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Carnival of Quality Management Articles and Blogs

Carnival of Quality Management Articles and Blogs – September 2021

Welcome to September 2021 edition of the IXth volume of Carnival of Quality Management Articles and Blogs.

We recapitulate that the 2021 theme for the IXth volume of our Carnival of Quality Management Articles and Blogs is Future of… as the basis for Creating and Maintaining Sustained Success.

Our topic for the discussion for the month is – The Future of Work.

How the World of Work is Changing – The workplace of today looks dramatically different to the workplace of yesteryear. Besides obvious technological changes – computers replacing typewriters and machines replacing people – social change has ushered more women into what used to be predominantly a man’s world.

To review the full study please visit – https://www.nextgeneration.ie/blog/2016/04/how-the-world-of-work-is-changing and also view the infographic presented there.

The 5 Trends Shaping the Future of Work – Jacob Morgan – Everything we know about the future of work is being shaped by five trends: globalization, technology, changing demographics, new behaviors, and mobility. For the first time these five trends are coming together to force organizations to change the way they think about how work gets done.

The big debate about the future of work, explains why economists and futurists disagree about the future of the labor market.

The future of work: is your job safe? | The Economist – This is the workforce of the future. Technology is transforming the world of work beyond all recognition creating groundbreaking opportunities. But it’s also eroding the rights of workers. Some even fear a dystopian jobless future. But are these anxieties overblown? How we react to this brave new world of work today will shape societies for generations to come. What are the forces shaping how people live and work and how power is wielded in the modern age? NOW AND NEXT reveals the pressures, the plans and the likely tipping points for enduring global change.

The Future of Work – A CQI Quality Futures Report talks about the effects of digitalisation in the workplace, helping every working person and the organisation to proactively address these issues in the relevant management strategies.

The downloadable copy of this report is available @ https://www.quality.org/future-of-work

Transitioning to the future of work and the workplace – A Deloitte survey (sponsored by Facebook) asked C-suite executives for their perspectives on the future of work. Their responses reveal six themes about the future workplace—and six lessons to help leaders ease the transition.

1: Pay attention to culture; help ensure leaders actively participate in its development and dissemination.

2: Companies should be proactive in creating greater transparency in communications and new systems, and policies and reinterpreting their corporate culture around digital in the workplace, or they risk losing employees, productivity, and, potentially, customers.

3: To keep Millennials, companies should place greater emphasis on nurturing and developing their people, creating interesting and purposeful work, and building an environment with career flexibility and tools that enable employees to collaborate and exchange ideas transparently.

4: Business benefits are real—this is about getting things done

5: Start the shift to new collaboration tools but help ensure workplace practices and employee expectations are aligned with the new capabilities that are available.

6: Leaders can often underestimate the benefits of social tools at work8 and need to be educated in how to use collaboration and business social tools for improved communication, collaboration, and connectivity.

The downloadable copy of the report is available @ https://www2.deloitte.com/content/dam/Deloitte/global/Documents/HumanCapital/gx-hc-us-cons-transitioning-to-the-future-of-work-and-the-workplace.pdf

Some more videos: for further study:

We now watch ASQ TV, wherein we refresh our viewpoints about–

  • Readying Yourself for Digital Transformation Initiatives – Richard Uphoff, Manager & Registered Principal Responsible (RPR), Vanguard, discusses skills needed for digital transformation, lessons learned from 25 years of challenging initiatives, and the need to learn how to learn.

We have taken up one article from Jim L. Smith’s Jim’s Gems this month

  • Enhancing Effectiveness – If you do not feel very effective or productive while at work, it can lead to a downward spiral. Chances are you can work far more effectively than you are now and put yourself into an upward trend.

One way is to take control of your time and manage it as well as possible. Try keeping a log for a week or two and track every minute of your day at work, then analyze it. Next, develop strategies for eliminating time traps and time wasters that are pulling you away from achieving your goals

Another good opportunity is to stay current with the technical innovations in your business or industry by reading latest books, periodicals, etc.

A third suggestion is to expand the network of people who can stimulate and support you.

‘From the Editor’ (of Quality Magazine) – by Darryl Sealand, we have-

  • Answers & Questions – We’ve all seen movies where the leader inspires his or her team with a moving speech and a call to action. But one characteristic is usually absent.

“Have you ever seen them ask any questions? They just know what to do,”

And that is important for all involved—leaders, followers, associates, suppliers, stakeholders. Asking questions and searching for feedback provides the confidence of knowing everyone is on the same page.

I look forward to your views / comments / inputs to further enrich the theme of Future of… as the basis for Creating and Maintaining Sustained Success.

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

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Carnival of Quality Management Articles and Blogs

Carnival of Quality Management Articles and Blogs – August 2021

Welcome to August 2021 edition of the IXth volume of Carnival of Quality Management Articles and Blogs.

We recapitulate that the 2021 theme for the IXth volume of our Carnival of Quality Management Articles and Blogs is Future of… as the basis for Creating and Maintaining Sustained Success.

Our topic for the discussion for the month is – The Future of Quality – Management – Profession.

Past is rear-view of the driving a vehicle, present the dashboard and future is the windshield. For safe and effective driving all the three views have their own role to play.

The paper, Quality: past, present and future, published by Chartered Quality Institute (CQI), essentially, addresses the concepts and approaches the way the quality profession worked and that have inspired its thinking, as well the trends that can be observed currently to look at the future where man and technology can work together. The focus of quality is set to expand to include quality of life, which is best reflected in what Edward de Bono said, “the quality of our thinking will determine the quality of our future”.

The concept of “quality” has evolved to mean far more than the integrity of a manufactured product. Quality now represents a philosophy, a system of methodologies and practices, and an ongoing commitment to business excellence that encompasses all issues – and engages all individuals – within an organization…..The challenge for quality managers moving into the future is largely about allowing for change in a field that relies on constants. While so much attention today is paid to the bottom line, quality has a profound impact on the top line as well –remaining fluid to recognize, respond to and anticipate customer wants and needs to drive satisfaction and loyalty – a focus that grounds the future firmly in the concepts taught by the original quality leaders over 60 years ago.[1]

The five research themes of the Quality 2030 agenda together with the positive core of QM[2]
The focus of quality will have to shift from the quality tools to the overall business success…. to lead organizational change from the macro level…with the help of business models free of foreseeable risk and committed to business excellence at all levels.[3]

Further reading:

We will now turn to our regular sections:

We now watch ASQ TV, wherein we refresh our viewpoints about–

Mentioned in this episode:

Principles of the Quality of Cost

Executive Guide to Applying Cost of Quality

SSF Cost of Quality Calculator

We have taken up one article from Jim L. Smith’s Jim’s Gems this month

  • The Career Path to Success May Not be Linear – Our mental models for how we comprehend the world of business matter shape how we think and what is possible. However, the vertical corporate ladder is becoming an artifact, as the world and how we work continues to evolve…The book, “The Corporate Lattice: Achieving High Performance in the Changing World of Work,” by Cathy Benko and Molly Anderson. authors outline the changing world of work and introduces what they called the corporate lattice. Unlike the linear ladder, the multi-dimensional lattice is more adaptive and replaces the vertical, one-directional model with one that can be described as a “zig zag” or multi-directional career path….The enlightened (lattice) organizations support rewarding professional experiences, providing better career-life fit for employees, and results in greater agility….While it may not necessarily be immediately financially rewarding, employees, and not just those viewed as high potential, gain experience and position themselves to move up when the opportunity presents itself.

‘From the Editor’ (of Quality Magazine) – by Darryl Sealand, we have Ego or Progress? –  The three American billionaires’ trips into the outer space have been frequently dubbed nothing more than the competition between, and placation of, the massive egos of these three billionaires… However, over a longer time span and a broader perspective, the idea of technology that starts out benefitting one industry or sector and finding its way to being useful in another is not uncommon, and not uncommon to the quality sector.

I look forward to your views / comments / inputs to further enrich the theme of Future of… as the basis for Creating and Maintaining Sustained Success.

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

[1] Quality Management: Then, Now and Toward the Future

[2] Quality 2030: quality management for the future

[3] The Future of Quality Management is Business Management by Tom Taormina

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Carnival of Quality Management Articles and Blogs

Carnival of Quality Management Articles and Blogs – July 2021

Welcome to July 2021 edition of the IXth volume of Carnival of Quality Management Articles and Blogs.

We recapitulate that the 2021 theme for the IXth volume of our Carnival of Quality Management Articles and Blogs is Future of… as the basis for Creating and Maintaining Sustained Success.

Our topic for the discussion for the month is – The Future of Manufacturing.

  • The Industry 4.0 technologies are changing the comparative advantages that drive competitiveness.
  • While technology is boosting productivity in today’s manufacturing hubs and largely offsetting rising wages, it is also reducing the cost of capital and slowing the need to offshore production toward lower-wage countries. Moreover, other factors such as proximity to consumers, the supply of skilled labor, and ecosystem synergies are playing a role as drivers of reshoring.
  • The rising value-added of pre- and post-production activities can reduce the relative importance of the mid-value-chain production stages.
  • The skill bias of technological progress and the increased capital intensity of production will continue to reduce demand for less skilled workers, polarize the job market, and contribute to rising income inequality….If history is a guide, new demand for labor and unforeseen occupations will emerge in the future.
  • The opportunities for the manufacturing in the developing countries will be on account of:
    • A rising middle class in the developing world could lead manufacturers to locate closer to fast-growing consumer markets.
    • The recent research has identified a set of industries outside of manufacturing – “industries without smokestacks” include horticulture, agro-processing, tourism, and some ICT-based services, among others-  that share the tradability and higher productivity features of manufacturing and have great scope to generate growth and employment.[1]

Manufacturing is no longer simply about making physical products…The changing economics of production and distribution, along with shifts in consumer demand and the emergence of “smart” products, are pushing manufacturers to explore radically new ways of creating and capturing value…. given the emergence of more complex ecosystems of fragmented and concentrated players across a growing array of manufacturing value chains, businesses that understand emerging “influence points” will have a significant strategic advantage. As the manufacturing landscape evolves and competitive pressure mounts, driven by the needs of ever more demanding customers, position will matter more than ever.[2]

Manufacturing the future: The next era of global growth and innovation, a major report from the McKinsey Global Institute, presents a clear view of how manufacturing contributes to the global economy today and how it will probably evolve over the coming decade. Our findings include the following points:[3]

The Future of Manufacturing- The World Economic Forum’s Future of Manufacturing project tracks how the global manufacturing ecosystem is evolving. This five-minute investigation explores the future of industry and asks does manufacturing really matter? The Future of Manufacturing project identifies what companies and countries must do to win in a rapidly changing world.

Manufacturers must create a succinct list of priorities that will ensure financial resilience.

  • Focus On Aspects That Can Be Controlled to identify opportunities to improve operational resilience and put processes in place that enable adaptability.
  • Diversify Concentrated Supply Chains by re-examining supply chains and their weak points to reduce the risk of disruptions as much as possible.
  • Balance Risk Mitigation With Capacity Management so as to minimize risks by focusing on specific solutions and production processes, and by broadening offerings.
  • Think Differently About Upskilling and Labor Sourcing with help of remote work force technologies and digital transformation to create a work environment that can attract workforce talent.
  • Time for Leadership to think of better long-term solutions that support adaptability and resilience to take leadership with the future of manufacturing and do things differently. .[4]

Two key priorities that emerge for  both governments and businesses are education and the development of skills. Companies have to build their R&D capabilities, as well as expertise in data analytics and product design. They will need qualified, computer-savvy factory workers and agile managers for complex global supply chains. In addition to supporting ongoing efforts to improve public education—particularly the teaching of math and analytical skills—policy makers must work with industry and educational institutions to ensure that skills learned in school fit the needs of employers.

In all the decisions about where and how to play in this new environment, there is no master playbook—and no single path to success. But by understanding these shifts, roles, and influence points, both incumbents and new entrants can give themselves the tools to successfully navigate the new landscape of manufacturing.

Further reading:

We will now turn to our regular sections:

We now watch ASQ TV, wherein we refresh our viewpoints about–

Performance Excellence Models and Leadership – Paul Grizzell, co-author, Insights in Performance Excellence, discusses why performance excellence models don’t take hold and what leaders need to do to guarantee a successful initiative launch.

In this episode: Paul Grizzell’s full Interview

We have taken up one article from Jim L. Smith’s Jim’s Gems this month:

Boredom – generally, any experience that is predictable and repetitive can result in boredom.

It is an attitude, rather than a condition. And since attitudes are learned, they can be unlearned and replaced with more productive attitudes.

Boredom can be a signal that you may be just a step away from going through some real growth. Some experts suggest that boredom can be a ‘call to action.’ It can be a catalyst for change. It can provide an opportunity for thought and reflection.

If you find yourself bored, it is time to look within and initiate meaningful change.

‘From the Editor’ (of Quality Magazine) – by Darryl Sealand, we have

Unintended Consequences – It’s the law – Adam Smith said that the individual, even one working purely for his own gain, is “led by an invisible hand to promote an end which was no part of his intention,” and that end is the benefit provided to the public interest or the public good. It is a prime example of what is called a positive unintended consequence.

The ratio of positive to negative unintended consequences is about 3 to 1.

The best, and only, approach to take the Law of Unintended Consequences, is to surround ourselves with the tools and knowledge to reap our vigilante justice.

I look forward to your views / comments / inputs to further enrich the theme of Future of… as the basis for Creating and Maintaining Sustained Success.

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


[1] The future of global manufacturingBrahima Sangafowa Coulibaly and Karim Foda

[2] The future of manufacturing

[3] Manufacturing the future: The next era of global growth and innovationJames Manyika, Jeff Sinclair, Richard Dobbs, Gernot Strube, Louis Rassey, Jan Mischke, Jaana Remes, Charles Roxburgh, Katy George, David O’Halloran, and Sreenivas Ramaswamy

[4] The Future Of Manufacturing: What Executives Are SayingWillem Sundblad

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Carnival of Quality Management Articles and Blogs

Carnival of Quality Management Articles and Blogs – June 2021

Welcome to June 2021 edition of the IXth volume of Carnival of Quality Management Articles and Blogs.

We recapitulate that the 2021 theme for the IXth volume of our Carnival of Quality Management Articles and Blogs is Future of… as the basis for Creating and Maintaining Sustained Success.

Our topic for he discussion for the month is – The Organization for the Future.

In the then then 1992 classic In Search of Excellence, the authors Tom Peters and Robert H. Waterman​, Jr. found a saga of passion in the forty-three great companies that led to enunciation of some of the then them valuable management principles…The idea of passion in large business was a shape-shifter. In those days, managers of large companies were expected to be strategic and financial in their focus. Efficiency was prized. Products were things to be counted and shipped, not loved. If quality was a problem, it was a systemic error and not connected to employee morale[1]

Today most of those companies either have ceased to exist or have been acquired, because basically they were not designed to last… Today, a learning organization[2] should be asking hard questions about the sustainability of its enterprise: what will it take to survive this period of business disruption and technology advancement and what must change in the organization’s design to thrive? …. Designing a robust and sustainable organization begins by asking four questions:

  1. On Process: What are the key processes required to survive and thrive? Even a learning organization can’t change everything at once.
  2. On Structure: What kind of structure will enable changes and the successful implementation of new technologies? We are getting close to the end of the hierarchical, bureaucratic organization.
  3. On Technology, Itself: Who in the organization is accountable for technology innovations and their implementation? Technology has a history of costing a lot and not delivering much value.
  4. And on People: Is our challenge of change a matter of culture, behaviour, or skills? As Drucker wrote in his introduction to the Foundation’s book, “The organization is, above all, social.” Its “purpose must therefore be to make the strength of people effective and their weaknesses irrelevant.”[3]

How will we work in the future? – Most debates so far have focused on how skill requirements and individual jobs will change because of the ongoing technological and demographic transformation. In this talk, Markus Reitzig takes the discussion a step further by reflecting on how current trends such as AI, increasing knowledge complexity, population growth, and rising economic inequality will affect our collaboration more broadly. While we will continue to work in organizations, these will look quite different from the traditional companies of today. Managers will have to re-think how to structure activities to attract and retain future talent.

Professor John P. Kotter sees that the major challenge for business leaders today is staying competitive and growing profitably amid increasing turbulence and disruption. The solution that he proposes is a dual system, that is organized as a network—more like a start-up’s solar system than a mature organization’s Giza pyramid—that can create agility and speed. It powerfully complements rather than overburdens a more mature organization’s hierarchy, thus freeing the latter to do what it’s optimized to do. It makes an enterprise easier to run while accelerating strategic change. This is not a question of “either/or.” It’s “both/and”: two systems that operate in concert. [4]

McKinsey’s research in 2018 identified nine imperatives, highlighted in Exhibit here below, that can possibly separate future-ready organizations from the pack.

The research noted that three of the imperatives proved notable pockets of bold action: taking a stance on purpose (83 percent of companies we studied), establishing ecosystems (83 percent), and creating data-rich tech platforms (73 percent).

Further, when looked across the three categories (“who we are,” “how we operate,” “how we grow”) that together comprise the nine imperatives, it was noted that top-performing companies didn’t concentrate their efforts on any single category but instead tended to act across all three.

Indeed, in an increasingly winner-takes-all economy in which even above-average performance won’t guarantee returns above the cost of capital, we would expect the bar on organizational innovation to only rise.[5]

14 Principles of the Future OrganizationJacob Morgan

Further reading:

We will now turn to our regular sections:

We now watch ASQ TV, wherein we refresh our viewpoints about–

Charlie Lanktree, Eggland’s Best: Measuring and Inspecting Leads to Consistent GrowthCharles Lanktree, CEO at Eggland’s Best, explains how rigorous inspection and commitment to quality allows the company to continue business growth.

We have taken up one article from Jim L. Smith’s Jim’s Gems this month:

Improve Your System – moving system deficiencies from the “later” pile to the “it’s essential to do this right now” pile.

It would not work if it were done temporarily. Create and fix systems with finality. Identify a class of projects or activities that your team will do instead of you and then never do them again!

Reorganize your data archiving approach and then stick with it.

Build a system for lifelong learning and then maintain the commitment.

The simple adjustment in your workday commitment (redirecting or avoiding the things that have been holding you back) might be the single most effective work you do all year.

‘From the Editor’ (of Quality Magazine) – by Darryl Sealand, we have

Why Adopt Risk-Based Thinking? – Organizations should adopt risk-based thinking to make better decisions, particularly when they must contend with challenging, fast-paced or otherwise uncertain environments…., because it prompts organizations to invest time and resources toward planning for the unknown…… Addressing risk also helps companies long term. The time colleagues spend contemplating, finding, and dealing with risks also helps them understand organizational processes — a shared learning progression that strengthens culture and business results. …. The organizations that adopt risk-based thinking can reduce the frequency, likelihood, and impact of losses, while also reduce the response time to unexpected events. The process fosters better communication across the organization, which makes for new opportunities for growth and improvement.

I look forward to your views / comments / inputs to further enrich the theme of Future of… as the basis for Creating and Maintaining Sustained Success.

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


[1] About the Book: In Search of ExcellenceRich Karlgaard

[2] 5 Disciplines of a Learning Organization: Peter Senge – Tanmay Vora

[3] The Organization of the Future – What Will It Look Like?Jim Champy

[4] The Organization of the Future: A New Model for a Faster-Moving World

[5] Organizing for the future: Nine keys to becoming a future-ready company

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Carnival of Quality Management Articles and Blogs

Carnival of Quality Management Articles and Blogs – May 2021

Welcome to May 2021 edition of the IXth volume of Carnival of Quality Management Articles and Blogs.

We recapitulate that the 2021 theme for the IXth volume of our Carnival of Quality Management Articles and Blogs is Future of… as the basis for Creating and Maintaining Sustained Success.

We base our discussion on the subject for the present episode on A TED talk, Back to the future (1994), from the playlist The history of the future. In the talk, Danny Hillis outlines an intriguing theory of how and why technological change seems to be accelerating, by linking it to the very evolution of life itself. The presentation techniques he uses may look dated, but the ideas are as relevant as ever…. In essence, the talk has this to state on its key theme of accelerating changes –

The humanity has started abstracting out. We’re going through the same levels that multi-cellular organisms have gone through — abstracting out our methods of recording, presenting, processing information….In the process, we have speeded up time scales. The process is feeding on itself and becoming autocatalytic. The more it changes, the faster it changes.

There is an equally strong school of thought that thinks otherwise.

‘If the pace of change really were unprecedented, then conventional wisdom holds we’d better darn well slow it down, so no one gets hurt.  Either way, the commentators warn, “buckle up.” Here is one, by Alvin Toffler in 1970.:

‘ “It has become a cliché to say that what we are now living through is a “second industrial revolution.” This phrase is supposed to impress us with the speed and profundity of the change around us. But in addition to being platitudinous, it is misleading. For what is occurring now is, in all likelihood, bigger, deeper, and more important than the industrial revolution. Indeed, a growing body of reputable opinion asserts that the present movement represents nothing less than the second great divide in human history, comparable in magnitude only with that first great break in historic continuity, the shift from barbarism to civilization”.

‘Why have people long believed that their eras were unprecedented when it came to the rate of change? There are two reasons. First, at least today, it is hard to get attention if you say that “there’s nothing new here, at least in terms of the pace of change.” Second, it’s simply human nature. Most of us overestimate change in a few things around our lives and ignore most of the rest that changes very slowly, if at all.

‘None of this is to say that technology-driven change isn’t happening. Of course it is—and it’s making our lives much better. But the pace of change appears to be no faster than in prior eras, and just as economies did fine despite Luddite impulses then, ours will do fine now. So, let’s all take a deep breath and say together: “Technological change is not accelerating, but it would sure be nice if it would.” ‘[1]

Scott Brinker has formulated Martec’s Law, which states, Technology changes exponentially, organizations change logarithmically…..there have been hundreds of best-selling books written on the difficulties of personal and organizational change. Empirically, the limit of change for humans is less than linear. In other words, it’s not feasible for an organization to change faster than that. But it’s certainly possible for an organization to change more slowly — or not at all. In fact, in the absence of good leadership, stagnation seems like the default outcome. But even with great leadership, an organization can’t win by outracing technology. It needs a more nuanced strategy….In A.G. Lafley’s book, Playing to Win: How Strategy Really Works, he drives home the point that strategy is choice. It’s decisively choosing to do certain things and to not do others….That is the crux of technology management. We can’t adopt all technological changes, but we can consciously choose some. Great technology management is choosing which changes to absorb — ideally those that are best aligned with the organization’s overall strategy….In the graph, it’s intentionally deciding what’s in (the red shaded area) and what’s out (the blue shaded area)….. To succeed, technology management must explicitly address how those technologies will be absorbed into the operations and the culture of the organization.

A successful tech-enabled transformation requires organizations to make progress on several paths simultaneously. … Only by following a structured, comprehensive playbook can companies translate their transformation priorities from strategy to action. A two-step methodology supported by several enablers can provide companies with the direction, priorities, and organizational capabilities to maximize the value of such investments. Indeed, companies that took a comprehensive approach to their transformation generated more than twice as much value as organizations focused solely on technology improvements. [2]

Charlie Feld, in his article, Change Management: Leading Through Technology Changes, states: There are three major competencies that great IT leaders need in order to get the lay of the changing landscape: pattern recognition, technical savvy and street smarts.

One may tend to conclude that one should consciously map the change and act in accordance with the organization’s long-term strategy of maintain its competitive advantage.

We will now turn to our regular sections:

We now watch ASQ TV, wherein we refresh our viewpoints about–

The Quality Professional’s Changing Workplace – This episode investigates how the global pandemic and digital transformation are changing the quality professional’s workplace.

We have taken up one article from Jim L. Smith’s Jim’s Gems this month:

Commit to Improvement – Most continuous improvement programs are treated as the latest management fad; therefore, people look at it as just another “program of the month” being pushed by management. …This is not the way the organization conducts its other business. In fact, the continuous improvement effort is often at odds with the existing processes and metrics, so it is destined to limp along on its way to mediocrity and eventual failure…. Continuous improvement is more about rigor and discipline than it is about technique.

From the Editor (of Quality Magazine) – by Darryl Sealand, we have

Rules: Good or Bad? – English actor and author Alan Bennett once said, “We started off trying to set up a small anarchist community, but people wouldn’t obey the rules.” … We equate rules with the difference between order and chaos. We often, quite negatively, associate rules as being an obstacle to success. …Depending on your perspective, those seen breaking the rules are either bad people or trailblazers and pioneers…These quotes express more accurately captures the essence— “Learn the rules like a pro, so you can break them like an artist” (Pablo Picasso ) or “Know the rules well, so you can break them effectively.” (the Dalai Lama)…. Although much has changed in the last year and the near future can look a little daunting, understanding the rules of before, what is happening now, and how it may affect us moving forward is always good practice.

I look forward to your views / comments / inputs to further enrich the theme of Future of… as the basis for Creating and Maintaining Sustained Success.

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


[1] Technology Feels Like It’s Accelerating—Because You’ve Been Watching Too Many TED TalksRobert D. Atkinson

[2] Accelerating the impact from a tech-enabled transformation By Venkat Atluri, Aamer Baig, and Satya Rao

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Carnival of Quality Management Articles and Blogs

Carnival of Quality Management Articles and Blogs – April 2021

Welcome to April 2021 edition of the IXth volume of Carnival of Quality Management Articles and Blogs.

We recapitulate that the 2021 theme for the IXth volume of our Carnival of Quality Management Articles and Blogs is Future of… as the basis for Creating and Maintaining Sustained Success.

I have picked up two articles relating to Future of Industry. Here too I have avoided going into details that relate to impact of digital technologies but have chosen to focus on the issues that should concern the management in general.

Note: This subject has no correlation to Industries of Future.

The future of industries: Bringing down the walls – As the boundaries between suppliers, producers and consumers and, in some cases, between whole industries shift, the separating walls are being brought down.…. It is expected that all industries will be transformed by the technology shockwave, lowering cost bases, and improving operational efficiency as well as demanding greater integration with customers and suppliers.

Five big issues for companies –

1. Have you got an outcomes’ focus or are you still stuck in a physical product mindset?

2. What are you doing to avoid commoditisation of your business?

3. Are you building a platform presence?

4. Are you leading with or being left behind by advanced technology?

5. Have you got your timing, right?

The ‘Future of Industries’ report discusses these and a number of other questions. Download it to find out more and join in the discussion with PwC.

Industry Of The Future: We Need To TalkMike Hughes – The industrial world still inhabits an environment of proprietary systems and vendor lock-in long since abandoned by the IT sector. This is throttling innovation and progress.

Credit: Getty Images

Many organizations recognize that next-generation industrial automation must be interoperable and break free from the locked-in model we currently accept. Interoperable and portable application software is a must for next-generation industries…… The factories and industries of the future, will have machines, operations and IT systems integrated and understand each other, talk and collaborate—where agility, sustainability, and productively are just a matter of choosing the best-in-class solution for your operation.

The Future of Industry | Accenture sums up succinctly the challenges as it states – The world is changing, and all industries are facing a tectonic shift. Let’s embrace the new, together…..

We will now turn to our regular sections:

We now watch ASQ TV, wherein we refresh our viewpoints about–

Shared Meanings from Top to Bottom – Charlie Barton, President, Barton Consulting LLC, discusses the importance of shared meanings of words for organizations, and the negative business implications that could occur without that common knowledge.

We have taken up one article from Jim L. Smith’s Jim’s Gems this month:

Organizational Culture – Workplace culture takes work but delivers value – Peter F. Drucker, the famed educator and management consultant, said, “There is nothing as useless as doing efficiently that which should not be done at all.” …. Maybe more important for effectiveness and efficiency is workplace culture. As times change so must the culture. …We must learn to be aware of one another from a cultural background before we can learn to work together effectively. We need to realize it is not so much what we say as much as the manner in which we express ourselves that can adversely affect mutual understanding…. A lack of understanding and sensitivity can be injurious to the environment. There must be balance in the workforce just as there is in any other situation. We must learn to appreciate the differences between generations and learn to adapt. 

From the Editor (of Quality Magazine) – by Darryl Sealand, we have

Truth or Fallacy – Depends on how you look at it. – Sunk costs are defined as costs that have already been incurred and cannot be recovered. Proponents of the sunk cost fallacy argue that since it is a cost paid in the past and unrecoverable, it should be removed from any future decision making. But that does not stop sunk costs from being a part of our psyche…The sunk cost fallacy, in a way, is not just forgetting the time, money, and effort that went into producing something, but not allowing it to blind us to what we truly want or need. … “The sunk cost fallacy means making a choice not based on what outcome you think is going to be the best moving forward, but instead based on a desire to not see your past investment go to waste,” said Julia Galef, president of the Center for Applied Rationality.[1]

I look forward to your views / comments / inputs to further enrich the theme of Future of… as the basis for Creating and Maintaining Sustained Success.

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


[1] Julia Galef: The Sunk Costs Fallacy | Big Think

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Carnival of Quality Management Articles and Blogs – March, 2021

Welcome to March 2021 edition of the IXth volume of Carnival of Quality Management Articles and Blogs.

We recapitulate that the 2021 theme for the IXth volume of our Carnival of Quality Management Articles and Blogs is Future of… as the basis for Creating and Maintaining Sustained Success.

Presently, we will first take up A future direction for quality management standards, not for what it notes what is in the store for the next revisions of ISO standards. I have picked up the article for the basis of these revisions, which indicates the new way of looking at the fundamentals of the thinking in the times to come. As such, the edited excerpts show only what is relevant, in general.

The eight future concepts are:

  1. Customer experience is the sum of all perceptions, impressions and reactions that a customer has in a series of activities. It involves everything from initially discovering and researching a product or service, through shopping, purchasing and using the product or service to following up with the brand afterwards.
  2. People aspects are all the factors that impact people’s abilities to perform tasks, their interests (eg motivation and preferences), their differences and relations (individual differences and social behaviour), and how an organisation can enhance performance by getting the best from people.
  3. Change management is identified as a systematic approach to initiate, develop, implement and communicate a transition or transformation in an organisation’s identity elements. These elements include the organisation’s  vision, mission, culture, values, policy, strategy, objectives and/or processes.
  4. Integration – An integrated management system (IMS) integrates many systems and processes into one complete framework, enabling an organisation to work as a single unit with unified objectives. When an organisation integrates management systems it can achieve better alignment between its systems, strategic direction, objectives, and the context of the organisation.
  5. Knowledge management is a discipline focused on ways that organisations create and use knowledge. While this concept itself is not new, there are important aspects that now need to be considered in relation to the use of, for example, big data, machine learning, blockchain, code of ethics, copyrights and intellectual property.
  6. There are several emerging technologies that will impact an organization in the future. The extent of digitisation is constantly growing in organisations. There are many possibilities for companies to use intelligent networking and artificial intelligence (AI) for making decisions based on rapidly changing data.
  7. Ethics and integrity are critical to the organisation’s ability to achieve sustainable success. All company decisions, actions and stakeholder interactions must be aligned with its moral and professional principles of conduct. These principles should support all applicable laws and regulations and are the foundation for the organisation’s culture, values and attitudes.
  8. Organizational culture refers to the collective beliefs, values, attitudes, manners, customs and behaviours that are unique to an organisation. Leadership establishes the organisational identity through the culture it develops and promotes.

These eight future perspectives can be further viewed in the light of Gary Hamel’s seminal work ‘The Future of Management’. The book, co-authored by Bill Green, was published in 2007. His basic tenet is that most of the organizations “by a small coterie of long departed theorists and practitioners who invented the rules and conventions of “modern” management back in the early years of the 20th century. They are the poltergeists who inhabit the musty machinery of management. It is their edicts, echoing across the decades, that invisibly shape the way your company allocates resources, sets budgets, distributes power, rewards people, and makes decisions.

However, “the laws of management are neither foreordained nor eternal”.

“Whiplash change, fleeting advantages, technological disruptions, seditious competitors, fractured markets, omnipotent customers, rebellious shareholders—these 21st century challenges are testing the design limits of organizations around the world and are exposing the limitations of a management model that has failed to keep pace with the times.”

“What ultimately constrains the performance of your organization is not its business model, nor its operating model, but its management model.”

The management innovation has a unique capacity to create a long-term advantage for (the) company, and …. (the management of today) must …. first imagine, and then invent, the future of management.[1]

[Side Note: Management Innovation is defined as “..anything that substantially alters the way in which the work of management is carried out, or significantly modifies customary organizational forms, and, by so doing, advances organizational goals”. ]

In this video, Gary Hamel on the Future of Management, you can view Gary Hamel explaining the concept that he has enunciated in the book.

Additional reading:

The Future of Management Gary Hamel: The Future of Management Dr. Liano Greybe

The Future of Innovation Management: The Next 10 Years from Arthur D. Little)

We will now turn to our regular sections:

We now watch ASQ TV, wherein we refresh our viewpoints about–

Skills You Need for the Technical Era

Quality 4.0 is More Than Technology https://asq.realmagnet.land/quality-4pt0-research

Learn About Quality 4.0 https://asq.org/quality-resources/quality-4-0

Quality 4.0 Virtual Summit https://asq.org/conferences/quality-4-0

We have taken up one article from Jim L. Smith’s Jim’s Gems this month:

Change Perspective – In life not everything goes as planned or expected, even for the most successful people. But some people take failure very personally. It is our perspective that counts in the long run…. If you want to change your life, you need to first change your belief system. …. Anything that was learned – and our beliefs are learned – can be unlearned and relearned. Then, you will continue to act like yourself, but you will see yourself differently, so your behavior will be different. And when you change your behavior, you change the results. … Bhagwant Buddha preached : “What you think, you become. What you feel, you attract. What you imagine, you create.” In other words, change your perspective, and you change your life.

From the Editor (of Quality Magazine) – by Darryl Sealand, we have

Speaking the same language – George Carlin once said, “Everybody smiles in the same language.”

In fact, our facial expressions can convey a plethora of information about our emotional state.  .. What is critical is — understanding the communication, whether it is verbal or non-verbal.

March 2021 issue of QualityMag provides insight on moving communication forward in the age of Industry 4.0, in the form of Surface Tools: Speaking the language of Industry 4.0” and “Choosing Your Words Wisely: Help us clear up the confusion of NDT terminology.”

I look forward to your views / comments / inputs to further enrich the theme of Future of… as the basis for Creating and Maintaining Sustained Success.

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

[1] Gary Hamel : The Future of Management

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Carnival of Quality Management Articles and Blogs – February, 2021

Welcome to February 2021 edition of the IXth volume of Carnival of Quality Management Articles and Blogs.

We recapitulate that the 2021 theme for the IXth volume of our Carnival of Quality Management Articles and Blogs is Future of… as the basis for Creating and Maintaining Sustained Success.

Presently, we will take up a McKinsey article, The next normal arrives: Trends that will define 2021—and beyond – By Kevin Sneader and Shubham Singhal to provide us a broad over view.

Excerpts from the article:

Quote:

There is at least a faint light at the end of the tunnel—along with the hope that another train isn’t heading our way….

Barring any unexpected catastrophes, individuals, businesses, and society can start to look forward to shaping their futures rather than just grinding through the present. The next normal is going to be different. It will not mean going back to the conditions that prevailed in 2019. Indeed, just as the terms “prewar” and “postwar” are commonly used to describe the 20th century, generations to come will likely discuss the pre-COVID-19 and post-COVID-19 eras…

The crisis has sparked a wave of innovation and launches a generation of entrepreneurs. …There’s no going back. The great acceleration in the use of technology, digitization, and new forms of working is going to be sustained.

Supply chains re-balance and shift

Think of it as “just in time plus.” The “plus” stands for “just in case,” meaning more sophisticated risk management. …When a single country or even a single factory went dark, the lack of critical components shut down production. Never again, executives vowed…. Once businesses began to study how their supply chains worked, they realized three things. First, disruptions aren’t unusual. Second, cost differences among developed and many developing countries are narrowing. In manufacturing, companies that adopt Industry 4.0 principles (meaning the application of data, analytics, human–machine interaction, advanced robotics, and 3-D printing) can offset half of the labor-cost differential between China and the United States. The gap narrows further when the cost of rigidity is factored in: end-to-end optimization is more important than the sum of individual transaction costs. And third, most businesses do not have a good idea of what is going on lower down in their supply chains, where subtiers and sub-subtiers may play small but critical roles. That is also where most disruptions originate, but two-thirds of companies say they can’t confirm the business-continuity arrangements with their non-tier-one suppliers. With the development of AI and data analytics, companies can learn more about, audit, and connect with their entire value chains.

The future of work arrives ahead of schedule

The McKinsey Global Institute (MGI) estimates that more than 20 percent of the global workforce (most of them in high-skilled jobs in sectors such as finance, insurance, and IT) could work most of its time away from the office—and be just as effective…. There are two important challenges related to the transition to working away from the office. One is to decide the role of the office itself, which is the traditional center for creating culture and a sense of belonging. Returning to the office shouldn’t be a matter of simply opening the door. Instead, it needs to be part of a systematic reconsideration of what exactly the office brings to the organization….. The other challenge has to do with adapting the workforce to the requirements of automation, digitization, and other technologies. This isn’t just the case for sectors such as banking and telecom; instead it’s a challenge across the board, even in sectors not associated with remote work…In 2018, the World Economic Forum estimated that more than half of employees would need significant reskilling or upskilling by 2022.

Portfolio restructuring accelerates

In previous downturns, the strong came out stronger, and the weak got weaker, went under, or were bought. The defining difference was resilience—the ability not only to absorb shocks but to use them to build competitive advantage…. The implication is that there is a resiliency premium on recovery. Top performers won’t sit on their strengths; instead, as in previous downturns, they will seek out ways to build them.

Green, with a touch of brown, is the color of recovery

All over the world, the costs of pollution—and the benefits of environmental sustainability—are increasingly recognized.

The COVID-19 crisis has created an imperative for companies to reconfigure their operations—and an opportunity to transform them. To the extent that they do so, greater productivity will follow.

Unquote

We will now turn to our regular sections:

We now watch ASQ TV, wherein we refresh our viewpoints about–

  • Remote Auditing – Recent health guidelines have caused companies and independent auditors to view an online audit as a viable alternative to the on-site audit. Lance Coleman, ASQ Instructor, and Principal Consultant, Full Moon Consulting, details the benefits of online audits, how to get top management buy in and how to conduct an online audit.

We have taken up one article from Jim L. Smith’s Jim’s Gems this month :

Fail SuccessfullyThe hallmark is that highly successful people are not afraid to try something new, set aggressive goals, and are committed to achieve success. The possibility of failure exists but they are willing to take that chance. In fact, the only real failure is not trying at all…. Failure is perceived as a negative aspect of life, but successful people believe that failure is good. Failing means that you tried something new, and the results will teach you valuable lessons that make future success possible. Another aspect of failure that falls into the beliefs of successful people is that no one cares about or remembers your failures, so do not carry them with you. Learn and move on quickly … One other thing is certain: If you do not try anything, you are guaranteed to fail.

From the Editor (of Quality Magazine) – by Darryl Sealand, we have

Leaders and Followers – What do you call a leader with no followers? A guy taking a walk…. In a broader sense, it begs the question of the importance of following in the footsteps of another. It is why leaders also are often referred to as trailblazers, those creating paths for others… An important part of trailblazing was—and is—documentation…Today, trailblazing and documentation take place in the form of standard operating procedures and best practices…to help their customers and others effectively and successfully use technology or follow a process…or users and practitioners to expand, innovate, and forge new paths of success.

I look forward to your views / comments / inputs to further enrich the theme of Future of… as the basis for Creating and Maintaining Sustained Success.

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

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Carnival of Quality Management Articles and Blogs – January 2021

Welcome to January 2021 edition of the IXth volume of Carnival of Quality Management Articles and Blogs.

We ended the year 2020 on the subject of Future of Quality. The intention was to use that as the gateway for the 2021 theme – Future of… as the basis for Creating and Maintaining Sustained Success – for the IXth volume of our Carnival of Quality Management Articles and Blogs.

The primary objective of each monthly episode in this ‘Future of….’ is intended to be pinned around this quote by Thomas Alva Edison – “Keep on the lookout for novel ideas that others have used successfully. Your idea has to be original only in its adaptation to the problem you’re working on.”

To put this intention into actual practice, the plan is to pick up a topic a month, relevant to the field of quality management and then explore other relevant articles and blogs related to that topic.

Presented here under is an overview of possible sources for these types of topics:

From the playlists on TED.com:

The history of the future – A look back on how we looked forward over the decades.

What direction is the future headed? – Explore what may be in store for our collective future and how we can plan for the unpredictable, together.

What does the future look like?  – Visions of the future of everything from cars to the internet to the human species.

From the themes, presented by the leading consulting or industry organizations or journals –

Is your organization prepared for the future? – McKinsey’s Organizing for the Future blog series can help organizations thrive in the years ahead.

Future of Work –  As automation changes the world of work, governments, businesses, and members of the workforce can take action and adapt.

The Future of Production | McKinsey and the World Economic Forum  – The McKinsey-WEF knowledge collaboration on the future of production and the fourth Industrial Revolutions seeks to shape advanced manufacturing through “lighthouse” factories.

The Future of Climate Risk | McKinsey and the World Economic Forum – The McKinsey-WEF knowledge collaboration on the future of climate risk focuses on natural capital and biodiversity as well as the sustainability of airlines.

Future shocks: 17 technology predictions for 2025 | World Economic …

New Nature Economy Report II: The Future Of Nature And Business …

Articles like –

The Future of the Past? Santosh Desai in City City Bang Bang, India, TOI

Or the predictions like –

Twenty for ‘20: the questions that will shape the next decade by EY Global

For the present episode, the lay the corner stone of our theme –

We will now turn to our regular sections:

We now watch ASQ TV, wherein we refresh our viewpoints about our 2021 theme –

  • The State of the Quality Profession – In this episode, a new ASQ research initiative gives us a current global state of quality: ASQ World Conference on Quality and Improvement attendees talk about the quality profession today, and what the future holds | Become reacquainted with control charts. | And, a Quality Progress character makes his first TV appearance.

To learn more about control charts and find a template, visit http://asq.org/learn-about-quality/data-collection-analysis-tools/overview/control-chart.html

  • New Roles for Quality Professionals – Peter-Elias Alouche, CEO of dqdt Inc., discusses how quality professionals can improve productivity, customer satisfaction, and profitability by expanding their skill-sets to include new professional roles.

We have taken up one article from Jim L. Smith’s Jim’s Gems this month, which was /is and will remain to be relevant for all quality professionals –

People, like businesses, need to be creative or stagnate – There have been numerous articles and books written on this topic. Two books pushing ‘out of box thinking’ were written by James M. Higgins. “101 Creative Problem-Solving Techniques” focuses on new ideas for businesses and “Escape from the Maze” describes Higgins’ nine steps to personal creativity. …..Aside from tools and techniques designed to stimulate creativity the following are six human conditions, which can allow creativity and ultimately innovation to flourish.

  1. Solitude. The sense of spending time to focus on your thoughts and ideas.
  2. Inactivity. Planned inactivity as a break in the busy routine.
  3. Daydream. Focusing on out of box thinking for the purpose of stimulating (innovating) thinking.
  4. Gullibility. The willingness to suspend your personal beliefs and accept what comes from inside without insisting on rationality or logic.
  5. Alertness and discipline. A twist to the Thomas Edison success quote could be “creativity is 10% inspiration and 90% perspiration”.
  6. Mental replay. Allowing yourself to revisit past creative efforts and resolution of past traumatic conflicts.

We add one more regular feature to our Quality Blog festival – ‘From the Editor (of Quality Magazine) – by Darryl Sealand

The Wave as a Metaphor – One of the most powerful images from nature has also become a powerful metaphor—the wave. Waves are relentless. The water crashes on the beach, ebbs back toward the ocean, only to be followed by another wave of crashing water. It never stops……Waves can be powerful. People caught in one are taught to relax and ride the wave to safety. The most powerful ships attempting to ride against and past a wave will—at the least—find themselves making no forward progress.

I look forward to your views / comments / inputs to further enrich the theme of Future of… as the basis for Creating and Maintaining Sustained Success.

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

 

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Quality Management Articles and Blogs – December 2020

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

For the year 2020, we have chosen the core subject of Revisiting Basic Quality Concepts w.r.t. the sustained success of the organization As of now we have visited

  • History of Quality in January 2020
  • The Sustained Success of Organization in February 2020
  • Organizational Context in March 2020
  • Understanding Needs and Expectations of the Interested Parties in April 2020
  • Risk Based Approach in May 2020
  • Opportunity Based Approach in June 2020
  • The Organizational Knowledge for the Sustained Success in July 2020
  • Competent people for the sustained organizational success in August 2020
  • Process Management for Sustained Success in September 2020
  • Performance Measurement for Sustained Success in October 2020
  • Improvements for Sustained Success: A canvas of the improvement process to individual and collective mindsets in November, 2020.

We round up our discussion on the subject of Revisiting Basic Quality Concepts with Future of Quality –

People, naturally, see future of quality from the prism of their own context, and the context of the organization, that mostly ‘was’. or sometimes ‘is’, but hardly from ‘what it should be’.

Several magazines, management consulting companies and associations conduct the ‘future of….’ studies every year. We will anchor our focus on these studies during 2021.

For the present here are a few recent studies, for the current readings on the subject:

Quality Digest has run a series of articles by Tom Tormina on ‘The Future of Quality Management is Business Success’. All articles in this series:

The December 2020 issue of Quality Digest also has following articles –

The 12th edition of the World Quality Report 2020-21 (WQR), released by Capgemini, Sogeti, and Micro Focus, shows the steady evolution of quality assurance (QA) from a backroom discipline to an integral part of wider enterprise digital transformation. Contributing to business growth and business outcomes was the highest rated objective for testing and QA at 74% – up 6 percentage points from 2018. The full report can be accessed here.

Considering the phrase continuously improving as a synonyms of evolution, Jimena Calfa’s  2014 article, The Future of Quality: Evolutionary or Revolutionary?, become relevant again. She keeps thinking that Quality is going to keep evolving until the next revolution takes place, where is going to keep evolving from it.

Manikaran Singal in his article Here’s the formula of success you were searching for offers the formula

Future value= Present Value (1+r)n or Success= Efforts (1+results)time where,

The simple translation of the formula gives us the message that whatever the RoI, consistent efforts over a longer time frame can result the present ‘competence’, of an individual or an organization, to deliver sustained desired results.

The article, Quality 4.0: The Future of Quality? notes that ‘Quality 4.0 represents an opportunity to utilize those Industry 4.0 technologies to realign quality functions with broader organizational strategy.

On more mundane, immediate, terms, movement of people, data, and goods will be reshaped in the post-COVID world by the trends of emerging digital technologies and absorption thereof,[1]

To broadly sum up, one may state that to sustain the success in the future, where it is important to do what the successful people did, it is equally important not to do what the unsuccessful people did. But for that, you need to go deeper. In rather jargon terminology, overcome Survivorship Bias..

The detailed note on Future of Quality can be accessed by clicking on the hyperlink.

All facets of Revisiting Basic Quality Concepts that have been discussed at this blog carnival during 2020 can be read / downloaded as one file by clicking on the hyperlink.

We will now turn to our regular sections:

In the series the Organizational Culture, we have taken up Sustaining the Organizational Culture – It shall be well remembered that organizational culture is a means to an end, not an end in itself. The end is your business’s strategic agenda. Thus, sustaining the winning culture should be primarily pursued with the ultimate vision of sustaining the competitive edge, within the constantly varying context of the organization. It’s about raising sights beyond the strategic choices and daily initiatives to change how the organization works.

All month-wise published episodes of the series, published in 2020, The Organizational Culture, are collated in one file and can be read / downloaded by clicking on the hyperlink.

We now watch ASQ TV, wherein we refresh our viewpoints about:

  • The Golden Age of QualityRalph de la Vega, former Vice Chairman at AT&T, announces today is the Golden Age of Quality; a time when companies need to build quality into the product and service and detect problems before they occur.

We have taken up one article from Jim L. Smith’s Jim’s Gems this month, which was /is and will remain to be relevant for all quality professionals –

  • The Moment of Truth – Whether we realize it or not, that everyone’s job, including the quality professional, comes down to one thing; helping our companies, at least those in business to remain profitable, As much as effectively robust processes, customer-need-satisfying competitive products and competent people are needed to run the business successfully, it is equally important that everyone in the organization consciously, and unconsciously, realizes that that their every, direct as well as indirect, interaction with customers (and for that matter with al the relevant interested parties) is that moment of truth that can make, or unmake, an opportunity for the business to remain profitable.

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

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


 

All monthly episodes, from January to December 2020 of the Carnival of Quality Management Articles and Blogs -2020 can be seen / downloaded as one file by clicking on the hyper link.

[1] We asked 3 CEOs what tech trends will dominate post-COVIDAndrea Hak

Carnival of Quality Management Blogs and Articles wishes A Qualitatively Rich and Very Happy 2021.