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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 – 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 – 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 Management System Standards

Carnival of Quality Management Articles and Blogs – November, 2018

Welcome to November, 2018 edition of Carnival of Quality Management Articles and Blogs.

Let us recollect from our August, 2018 issue that two of the three key changes that characterize ISO 9004: 2018 are:

  • focus on the concept of “quality of an organization”;
  • focus of the concept of “identity of an organization”

We will expand the concept of Identity of an Organization in this November, 2018 issue.

Organizational Identity is not a new subject to the world of management academics and the practicing professionals. However with the introduction of the concept into the body of the revised ISO 9004:2018 standard, the subject opens up a very interesting dimension to the quality professionals too.

Organizational identity is a field of study in organizational theory that seeks the answer to the question: “who are we as an organization?” ..According to Whetten (2006) the attributes of an organizational identity are central, enduring, and distinctive/distinguishing (CED).

  • Central attributes are ones that have changed the history of the company; if these attribute were missing, the history of the organization would have been different.
  • Enduring attributes are ones deeply ingrained in the organization, often explicitly considered sacrosanct or embedded in the organizational history.
  • Distinguishing attributes are ones used by the organization to separate itself from other similar organizations, but can also set minimum standards and norms for that type of organization.

Organizational Identity = Purpose + Philosophy – As a unit, the Purpose and the Philosophy are the central attributes of the Organizational Identity that have defined the character of the organization and the cause that it has served over the years. These elements of Organizational Identity serve as the basis for all aspects of the business.

Organizational Identity- From ‘Why we are’ to ‘Who we are – Organizational Identity also helps define the organization to Who Are We? And Why Are We?. Very few organizations actually know the answer to these questions – ’Who are we as an organization?’ ’What are we doing?’ ’What do we want to be in the future?’ An organization’s identity affects its actions, interpretation, and decision-making by its members and the management. This identity also has a huge impact on organizational change processes.

Is your identity given or created? | Marcus Lyon | TEDxExeter : Using Somos Brasil (We are Brazil), a multimedia photography, sound and DNA project, Marcus Lyon brings us images, stories and ancestral DNA to examine modern Brazilian identity. In turn he asks us to consider what drives us and what we can become.

IKEA is known as one organization that is strongly identified for the alignment of its organizational identity with its brand. For IKEA, its vision of creating a better everyday life for the many people also means making a difference for the people and communities where they work. The film – The IKEA Group – The Story of How We Work – lets you know more about how.

Finally, here is a Management system model to achieve sustained success

We will now turn to our regular sections:

For the present episode we have picked up Joshua Spodek’s article The 20/80 Rule, Integrity, and the Opposite of the 80/20 Rule @ Leadership Step By Step column of Management Matters Network….Vince Lombardi says that paying attention to details always pays, i.e. paying attention to the last few percent. When you care about the 1 percent that others don’t, people look to you to lead. It is more important to get every detail right than getting it right most of the time.

We now watch one of the latest ASQ TV  episodes:

  • Risk Intelligence for the Organization – Sanjeev Koshe, Vice President, Management Assurance Group, Tata Housing Development Company Limited, explains how to go beyond brainstorming identify risk, measuring it, and how best to deliver a risk report.
  • Big Data – discusses Big data, data analytics, and predictive modeling, and how organizations and quality professionals can use all three. Additional reference – The Deal With Big Data

Jim L. Smith’s Jim’s Gems posting for October, 2018 is:

  • Pursuit of Excellence – Like the old story of the race between the tortoise and the hare, it’s the slow, steady and continuous pursuit of excellence that wins the race, not the flashy sprint that can’t be sustained. Experience has taught me to believe that sustainable improvement requires an organizational culture change. Continuous improvement is more about rigor and discipline than technique. It is about the pursuit of excellence.

I look forward to your inputs / criticisms/ observations to enhance the utility of our Quality Management Blog Carnival.

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 Management System Standards

Carnival of Quality Management Articles and Blogs – September, 2018

Welcome to September, 2018 edition of Carnival of Quality Management Articles and Blogs.

In our present September, 2018 issue, we will expand the new principle –  Risk Based Auditing –  propounded in ISO 19011: 2018  We have found a few good articles on this subject from the field of financial auditing, too.

What is risk-based auditing? – Meaning, process and importance of risk-based auditing has presented the subject in a non-technical language.

Risk-based Auditing – Staying vigilant to change and risk is a top priority of good corporate governance and the internal audit function. In his latest InternalAuditor.org video blog, IIA President and CEO Richard Chambers discusses the risk-based audit approach, including three components of risk-based auditing and three strategies for monitoring risk.

Managing Risks in Management Systems Auditing Frameworks – Jacob McLean

ISO 19011: 2018 version now explicitly focuses on Risk-based auditing – or focusing audit effort on matters of significance to the management system.

Exploring the revised ISO 19011:2018Hope Kiwekete

  • This time around, appreciation of the risk-based approach will essentially be a critical determinant when scheduling, conducting and reporting of audits.

This will prompt auditors to overcome the dilemma of hastily jumping into auditing without familiarising themselves with the means that management uses to control their functions.

  • As shown in figure 1, clause 5.3: Determining and evaluating audit programme risks and opportunities, forms part of audit programme process.
  • The planning of the audit (clause 6.3) also raises the bar up and makes use of high degree of professional judgement by the internal auditor now a very important attribute of the auditor.
  • There has been a significant improvement on what constitutes essential competencies that management-systems’ auditors need to possess or acquire. Hence auditors need to continually upskill and remain relevant while adding value to their clients.

Incorporating Risk-Based Thinking into Internal Quality Audits for ISO 9001 – In this webinar by expert speaker Duke Okes will explain how to use risk-based thinking in the quality management system. You will get simple tools for assessing risks within a QMS process. Further, you will understand how to report audit nonconformities from a risk-based perspective.

We will now turn to our regular sections:

For the present episode we have picked up Jim Champy’s article Keeping it Simple

@ Essential Management for Doers, Doubters and Darers column of Management Matters Network….One of Peter Drucker’s great virtues was the simplicity with which he articulated management principles. For instance: he defined “strategy” as: (1) understand where your company is today; (2) where you want it to go; and (3) how you are going to get there. Here are some rules that spell importance of simplicity and directness in presenting ideas and communicating them to others:

  1. Know what you’re talking about
  2. Forget the jargon and code words
  3. Own your ideas
  4. Make your ideas real

We now watch one of the latest ASQ TV  episodes:

  • Blockchain and Quality – One of the terms you often hear when discussing Quality 4.0 or Industry 4.0 is blockchain. Maybe its most well-known use currently is for bitcoin, the crypto-currency. But what is blockchain exactly and how does it, or will it, relate to the quality industry? Let’s take a look.

“Quality and Innovation with Blockchain Technology”, Software Quality Professional Magazine, 2017

“Blockchain for Supply Chain: Improving Transparency and Efficiency Simultaneously”, Software Quality Professional Magazine, 2018

  • Digital Transformation – When we hear terms like Industry 4.0 and Quality 4.0, they may seem too broad for you and your organization to be able to take any specific action. Where do you start? One place to start is by doing what’s called a digital transformation.

Quality Experience Telemetry

Jim L. Smith’s Jim’s Gems posting for August, 2018 is:

  • Commit to Success – Success requires discipline, hard work, perseverance, tenacity, will, courage and faith. It’s the quality of their commitment that separates the good players from the great ones. People who are committed to success are willing to do whatever it takes, as long as it doesn’t harm anyone else. Everything they do reflects their commitment.
  • Creativity – The mind is like any other muscle: the more we use it, the stronger it gets. Creativity is simply doing something differently. Bottom line, if we want to be more creative, all we have to do is increase our idea failure rate.

I look forward to your inputs / criticisms/ observations to enhance the utility of our Quality Management Blog Carnival.

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, 2018

Welcome to August, 2018 edition of Carnival of Quality Management Articles and Blogs.

ISO 9004 and ISO 19011, the two important guidelines standards in the ISO family of standards have been recently revised. Therefore, we will take a quick recap of Changes in ISO 9004: 2018 as well as in ISO 19011:2018 in our August, 2018 issue.

ISO 9004: 2018 cancels and replaces the third edition (ISO 9004:2009), which has been technically revised. The main changes compared to the previous edition are as follows:

  • alignment with the concepts and terminology of ISO 9000:2015 and ISO 9001:2015;
  • focus on the concept of “quality of an organization”;
  • focus of the concept of “identity of an organization”

[Note: We will cover the concepts – “quality of an organization” and “identity of an organization” in our subsequent issues.]

Secrets of business success in new ISO standardThe 2018 Corporate Longevity Forecast lists new technologies, economic shocks, disruptive competitors and failure to adequately anticipate and prepare for future challenges as some of the key reasons cited for the demise of the organizations sooner than later..IS0 9004:2018 intends organizations not only to survive, but achieve “sustained success”, by addressing topics such as the alignment and deployment of strategy, policy and objectives within the broader context of the organization’s vision, mission, values and culture.

ISO 9004:2018 – Sustaining Success – ISO 9004:2018 has taken a major step in defining itself as a standalone document that is related to—but separate from—ISO 9001:2015. It’s all about business, with a primary focus on organizations’ sustained success…The words “sustained success” have been chosen carefully and may be confusing to some people because ISO and quality management system-related standards consistently promote improvement in their titles. ISO 9004:2018 broke with that tradition to convey the message that no matter what an organization attempts, it must first adopt sustainability as a bedrock principle.

ISO 19011:2018 was updated to ensure it continues providing effective guidance to address changes in the marketplace, evolving technologies and the many new management system standards recently published or revised.

The main differences compared to the 2011 edition are as follows:

  • addition of the risk-based approach to the principles of auditing;
  • expansion of the guidance on managing an audit programme, including audit programme risk;
  • expansion of the guidance on conducting an audit, particularly the section on audit planning;
  • expansion of the generic competence requirements for auditors;
  • adjustment of terminology to reflect the process and not the object (“thing”);
  • removal of the annex containing competence requirements for auditing specific management system disciplines (due to the large number of individual management system standards, it would not be practical to include competence requirements for all disciplines);
  • expansion of Annex A to provide guidance on auditing (new) concepts such as organization context, leadership and commitment, virtual audits, compliance and supply chain.

With these improvements, ISO 19011:2018 still details the principles of auditing, managing an audit program, and conducting management system audits. It also details guidance on evaluating the individuals managing the audit program, auditors, and audit teams.

ISO 19011:2018 provides valuable information on how to improve an audit program systematically, just as other departments in an organization are expected to improve… Organizations, in pushing for auditing improvements, should consider the needs of customers and other interested parties…An area of increasing importance in auditing management systems and business in general is the concept of risk. As of the 2011 edition, risk has been integrated throughout the audit program management section of the ISO 19011:2018 standard.

[Note: We would take up ‘concept of risk’, as ingrained into the auditing process, in our next issue.]

We will now turn to our regular sections:

For the present episode we have picked up William Cohen, Ph.D’s article How to Avoid Inevitable Failure Through Innovation @ Lessons From Drucker column of Management Matters Network….’If any organization continued to do what in the past had made it successful, it was certain that it would eventually go under’ was one sure way that Drucker knew that an organization was going to fail…Avoiding failure requires innovation, and innovation is one of two primary tasks of any business, the other being marketing…He also understood that resources in time, talent, capital, and facilities are needed every time an innovation is initiated and exploited. This led Drucker to a very important concept which has come to be called “abandonment.”… Drucker saw that logically this meant that an organization must be prepared to abandon everything it does at the same time that it must devote itself to creating the new. So that abandonment must simultaneously be executed along with continuous improvement, exploitation of past successes and innovation.

We now watch one of the latest ASQ TV  episodes:

Jim L. Smith’s Jim’s Gems posting for August, 2018 is:

  • Organizational Excellence in Quality Management – The basic element is people who care. – People who care understand the negative impact of doing less than their best…Caring isn’t a new concept. The late Dr. W. Edwards Deming called it “pride in workmanship”…. If their employees really do care, it is so tangible it can be felt and detected in many ways. There’s a foundation of caring permeating throughout the organization. However, if people don’t care, it really doesn’t matter what kind of products or system they have or how many plaques are hanging on the walls, they will never achieve the level of performance needed for all to succeed.

I look forward to your inputs / criticisms/ observations to enhance the utility of our Quality Management Blog Carnival.

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 – July, 2018

Welcome to July, 2018 edition of Carnival of Quality Management Articles and Blogs.

In our previous issue, we had briefly talked about Hidden Factory in ASQ TV section. Hidden Factory is so very relevant to the Quality Management, that we would discuss more about the subject in our present episode.

Hidden Factory, The – The hidden factory is the extra useful, positive output that would theoretically be possible if the energy directed at creating waste were released and directed instead at making good quality items.

Lean Six Sigma – Hidden Factories is video presentation to understand the concept of Hidden Factory.

This image puts the subject in a rather stark context:

What is the Hidden Factory?’ explores the hidden factory from the broader perspective, specifically focusing on the four areas of lost (or hidden) production potential from an equipment perspective:

  • Schedule Loss (time where production could be running – but is not scheduled)
  • Availability Loss (time where production should be running – but is not)
  • Performance Loss (time where production is running – but not as fast as it should)
  • Quality Loss (time where production is running – but one or more pieces are not good the first time through)

The following table shows the four major loss factors, their impact on the hidden factory, and the associated Six Big Losses.

Loss Factor Impact on Hidden Factory Six Big Losses
Schedule Loss Time where production could be running but is not scheduled.

  • The largest component of the hidden factory for most one- or two-shift operations.
  • Typically addressed with overtime (short-term) or additional staff (long-term) to defer capital expenditures.
Does Not Apply
Availability Loss Time where production should be running but is not.

  • The largest component of the hidden factory during scheduled production time for most companies.
  • Two best practice techniques for unlocking Availability Loss are SMED (for Planned Stops) and TPM (for Unplanned Stops).
  • Planned Stops
  • Unplanned Stops
Performance Loss Time where production is running but not as fast as it should.

  • This is truly a hidden loss for many companies as it is not nearly as visible as Downtime.
  • Small Stops can be caused by misfeeds, material jams, misaligned sensors, etc. Slow Cycles can be caused by incorrect settings, worn equipment, substandard materials, etc.
  • Small Stops
  • Slow Cycles
Quality Loss Time where production is running but one or more pieces are defective the first time through.

  • Gets a lot of focus because of potential customer impact, but usually has the smallest impact on the hidden factory.
  • Best practices for addressing include error-proofing equipment and creating standardized work instructions.
  • Production Rejects
  • Startup Rejects

Some important tools to understand how each loss factor impacts the hidden factory are:

  • TEEP (identifies losses due to time that is not scheduled for production)
  • OEE (identifies losses during scheduled production time)
  • Six Big Losses (provides more detail on losses during scheduled production time)

In an HBR article, The Hidden Factory, Jeffrey G. Miller and Thomas E. Vollmann observe that overhead costs rank behind only quality and getting new products out on schedule as a primary concern of manufacturing executives. These can be:

  • Logistical transactions, which order, execute, and confirm the movement of materials from one location to another.
  • Balancing transactions, which ensure that the supplies of materials, labor, and capacity are equal to the demand. These result in the movement orders and authorizations that generate logistical transactions.
  • Quality transactions, which extend far beyond what we usually think of as quality control, indirect engineering, and procurement to include the identification and communication of specifications, the certification that other transactions have taken place as they were supposed to, and the development and recording of relevant data.
  • Change transactions, which update basic manufacturing information systems to accommodate changes in engineering designs, schedules, routings, standards, materials specifications, and bills of material.

There are three general approaches to managing overhead costs more effectively: (1) analyzing which transactions are necessary and improving the methods used to carry them out, (2) increasing the stability of operations, and (3) relying on automation and systems integration. Of the three, U.S. manufacturers seem most enamored of the last.

Six Sigma, Measurement Systems, and the Hidden Factory – If correctly implemented, measurement systems can help determine the current state of a process and provide information leading to breakthrough performance; however, ineffective measurement systems can contribute to the overall hidden factory. The paper defines how the measurement system is a part of the hidden factory. The key result from this work is to think of the measurement system as a process.

We will now turn to our regular sections:

For the present episode we have picked up the article Think You Know What Your Customer Wants? Think Again @ Strategic Marketing column of Management Matters Network….To solve this famous puzzle, you need to put yourself in the driver’s seat….

The authors point out that Peter F. Drucker taught for over 70 years the importance of  getting on the same side of the desk as your customer. He always taught there is no such thing as irrational customers: only lazy manufacturers. The article goes on to illustrate why “from the inside it is not easy to find out what a business gets paid for…Organized attempts to look at what his own business are needed.”

We now watch one of the latest ASQ TV  episodes:

Please also refer:

Jim L. Smith’s Jim’s Gems posting for June, 2018 is:

  • Power of Imagination : It is a safe bet that change, or the concept of change, surrounds a good portion of your daily thought, consciously or subconsciously: change within ourselves, our surroundings or those in our immediate circle…What makes people really want to change is pressure coming from inside. Most important is the desire to move toward greater experiences of pleasure. The change that has come from within is more likely to be long lasting. A technique that’s useful when it comes to creating positive and lasting change is the power of your imagination.
  • The Power of Yet: There is a rule in software and systems design called the principle of good enough. It simply indicates that customers will accept products that are good enough for their needs. In many industries that same principle applies. ..If that’s the expectation of products we purchase, does it translate to people themselves?.. You might want a particular job or position or might want to accomplish something, but think to yourself, “I’d like to do that kind of work, but I’m not good enough.”. This thinking can be very negative because it sets up a psychological roadblock to your achievement and success…Just one little word added to the thought can change your world. In almost every line of work, the phrase should be, “not good enough, yet.”.. It might be that you don’t care enough to put out the effort to do it all the time…It may be true that you’re not good enough, yet. Few of us are. But if you commit to trying hard enough and long enough, you’ll get better and that’s the secret of becoming great!

I look forward to your inputs / criticisms/ observations to enhance the utility of our Quality Management Blog Carnival.

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 – June, 2018

Welcome to June, 2018 edition of Carnival of Quality Management Articles and Blogs.

A few days back I was reading the article Should Organizational Cuture Form Part of Your Quality Management System?. As I was reading through the article, I thought up of choosing Organizational Culture as our base topic for discussion this month.

The information that comes in a Google Search is simply overwhelming. I have selected a few articles here.

MSS 1000 defines organizational culture as group shared values and perceptions of acceptable and unacceptable behaviours.

NOTE 1: Culture is a socially driven phenomenon where people conform to norms to gain the acceptance of the group and resulting benefits.

NOTE 2: Culture cannot be directly imposed by the leaders of an organization – it establishes over time through the influence of a combination of leadership communication, example and compliance with the implemented management system. Behaviours that are encouraged or enforced over time influence and create the culture.

NOTE 3: A positive culture values justice, responsible questioning and equitably satisfying stakeholder needs and expectations.

What is organizational culture – Torben Rick broadly identifies it as

  • Culture is how organizations do things
  • The values and behaviors that contribute to the unique social and psychological environment of an organization
  • Organizational culture defines a jointly shared description of an organization from within
  • Organizational culture is the sum of values and rituals which serve as “glue” to integrate the members of the organization
  • Organizational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations
  • Organizational culture is civilization in the workplace
  • Organizational culture refers to the philosophies, attitudes, beliefs, behaviors and practices that define an organization
  • Culture is the organization’s immune system
  • It over simplifies the situation in large organizations to assume there is only one culture … and it’s risky for new leaders to ignore the sub-cultures

At its worst, corporate culture can be a drag on productivity and performance. At its best, it is an emotional energizer….Corporate culture is like an iceberg, with most of its weight and bulk below the surface. Don’t leave the organizational iceberg unattended!

And let’s not forget that the culture of any organization is shaped by leadership.

“The best definition of the word culture (workplaces included) that I’ve heard is that it’s how people behave when nobody is watching.”
— Gwyn Morgan

Michael D. Watkins, in his article ‘What Is Organizational Culture? And Why Should We Care?’, narrates perspectives that provide the kind of holistic, nuanced view of organizational culture that is needed by leaders in order to truly understand their organizations — and to have any hope of changing them for the better.

10 Principles of Organizational Culture by Jon Katzenbach, Carolin Oelschlegel, and James Thomas :

Three dimensions of corporate culture affect its alignment: symbolic reminders (artifacts that are entirely visible), keystone behaviors (recurring acts that trigger other behaviors and that are both visible and invisible), and mind-sets (attitudes and beliefs that are widely shared but exclusively invisible). Of these, behaviors are the most powerful determinant of real change. What people actually do matters more, than what they say or believe. And so to obtain more positive influences from your cultural situation, you should start working on changing the most critical behaviors — the mind-sets will follow. Over time, altered behavior patterns and habits can produce better results.

Culture eats process for breakfast.”

If you don’t work as hard on creating new culture, a culture supported by systems, structure, skills and style—your culture will eat your process.

— Unknown

Here are a few representative articles on impact of organizational culture on the effectiveness of the management systems:

We will now turn to our regular sections:

For the present episode we have picked up Bruce Rosenstein’s article ‘How To Be An Employee The Peter Drucker Way’ @ Competitive Strategy column of Management Matters Network….“There are many skills you might learn to be an employee, many abilities that are required. But fundamentally the one quality demanded of you will not be skill, knowledge, or talent, but character.”…The author presents similar selected quotes from that 1952 article of Peter Drucker, all of which remain as relevant today as they were in 1952.

We now watch one of the latest ASQ TV  episodes:

  • The Hidden FactoryIn this episode, learn about the concept of the hidden factory and how it can affect any organization regardless of industry. And discover how it can create misleading metrics that cause productivity to outrun quality.

Jim L. Smith’s Jim’s Gems posting for May, 2018 is:

  • Solving Difficult Problems – Dr. Peter Carruthers, one-time head of theoretical physics at Los Alamos National Laboratory, said that our unconscious is an important factor in solving problems….This means that while you certainly need to collect all the information possible, at some point it’s important to back off, relax, and trust that creative, productive mental work will continue even if you’re not aware of it. Sometimes “letting off the gas pedal”, leaves space for creative juices to flow….People who won’t relax their dependence on concrete, countable information often just can’t see possibilities that don’t fit into what they already know.

I look forward to your inputs / criticisms/ observations to enhance the utility of our Quality Management Blog Carnival.

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 – May, 2018

Welcome to May, 2018 edition of Carnival of Quality Management Articles and Blogs.

We have chosen – Process Cycle-time Improvement – as our base topic for discussion this month

The natural starting point is to get get a solid grasp of these three common time metrics.: Takt Time vs Cycle Time vs Lead Time  – Takt time equals the time between starting to work on one unit and starting the next. Cycle time equals the average time it takes to finish one unit. Lead time equals the total time it takes from receiving an order to delivering an item.

Overproduction vs. Fast Improvement Cycles –  Mark Rosenthal–  if you want fast changes to last, you have to work speeding up the organization’s cycle time for testing improvement ideas. Part of this is going to involve making that activity an inherent and deliberate part of the daily work, not a special exception to daily work.

Part of that is going to be paying attention to how people are working on testing their ideas. The Improvement Kata and Coaching Kata are one way to learn how to deliberately structure this work so that learning takes place. Like any exponential curve, progress seems painfully slow at first. Don’t let that fool you. Be patient, do this right, and the organization will slingshot itself past where you would be with a liner approach.

Small changes applied smoothly and continuously become big changes very quickly.

Quality Digest Live presents the issue in this video:

How to calculate Cycle Time provides the basic insight into different ways of calculating the cycle time.

Cycle time reduction is the strategy of lowering the time it takes to perform a process in order to improve productivity. In addition, cycle time reduction often improves quality.

Process Cycle Time Reduction  is about ‘Why measure and seek to reduce cycle time?’ and   ‘Methods to investigate and reduce cycle time.’ 

Process Cycle Time Reduction by Bjørn Andersen is a back-to-basics look at removing bottlenecks

Improve Process Cycle Time:

  • What steps can we take out?
  • What steps can we do in parallel?
  • Can we improve hand-offs?
  • Are there any air gaps?
  • Is there information starvation?
  • Are there any skill bottlenecks?
  • Is there any duplication?

These questions might not reveal everything you need to do in order to improve process cycle time but these do provide a useful starting point. There are lots of ways to improve processes. You can find out more by watching other videos in this series.

90-Day Cycle HandbookSandra Park and Sola Takahashi – The 90-Day Cycle has emerged as an invaluable method for rapidly developing innovative approaches to support practice improvement. Generally, 90-Day Cycles are a disciplined and structured form of inquiry designed to produce and test knowledge syntheses or prototyped processes or products in support of improvement work.

The 90-Day Cycle Handbook serves as a comprehensive guide to the purpose and methods of this disciplined and structured form of inquiry. This handbook is an introductory document that delineates the purpose and process for this method. It is sprinkled with helpful tips and illustrative examples from previous successful cycles.

The Power of a 90-Day Cycle – “Success doesn’t happen right away, it happens in increments of 90-day cycles.” -Danny Morel

In the conclusion, I would only add that any method or improvement initiative is useful only if it is a well-aligned component of a broader long-term strategy. Also,  in order to succeed, these initiatives should not be implemented as stand-alone discrete additional activities, but must be integrated  into the normal routine.

We will now turn to our regular sections:

For the present episode we have picked up Aileron Blog’s white paper Create Your Future The Peter Drucker Way @ Strategic Leadership » Whitepapers column of Management Matters Network…. Drucker’s teachings center on how to manager others as well as how to manage onself…Part of the report explores Drucker’s time-tested principles, including how leaders can continue to improve themselves, and their organizations, with an eye for the future.

We now watch one of the latest ASQ TV  episodes:

Jim L. Smith’s Jim’s Gems postings for April, 2018 are:

Strategy and Tactics– It’s worth it to understand the difference because strategy can save us when tactics fail to deliver. This is true in our personal as well as our professional world. If a tactic fails, we should consider abandoning it. However, that doesn’t mean that there’s something wrong with our strategy. The tactics are more short-term, therefore disposable, but strategy is for the long haul. Focus on what’s really important and supportive of the strategy.

Avoid the Blame Game: Root Cause Analysis(RCA) can solve problems effectively – RCA, when fully utilized, can eliminate defects occurring in operations as well as defects inherited from suppliers, ultimately helping to maintain satisfied customers,

I look forward to your inputs / criticisms/ observations to enhance the utility of our Quality Management Blog Carnival.

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