Higher Consistency in Work Processes
  3. Consistent and Continuous Evolutions in Quality Management
  4. ‘Six Sigma’ for Continuous Business Growth
  5. Quality Departments are Opting for Strategic Quality Planning by integrating many quality-related initiatives such as Lean, Kaizen, ISO registration, Six Sigma, and others in their strategy planning processes.
  6. Value to Supply—Quality Management is everywhere
  7. Social Equity and Environmental Sustainability

Quality management is being positively impacted by many latest organizational trends and is well set to dominate the future economy too. It’s expected that all industry sectors will be governed by this combination of project management and quality principles in the years to come.

We add one more column to our regular columns on our Blog Carnival for the current month. This is from Drucker Perspective column @ Management Matters Network. For the present we have –

Are You Asking the Right Questions? The most serious mistakes are not the result of wrong answers. The truly dangerous thing is asking the wrong questions….A wrong answer to the right question can, as a rule, be repaired and salvaged….But if you ask the wrong question and get the right answer, chances are it will take a lot longer to discover and it inevitably leads to even more costly errors.

We will now turn to our regular sections:

I have picked up the question with regard to clauses 8.4.1 and particularly 8.4.2 of ISO 9001:2015, should the other internal entities of the company (.i.e HR, IT, Sales …) absolutely necessary but outside of the perimeter be considered exactly like external providers. The answer being in affirmative, adds three comments: One, being captive, not all controls that would be applied to an outside body would be applicable. Two, use process approach (clause 4.4) to determine how these departments interact and interface with core QMS processes. And, three, exploit the concept of context of the organization (clause 4.1) to further explore these relationships.

ASQ CEO, Bill Troy has presented the Guest Post: How to Choose Continuous Improvement Software by Chris Moustakas, President & CEO of DevonWay. The best-performing organizations choose Continuous Improvement (CI) as the framework for achieving that agility of dealing with a barrage of regulatory hurdles, performance gaps, and inefficiencies, and have to move quickly to stay competitive. Most of the software models available in the market have their own challenges. ERP and QMS and BPM system software models do have elements what good CI software ought to incorporate, but it needs to be remembered that Continuous Improvement happens when you apply Quality principles to Operational needs.

We now watch two of the latest ASQ TV  episode:

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

Defining Variability – Special cause variation generally comes as a surprise to the systemIn the early 1920s, Dr. Walter A. Shewhart of Western Electric Company developed a theory that there are two components to variation: an inherent component from random variation he called chance-cause variation and an intermittent variation due to special cause which he referred to as assignable cause variation…..Dr. Shewhart’s improvement approach was that assignable causes could be removed with an effective diagnostic program. At the same time, he became convinced that random (chance-cause) variation could not be removed without making basic process or product changes….It is important, therefore, to understand the implications of the two alternatives before making a decision as to actions, or inactions, to be taken….‘Special cause variation generally comes as a surprise because it acts as a signal to the system that something’s gone astray.’

Whilst on the subject, it would be interesting to learn what Dr. Edward Deming has to say on the subject of variability –

Lynda M. Finn in the third of a 4-part series on Deming’s system of management, SoPK has listed 6 common mistakes that businesses make – and why they make them

Mistake #1: Failure to plot data over time

Mistake #2: Neglecting to normalize

Mistake #3: Neglecting to stratify

Mistake #4: Treating a continuous metric as discrete

Mistake #5: Not identifying key metrics

Mistake #6: Acting inappropriately in the face of common cause variation

For other three parts of the series, read:

Part I: Systems Thinking and the Three Musketeers

Part II: The Trouble with Motivation

Part IV: How Do We Know What We Know?

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

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

Carnival of Quality Management Articles and Blogs – March, 2017

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

We will commence our episode with an article on Quality, in general, in our daily life.

Trends That Are Affecting the Future of Quality Management by Debra Kraft – From a total quality management standpoint, trends include broader adoption of quality management principles across industries and an increasing importance placed on sustainability.,, Quality management concepts should apply to everything every business does.

Let us now pick up a different topic in this category of sustainability – The tragedy of the commons (TOTC).

The tragedy of the commons is an economic theory of a situation within a shared-resource system where individual users acting independently according to their own self-interest behave contrary to the common good of all users by depleting that resource through their collective action.

Tragedy of the Commons  – This animated series of short videos acts as a video glossary to define specific scientific terms or concepts in a fun, easy to understand way.  –

Part 1

Part 2

The Tragedy of the Commons  – In this video, we take a look at common goods. Common resources are nonexcludable but rival. For instance, no one can be excluded from fishing for tuna, but they are rival — for every tuna caught, there is one less for everyone else. Nonexcludable but rival resources often lead to what we call a “tragedy of the commons.” In the case of tuna, this means the collapse of the fishing stock. Under a tragedy of the commons, a resource is often overused and under-maintained. Why does this happen? And how can we solve this problem? Like we’ve done so many times throughout this course, let’s take a look at the incentives at play. We also discuss Nobel Prize Winner Elinor Ostrom’s contributions to this topic.

A common thread throughout Garrett James Hardin‘s work is an interest in bioethics. Trained as an ecologist and microbiologist and a Professor of Human Ecology at the University of California for more than thirty years, he is best known for his 1968 essay, The Tragedy of the Commons. Garrett Hardin’s writings enable us to responsibly assess our surroundings to optimize the quality of life for present and future generations.

In an interview, on the Tragedy of the Commons, Garrett Hardin states that “What I meant by writing The Tragedy of the Commons is to call people’s attention to the fact that the problem of dividing the resources has to be done in a way that fits in with human nature. We shouldn’t expect too much of it.”

Victor M. Ponce has presented a critical analysis of  Hardin’s classic piece “The Tragedy of the Commons,”. He states that “ a commons is a natural resource shared by many individuals. In this context, “shared” means that each individual does not have a claim to any part of the resource, but rather, to the use of a portion of it for his/her own benefit. The tragedy is that, in the absence of regulation, each individual will have a tendency to exploit the commons to his/her own advantage, typically without limit. Under this state of affairs, the commons is depleted and eventually ruined…. Societies that want to remain sustainable have no choice but to regulate the use of the commons. Regulation is the price to pay for sustainability; it is the least undesirable strategy, since an unregulated commons eventually marches itself toward tragedy.

Here is the test of our understanding of commons’ theory with a multiple-choice question.

Assume that there are several people on a boat in a lake or ocean. All of a sudden, one of them goes crazy, pulls out a drill and starts drilling a hole in the hull. The rest have three choices:

  1. Watch the drilling and examine how fast the driller makes a hole in the hull,
  2. Grab a lifejacket and jump out of the boat, because it is obvious that the boat is going to sink eventually, or
  3. Stop the culprit and throw the drill overboard to avoid the repetition of such an unfortunate incident.

If the answer is A, you do not know that the boat is actually a commons, so you fail the test. If your answer is B, you know that the boat is a commons, but you do not know that it is “your” commons, so you fail too. If your answer is C, you know that the boat is a commons and you are ready to defend its integrity, because your security and comfort (to say nothing about your life!) depends on it. I think most people would agree that the most sensible answer is C.

In conclusion, the rights of the individual are seen to end where the rights of the commons start; conversely, the rights of the commons end with the rights of the individual. Thus, an appropriate balance between these two rights is the only sustainable course to take if we are to avoid a repetition of “The Tragedy of the Commons.”

To sum up our present discussion on the subject of TOTC, I have picked up three leads that present the topic in the current day perspective of environmental sustainability.

Strengthening Sustainability in Urban Communities. Exchanging Transatlantic Best Practices articulates the good vision for a “world-class” sustaining city

Tragedy of the Commons – a true story from Bangalore  – Dell employees fix a HUGE UGLY dump right outside Bagmane Tech Park, Bangalore!

We will now turn to our regular sections:

I have picked up the question relating to key deliverables and processes of a quality Manager  under ISO 9001:2015. The answer states that with the adage of Risk Based Thinking to the new standard, the Quality manager and the QA department would be responsible for the deliverables of their department and its processes. They would also be responsible for discerning any risks to the company’s goals and objectives.

ASQ CEO, Bill Troy has presented March Roundup with a question – How can we prevent quality professionals from being perceived as a “thing of the past”? What adaptations need to occur in the quality industry as a whole and on the individual level to revitalize the industry and attract  the next generation of quality professionals?- and a round of discussion thereon.

We now watch two of the latest ASQ TV  episode:

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

Solving Problems Effectively: Resolving root cause is as fundamental as ABC – Rooting out the reasons for internal and/or external failures is fundamental to customer satisfaction, cost of quality improvement, and even a matter of survival in the marketplace. The classic approach to root cause analysis of a problem is to ask why? (or why not?) a number of times. It is important to know how deep is ‘deep enough’ before probing deeper.….The focus of the investigation needs to be on the quality system. How did the system allow the problem to occur in the first place? Where is the weakness in the system? The goal is developing more system-based improvements as opposed to finding someone to blame.

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

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