What's Your ASQ Loyalty Capital?

Last month I had the eminent privilege of addressing the quality community with a guest posting on the illustrious View from the Q blog.  With such a broad global audience, I felt that my opportunity would be best served by advising the ASQ Membership and professional community at large on how to get the most from their ASQ membership.

I believe that optimal value can be realized by actively participating in the programs and benefits available to ASQ Members, and by supplementing these with ongoing tracking for recertification and awards (i.e. ASQ Fellow Membership, ASQ Medals).  From this perspective, I view ASQ as a professional loyalty program.  I can personally testify that upon achieving certain levels of achievement and advancement, more privileges and opportunities are available within ASQ.  Through this forum, I aspire to create awareness of and draw attention to some valuable elements of ASQ by which the optimal value for membership can be obtained.

What’s Your Loyalty Capital?

Having been a member of ASQ for approximately 18 years, I believe that the aggregated benefits and privileges can be characterized as a tangible asset, to which I will assign the label of Loyalty Capital.  By clearly understanding the value, the decision to renew and sustain continued membership can be tracked and calculated objectively.  The concept of Loyalty Capital can be generically applied to other organizations or pursuits, where the value is defined and tailored on a personal level. 

At a WCQI focus group session in 2012, I was part of a group of international ASQ members tasked to calculate the relative Return on Investment by comparing the costs of my membership relative to the aggregated benefits.  What most people don’t realize is that the benefits are compounded by years of experience and exposure.  The interdependency and interconnectivity between the individual member and the available resources and expertise within ASQ provide a positive multiplier.  The compounded benefits of membership can take years to accumulate but can be continually harvested for substantially longer.  This is why I refer to this asset as Loyalty Capital.

Not every organization is appropriate, and not every member is suitable for a particular organization.  Only when there is alignment of personal and organizational principles, can the foundation of a long-term membership relationship be established.  ASQ aligns with my own attributes in the following ways:

·         Professional: ASQ is oriented for academic and vocational growth in the Quality profession.

·         Participatory: ASQ welcomes and encourages its members to have involvement and influence

·         Provocative: ASQ explores issues and takes positions reflective of quality ideals.

·         Prudent: ASQ is deliberate and measured and conscientious of personal and organizational budgets

·         Passionate: ASQ supports energetic and enthusiastic pursuits for thought leadership and innovation.

·         Persistent: ASQ provides continuity and constant support across industries, generations, and nations.

Build Your Personal ASQ Loyalty Capital

It is not enough to simply join an organization or subscription to realize benefits.  The initial burden is placed upon the member to make a reasonable “bona fide” effort.  Just as an airline or hotel loyalty program would require you to actually be a passenger or hotel guest, an association or society places certain expectations.  For a professional association like ASQ, some effective ways to build loyalty are summarized below:

  

·         Get connected on multiple outlets for Social Media. Many of the programs within ASQ are becoming increasingly dynamic and dependent upon having ASQ membership reachable through channels including Twitter, Facebook, LinkedIn, Google, and other online community groups, particularly the one hosted from the society website at www.asq.org.

·         Present yourself as a respectful professional.  This applied to both personal and online presences.  When attending a meeting, be appropriately attired and groomed.  Conduct yourself in a positive and pleasant manner.  Respectful behavior includes timely arrivals, minimal disruption, and polite indulgence of programs and speakers.  Networking is intended for exchanges, not high pressure sales pitches. 

·         Explore areas of interest.  There is no shortage of diversity within ASQ, which spans many countries, industries, and levels of professional and academic accomplishment.  I personally believe that the Quality profession should be sufficiently versatile and portable to be equally effective across multiple domains.

·         Step up into new challenges.  ASQ presents many opportunities to advance and grow at various scopes within communities (e.g. local, regional, virtual), within roles (e.g. auditor, metrologist), within industries (e.g. automotive, software), or in areas of broader scope.  In addition to participating as an attendee or passive reader, ASQ offers the following experiences to its members:

o   Organize: Assist with the setup and operation of programs or initiatives.

o   Facilitate: Lead the interaction or connection between ASQ and its constituencies, stakeholders, or audiences.

o   Research: Investigate and explore successful approaches applied within the Quality profession.

o   Write: Prepare and submit compositions for publication.

o   Speak: Participate as a panelist, event speaker, or facility “tour guide” to enlighten other members.

o   Mentor: Share insights from experiences to benefit others

o   Instruct: Serve as a clinical instructor within meetings, at training sessions, or formal education programs.

·         Pursue certification and professional experience.  This member benefit provides exceptional value for money, and allows the time spent within ASQ to be effectively leveraged to the benefit of your career.  As a personal example, I leveraged the combination of an ASQ Certified Software Quality Engineer peer recognition and ASQ presentation experience to enable eleven years of recurring Software Quality teaching engagements at three post-secondary institutions in my vicinity, realizing a substantial return on investment for professional and financial gains.

Retain The Value of ASQ Loyalty Capital

Imagine the loyal customer who has faithfully flown or booked rooms with the same organization, only to miss out on benefits they had earned.  The same principle can be applied to ASQ.  By having the mentality of a loyalty program, I have included suggestions that should be vigilantly applied to protect and capitalize on the beneficial contributions already made.

·         Hold Your Gains.  To avoid having your work vanished or eliminated through neglect, it is important that attention is placed upon certain tasks which prevent potential difficulties and frustrations.

o   Remain in Good Standing.  By paying and renewing membership fees in a timely manner, interruptions are avoided.  While continuous membership is an acceptable norm, a disrupted or intermittent record may create restrictions or lost opportunities for certain benefits.

o   Track your achievements and accomplishments as they occur.  This is an easier approach and permits recording with a maximum of accuracy and thoroughness.  Delaying the tracking may cause important accomplishments to be forgotten and not properly credited.

o   Complete your recertification.  Unless you take great pleasure in writing 4 hour multiple-choice exams on a frequent basis, the steps to recertification will permit you to retain your professional standing by submitting your validated records of professional involvement without requiring repeated testing.

·         Quick Wins. Having made a “bona fide” effort as a member, there are certain practices and benefits from which a member can realize greater gains.  The collective benefits from these Quick Wins far outweigh the level of effort needed to complete, making them essential for the savvy and opportunistic member.

o   Upgrade to Senior Membership. This member level is available after ASQ members have attained or achieved levels of experience and fulfillment in particular areas (i.e. certification, career level, duration of membership).  While the annual membership rate has a higher price than that of the regular member, the immediate financial benefit can be realized from the free journal, the value of which exceeds the incremental membership cost.  ASQ Senior Members also have clearance to take on additional levels of responsibility and influence within ASQ.

o   Membership Pricing and “Early-Bird Specials”. The incremental price difference between members and non-members is often (deliberately) set to match or exceed the cost of membership.  For a frequent conference attendee or patron of the ASQ Press book catalogue, the member discounts can justify the annual cost of membership consistently.

o   Volunteer benefits Those ASQ members who devote their time as reviewers, authors, presenters, moderators, curriculum developers, or intellectual property contributors may be eligible for additional rewards which can include gifts, discounts on ASQ merchandise, honoraria, subsidized or complimentary conference registration, and recognition events.

Realize Long-Term Dividends of ASQ Loyalty Capital

Having been a member of ASQ for nearly two decades, I can attest to the continuity and constant connectivity which has sustained multiple roles and employers.  In addition to the explicit incentives which include the relevant and readable Quality Progress subscription and the pertinent Monthly “bundles”, there are implicit professional benefits which I have been fortunate enough to receive directly and observe being enjoyed by others.

·         Access to career opportunities.  This can range from the frequent, high profile notifications to informal insider tips on “hidden jobs” which are revealed through personal contacts. 

·         Growth of expertise.  The exposure to the subject material over time will permit a long-term member to expand their own personal competency and proficiency.  This will have a beneficial effect on the reputation and prestige of the member, who will be more frequently consulted and sought for opinions and recommendations.

·         Conference and event hospitality and fellowship.  It is a delightful experience to be met in a strange location and unfamiliar hotel by cordial and supportive people with common interests.  This is most evident at the annual World Conference on Quality and Improvement.  I can honestly attest that during my time in Dallas at WCQI 2014 I never dined alone during the four days but was always received and welcomed at ASQ society or division events and hospitality suites.

·         Unlimited knowledge base.  This dividend combines the wealth of intellectual property retained through collections of publications, as well as the exposure to global expertise from experienced and successful practitioners, academics, and authors. 

Rise Above to Breakthrough Levels of ASQ Loyalty Capital

If an ASQ member is inclined to limit themselves to enjoying membership discounts, conference hospitality, and recertification renewals, they will have realized substantial value in their membership, and their loyalty will have been rewarded many times over.  However for the exceptionally savvy and opportunistic among us, ASQ provides a top echelon of member experience, where ASQ Loyalty Capital can be compounded and optimized.  This can be described as the “Good to Great” chasm.  I will offer some suggestions which I have used to cross this “chasm” and realize a very privileged experience within ASQ.

·         Explore New Peer Groups.  This requires members to initiate and engage people outside of their comfort zones and natural coterie.  When I first joined ASQ my focus was on ISO 9001 registration for a manufacturing company.  ASQ has created and supported resources to facilitate the operations of different peer groups, termed as “ASQ Communities”.  By diversifying my peer groups, I expanded my career scope and reach to include software, services, consulting, education, and social responsibility. 

·         Cultivate Mentor/Protégé Relationships.  It is essential to have relationships in both direction whereby one is always learning from experienced elders while concurrently indulging the next generation of practitioners with experience and insight.  Professional “career coaches” or “executive coaches” command hundreds of dollars per hour, and thousands per engagement.  In contrast, a professional mentorship relationship conducted within the context of ASQ can be arranged over a conveniently arranged meal or cup of coffee,

·         Pursue Senior Leadership and Governance.  As a participatory organization, ASQ provides those willing to make the necessary time and travel commitments with opportunities for selection into roles of authority and influence.  This provides exceptional opportunities to demonstrate leadership and interact with corporate and government leaders.

·         Position For Higher Honors.  This is a category which a limited number of ASQ members are fortunate enough to attain. Ranging from the ASQ Fellow Membership and Honorary Membership grades to the array of ASQ Awards, these recognitions profile outstanding members.   In order to withstand the scrutiny and competitive selection process, a personal portfolio must be sufficiently robust and reflective of diverse and versatile professional and personal accomplishments.  Conversely, any gaps or deficiencies revealed in this process can stimulate the desire for additional efforts in particular membership areas.

Having encountered this level of ASQ membership, I can personally attest to the personable and devoted dedication of the ASQ core staff, several of whom I now consider trusted personal friends.  The involvement and support of the key operational liaisons and facilitators reflects a commitment beyond that of a typical employee.  Even when problems or misunderstandings emerged, I found that their cordial and professional manner enabled positive dialogue and satisfactory resolutions.  When I visualize ASQ, I don’t perceive a logo or a remote building; my impressions gravitate to those particular ASQ staff members with whom I have the most frequent contact, and toward whom I have the highest personal regard and professional respect.

Preserving ASQ Loyalty Capital

As ASQ is not for everyone, not everyone will be supportive.  The ideals and virtues of a life spent pursuing and promoting Quality often run contrary to contemporary trends or fashions.  Even within the profession, there are disgruntled practitioners who view with suspicion and contempt those who aspire to levels of outstanding accomplishment and innovation.  It is important not to let the ill will of others diminish or taint the precious and valuable Loyalty Capital before it can be fully matured and enjoyed.

Attempting any worthy pursuit brings the risk of disappointment, failure, and discouragement from others.  There will be those who, having become frustrated with their own modest limitations, will seek to diminish your goals and aspirations with their attempts at mockery and malice.  This can go beyond constructive critiques to be detrimental and potentially limiting.  This unfortunate circumstance is not unique to high achievers, and when confronted with this, I take solace in the wise encouragement of President Theodore Roosevelt (amended for gender neutrality). 

“It is not the critics who count; not those who point out how the strong one stumbles, or where the doer of deeds could have done them better. The credit belongs to the one who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends one’s self in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if one fails, at least fails while daring greatly, so that one’s place shall never be with those cold and timid souls who neither know victory nor defeat.” 

To get the most from the Loyalty Capital you have cultivated over time, it is imperative that you rise above those who would limit or derail your ambitions.  Strive for the promise of your full potential, and all that awaits you within ASQ, and wherever your passionate pursuits may lead.

Evolution along the Quality Continuum

In response to the question posed in the recent View From The Q concerning whether the progression of Quality will follow an Evolutionary or Revolutionary path, I will first describe my vision of where the Quality domain will be in fifty years.

The Quality Continuum shows the progression of our profession to its present state, and sets the trends for future expectations.  The changing nature is reflective of many considerations which include:
- technological advancements in communication and data visualization for decision support,
- increased education and sophistication among employees and customers,
- increased options and opportunities through globalization,
- divergence of mentalities and attitudes across generations to the Millennials and beyond.
- the fluidity and flexibility of future enterprises relative to "brick and mortar" legacy operations

Based on where Quality has been, where it is today, and where the trends are leading, my extrapolations will generate a profile of an aggregation that is distinctly different from what we know today.

BUSINESS OPERATORS

• From CONTROL to PERFORMANCE EXCELLENCE, Quality is moving toward emphasizing INNOVATION
• From OPERATIONAL to CUSTOMER-DRIVEN, Quality is moving toward being MARKET CREATORS
• From COST CENTERS to COST REDUCTION AGENTS, Quality is moving to becoming a MONETIZED PROFIT CENTER

METHODOLOGY

• From PRESCRIBED to ADAPTIVE, Quality is transitioning to be CREATIVE
• From RESPONSIVE to PREDICTIVE, Quality is assuming a role of GOVERNANCE
• From MANUAL to AUTOMATED, Quality methods will be INTUITIVE

MENTALITY

• From LIMITED to EXPANDED, participation in Quality will be UNIVERSAL
• From RESTRICTED to FLEXIBLE, Quality will be UNLEASHED
• From PASSIVE to ACTIVE, Quality will be DRIVEN

My personal inclination is that our profession has evolved over the last several decades, and will continue to evolve into the future.  I have great enthusiasm for the future of our profession, which I believe will be characterized by optimal levels of self-determination and meaningful fulfillment of personal and professional aspirations.

With every transition and transformation come a resistance to those changes that must be overcome in order for the changes to successfully materialize.  When rational appeals to logic and economic advantage fall on deaf ears and closed minds, then more assertive "revolutionary tactics" must be applied, lest the vision and wisdom be obscured and forgotten.

The evolution of Quality is evident and irreversible.  Whether the desired future state of Quality comes to fruition depends on the passion and conviction of our leading professionals and their willingness to unleash the creativity within to revolutionize our global experience.

ASQ Vision Presentation

Various members of the ASQ Influential Voices have posted their concerns and critiques about the ASQ Mission and Vision.

I thought that it might be helpful and beneficial to share some content from ASQ outlining the progression from the mission and vision to the determination and fulfillment of strategic goals and objectives.  ASQ Managing Director, Brian LeHouiller, presented this information in July 2014 and should be contacted for any questions or clarification at blehouiller@asq.org or 1-800-248-1946.

In my upcoming role as a Regional Director for Canada (Region 4), I look forward to working with the sections to promote and enhance this vision as it applied to the specific needs of our membership and quality community.  If supported by your browser, click the cursor over the images to see a larger view of the text.  If this does not work, please insert a comment and I will forward the image to your email.

This summarizes the strengths, weaknesses, opportunities, and threats in order to define existing gaps within the ASQ domain.  By addressing and closing the explicit gaps, the improvement objectives can be defined and achieved.

This is the summary showing how particular initiatives intended to increase the impact and value to members.

This shows the connection from the ASQ mission and vision to the values, transformation imperatives, objectives, and strategies.  The connectivity and traceability are important to understand, since the completion of objectives and fulfillment of strategies will contribute to the overall accomplishment of the ASQ mission and vision.  "MoC" refers to Members of Community.  According to ASQ, this comprises the larger group of not only paid ASQ members, but anyone who has patronized or purchased goods and services from ASQ (i.e. attended conferences, ordered books from ASQ Press, enrolled in training).

These are the metrics by which ASQ will measure success or alternatively determine the need for improvement.

From this effort, ASQ intends to focus on those objectives which it believes will sustain and enhance the global community of quality professionals.

A "Country and Western" View of Quality Control

As a bonus submission for consideration at the upcoming WCQI 2015, I have submitted an abstract which aligns with the location of the conference, Opryland Hotel in Nashville.  The comparison is made between Quality dropping the term Control from its title, and Country and Western music compressing its genre to simply Country music.  As this has a very low likelihood of selection, I thought that I would incorporate this into a blog post.

Session Outcomes
In keeping with the theme of Opryland in Nashville, Country music is used as a reference to describe Quality. Specifically, Country used to be referred to Country and Western Music, just as Quality used to be Quality Control. Western music will be contrasted with Quality Control traditions in an amusing and engaging presentation.

Quality for Life Areas of Interest

• Social/Relationship Quality

Description 
Quality was originally known as Quality Control.  This is demonstrated by the fact that ASQ was originally formed as ASQC - American Society for Quaility Control.  Juran's Quality Handbook was Juran's Quality Control Handbook in earlier editions.


Country music was originally known as Country and Western music, with these distinctions.
- Country emphasized patriotism, relationships, mama, trains, trucks, prison, and getting drunk.
- Western music used traditional folk melodies and instruments to share the histories of cowboys, gunslingers, pioneers, and harsh weather conditions.

Both Quality and Country sought to appeal to more urbane and sophisicated audiences, so they obscured and reduced the profile of the traditional roots, in order to attempt to redefine their base and scope.  Both Country Music and the Quality profession should embrace and celebrate their origins and traditions.

In keeping with the musical themes of Nashville and Opryland, this presentation will make the connection between traditional elements of Quality Control and distinguished Western musicians.

1. Singing Cowboys and Statisticians

In the earlier part of the 20th century, the movies were populated with characters like Tex Ritter, Roy Rogers, and Gene Autry.  The singing cowboys remind us of the originators of Quality Control, namely statisticians like Shewhart who were constantly applying their mathematical and analysis skills to create and entrench objective practices for consistent monitoring and measurement.

2. Marty Robbins and Deming

Marty Robbins stands out as the pinnacle of Western music.  His album Gunfighter Ballads and Trail Songs and songs like El Paso, won Grammy awards and provided a template for other artists to follow and benchmark.  Similarly, Deming's 14 points has inspired countless authors and practitioners, and is still considered the benchmark management ethic.

3. Frankie Laine and the Quality Gurus

Frankie Laine was a dynamic and passionate singer whose mastery of this genre was demonstrated was sustained through decades of records and movie themes. The international appeal of Frankie Laine was evident by the popularity of his version of Cool Water, which was one of the best selling songs in the United Kingdom in the 1950s.  In a similar way, prominent Quality Gurus like Juran, Feigenbaum, Gryna, and Crosby helped to create an international acceptance of quality control practices.  As a result, our profession is inseparable from the Quality Gurus, much like western movie and television themes (i.e. Blazing Saddles, Rawhide, Mule Train, O.K. Corral) are associated with Frankie Laine.

4. Slim Whitman and the Japanese Quality Masters

Slim Whitman is best known for his extensive vocal range and yodeling proficiency.  This distinctive style has been incorporated into the works of Johnny Carson, Andy Kaufman, and Tim Burton.  As Quality Control was deployed and popularized in Japan, leaders began to distinguish themselves with expert techniques.  Ishikawa (Ishikawa diagram Quality circle), Taguchi (Taguchi Loss Functions, robust design, design of experiments), and Shingo (lean, Toyota Production System) extended the effectiveness and propagation of Quality Control.

By knowing the traditions, the legacy can be preserved, and the future of Quality and  Country Music can be sustained.

Linking To Talent

This article is for the benefit of ASQ sections and divisions who wish to delight and impress those attending meetings.  While ASQ communities are expected and encouraged to build the skills and capabilities of their own members, there are times when it is inspiring and refreshing to enjoy the work of others who, by virtue of their expertise and proficiency, can display their talents and panache to the pleasure and delight of all.  

ASQ has been engaging guest speakers and teams throughout its history.  This is a practice which, if done in a manner that meets and surpasses expectations, can be satisfying and delightful for the attendees and organizers, and fulfilling for those who are extended the privilege and opportunity to present.  I will refer to this practice as “Linking To Talent”.

Linking to Talent is a practice that benefits all, and raises the level of performance to new standards.  By using our own members, this demonstrates how we can be inspired by the quality within our region and location.

Organizers can link to talent through personal connections.  As we have many learned and well-travelled communicators within the profession, a few informal phone calls could readily generate ideas of potential candidates for speakers or presenters.  This is particularly important if an organizer has to make a sudden substitution for a key event or presentation.  Professional conferences like WCQI support this by arranging for contingency or “back-up” speakers or presenters.  Conversely, those who become proficient can cultivate a reputation and following that will place a demand on their participation.

To simplify and support this type of exchange and interaction, I propose that the ASQ sections and divisions support this by placing a contact list on their websites.  This would be voluntary, and would need to abide by the privacy requirements to avoid improper communications to participants.  I believe that this type of resource would support members, organizers, participants, and raise the quality level of our meetings and events.  It would also create visibility of our “homegrown talent” in order to enhance the prestige and reputation of such accomplished speakers and attractions.

I view this an initiative which can be completed as a Quick Win, and can be done in a few manageable steps:

Step 1:   Invite and elicit participants, requesting their descriptions of their talents and capabilities with respect to speaking or demonstrating their expertise.  Ensure that they include the scope and breadth of their travel and time commitments.

Step 2: Aggregate and categorize the list of participants to create portfolios of speakers.  This can reveal a level of depth and coverage, and will identify whether particular areas are thin and need further development.

Step 3: Upload this onto a commonly available but secured website.  This can be updated in a manner similar to the ASQ Leadership Directory, which is available in a password protected portion of the ASQ website.

Step 4: Socialize and communicate this resource to section and division leaders (including the Membership Chair and Programs Chair).  Having access to an updated list will actually create demand and entice the creation of innovative programs to showcase talent for the members.

Step 5: Encourage new participants to continually add to the “talent pool”.  Continue to maintain and raise the standard of performance so that proficiency becomes the norm.

Worthy Focus and Diligent Execution

In response to the latest update on View from the Q , I wanted to add to the observations of our ASQ CEO.  I agree and have provided additional insights below which validate his sentiments.   I believe that organizational success comes from having a worthy focus, and making the necessary commitment to follow through on that focus with diligent execution. The two examples provided by the ASQ CEO, Volvo and Ikea, resonate with employee commitment and passion to fulfill and expand upon the stated focus of the organization.

The emphasis on focus has been reinforced by the late Steve Jobs, who applied this to execute upon his vision.  This validates that a focus can work globally to create value and innovation globally.

The two examples included in View from the Q, Volvo and Ikea, reflect Scandinavian ingenuity and innovation, and actually contrast the conventional approach popularized in the USA culture.

The reputation and appearance of the Volvo was the object of satirical farce in the Dudley Moore movie, Crazy People, where he made an advertising campaign around the perceived image.

In a similar tone, the culture of obtaining ready-to-assemble furniture is synonymous with a particular demographic.  With the change in economic stature of the typical home dweller, the appeal of inexpensive and durable furniture cannot be underestimated.  Even mildly damaged merchandise obtained from the "As-Is" section of the store is superior to many alternatives.

So is there such a thing as a Scandinavian Quality Model?  It is worth investigating, particularly since the combined per capita income of citizens in these countries is well above the global average.  The Economist magazine praised the Nordic Model in this recent article.  Based on the performance of its leading companies, we in North America have much to learn and benchmark from our European counterparts.

According to Juran Quality Handbook, 5th Edition (1998, McGraw Hill), Sweden in particular benchmarked its national quality award on the American model, while the American Customer Satisfaction Index was inspired by it Swedish equivalent.

"In 1990, the Swedish Quality Institute was formed to run the Swedish Quality Award (1992), which is based on the Malcolm Baldrige model. In the business world, the wave of privatization at the beginning of the 1990s encouraged the spread of TQM. Certification is also strongly promoted, especially in Denmark. All Scandinavian nations pay particular attention to the quality of services, most notably in health care, and to environmental quality. Sweden takes a special interest in customer satisfaction issues, at both the academic level and in practical applications. It was the first country to introduce a national customer satisfaction observatory the Swedish Customer Satisfaction Barometer (SCSB), which was created in 1989 and was the model for the American Customer Satisfaction Index formed in 1994. The SCSB monitors customer satisfaction in a number of industries and individual corporations within those industries. It has five objectives:
1. To compare industries
2. To compare individual firms with the industry average
3. To make comparisons over time
4. To predict long-term performance
5. To answer specific questions"

Quality Planning Changes in ISO 9001:2015 (Risks and Opportunities)

In reviewing the ISO DIS 9001 version for commentary and discussion, I thought that one of the most significant modifications was found within the Quality Planning section.  The text is below, and my commentary will follow.
_______________________________________________________________

6 Planning for the quality management system

6.1 Actions to address risks and opportunities

6.1.1 When planning for the quality management system, the organization shall consider the issues
referred to in 4.1 and the requirements referred to in 4.2 and determine the risks and opportunities that need to be addressed to:
a) give assurance that the quality management system can achieve its intended result(s);
b) prevent, or reduce, undesired effects;
c) achieve continual improvement.

6.1.2 The organization shall plan:
a) actions to address these risks and opportunities;
b) how to:
  1) integrate and implement the actions into its quality management system processes (see 4.4);
  2) evaluate the effectiveness of these actions.

Actions taken to address risks and opportunities shall be proportionate to the potential impact on the conformity of products and services.

NOTE Options to address risks and opportunities can include: avoiding risk, taking risk in order to pursue an opportunity, eliminating the risk source, changing the likelihood or consequences, sharing the risk, or retaining risk by informed decision.

_______________________________________________________________

In this version, I have highlighted the phrase, "determined risks and opportunities".  The emphasis on risks has distinguished the 2015 version of ISO 9001 from its earlier incarnations.  By explicitly referencing risks and opportunities, the new ISO 9001 standard will expand the quality planning to include these identified risks and opportunities, and the effectiveness of the quality management system in relation to the mitigation and control of risks and the fulfillment and capitalization of opportunities.

Conformity and effectiveness of the quality management system extends beyond the conditions of the ISO 9001 standard to now incorporate both risks and opportunities.  For example, if a commercial enterprise uses a non-renewable resource, its quality system must incorporate risk mitigation steps to address resource depletion and material substitution (i.e. recycled material).

The corresponding sections of ISO 9004:2009 are intended to provide the "how" for the implementation of ISO 9001 attributes.  However, by inserting the phrase, "determined risks and opportunities", the scope shifts from strictly internal quality attributes to external drivers and influences.

The inclusion of risks and opportunities also creates natural extensions of the management system from quality to include overall sustainability, security, information controls, environmental management, social responsibility, and other corporate governance practices.

ASQ Organizational Excellence - Stay the Course

Congratulations should be expressed to ASQ for the announcement in their View from the Q blog announcing the successful confirmation of their Excellence status within the Wisconsin Forward program.

Based on the varied experiences I have had with programs of this nature, my advice can be summarized in three words:

It really depends on what the motives were to obtain this particular designation.  Whether this was simply a public relations exercise for an improved marketing image, or a reflection of a legitimate commitment to organizational excellence, it is imperative that this initiative be seen through along its natural course to its intended conclusion.

PUBLIC RELATIONS

If this was simply a public relations exercise, then make sure that the ribbons and certificates are prominently displayed in the lobby and on the main website, and that timely renewals ensure that this award is retained without disruption.

If this achievement is pertinent to the requirements of prospective customers or business partners, ensure that the marketing and promotion advocates within your organization refer to this award frequently and correctly. Any commercial opportunities that might be obtained from having this particular recognition will justify the overhead costs of administering this program.

LEGITIMATE COMMITMENT

If however, this recognition is a declaration to the world by ASQ of a commitment to sustain an ethic of excellence and superior outcomes, that is a promise which must be constantly and continuously fulfilled.

With great honor comes great obligation, and an expectation to always project and demonstrate the highest levels of quality.  Only by infusing quality at every level and function of the organization can the benefits of an organizational excellence program be fully realized.  Once the standard is upgraded, no compromise or inferior outcome will ever be tolerated again.

Military Quality - Gen. Winfield Scott

Following the announcement on the View from the Q by General (retired) Bill Troy, I wanted to share an historical record of a prominent figure in American military quality, General Winfield Scott.
The summary highlights his accomplishments and successes as a military practitioner, trainer, administrator, peacetime negotiator, skilled strategist, and tactical conqueror.  This overview demonstrates the close alignment between the adoption of quality practices and military success.

Drawing heavily from Lions of the West by Robert Morgan, I have multiple examples where General Scott used his talents and fluency in French to innovate and institutionalize best practices within the American military.  The Quality profession owes much of its current intellectual property to the statistical and engineering advancements published by American military (originating as "MIL" standards).  However this quality ethic was instilled centuries earlier.  Winfield Scott was such as stickler for military pride and protocol that one of his nicknames was, "Old Fuss and Feathers"

An early example of his talents was revealed as a twenty-seven year old Brigadier General during the war of 1812.  The content is paraphrased from Morgan's Lion's of the West.

"In April 1814, Scott established one of the first training camps in the American Army at Flint Hill.  There he drilled his sixteen hundred men for ten hours every day for two months.  He instructed them in the service of outposts, night patrols, guards, and sentinels ... rules of civility, etiquette, courtesy - and the tactical instruction. ... Scott hoped to teach discipline through professional pride more than punishment."

The results of this dedicated effort were evident in instilling military pride and decreasing sickness and death from disease.  In July 1814, Scott found the months of training paid off as his troops fought the enemy with cool precision.  The victories at Chippewa were highly praised and celebrated and Scott was awarded with medals, swords, and honorary degrees.

In the peacetime that followed the completion of the war of 1812 and the Treaty of Ghent, Scott (now a Major General) aspired to create a professional army.  By emphasizing the importance of logistics, training, and staff work, Scott collected and documented best practices which were implemented and retained for decades, being the foundation for future military development.  Having been sent to France to observe military practice, Scott translated many of the French methods and adapted those to American servicemen, thus demonstrating the benefits of benchmarking.

Scott's accomplishments in peacetime, particularly as a mediator between border disputes between the United States and the British Empire, earned him another title, Great Pacificator. As an international diplomat, Scott gained prestige and likely prevented the outbreak of additional or extended war through his negotiation skills.

One of Scott's most celebrated military victories occurred during the Mexican-American war of 1846.  Referencing the historical account of Cortes and the conquest of Mexico, Scott proposed to capture Veracruz on the Gulf coast and from that location conquer the Halls of Montezuma in Mexico.  President Polk accepted this proposal and commissioned Scott to lead the battle.

Scott landed his army three miles south of Veracruz to avoid the place of the enemy's strength and attack at a weaker point, continuing his siege as a "slow and scientific process" and opting for "brain over brawn".  Scott often made what he did look easy because he did it with relatively little loss of life.

As an American occupant of a foreign country, Scott was determined to lead humanely and with dignity and respect for the conquered population.  The respect shown to Mexican culture won a grudging respect from the people of Mexico.  Six months after landing at Veracruz, Scott applied his planning and tactics to capture Mexico City from an entrenched Mexican army with superior numbers.

One impact was that many Mexicans of all classes hoped to be annexed by the United States as a solution to the chaos and corruption that had reigned since the 1821 revolution.  Impressed by Scott's leadership and humanity, a delegation of Mexican leaders would offer the presidency of the country to Winfield Scott, which he refused.  The Duke of Wellington, the historical general who bested Napoleon at Waterloo, pronounced Scott as "the greatest living soldier ... unsurpassed in military annals".

General Winfield Scott was a remarkable example of personal and professional excellence, from whom quality practitioners can apply many lessons.

Education - Quality Is More Than Just Showing Up

I see the role of Quality in Education as posing specific questions about processes and deliverables, and seeking objective evidence to support corrective actions, improvements, and innovations.  The ultimate outcome is not to have appeased and comforted children, but educated and inspired graduates capable of being independent and productive participants in our workforce.

There is a quote attributed to the famous actor, writer, and director, Woody Allen.
"Showing up is 80 percent of life."

While this should not be an end in itself, showing up ready for work or learning is an essential prerequisite.

What used to be an expectation is now a surprise and a delight, so in order to encourage this behavior, I support recognizing and rewarding the consistent attendees.  However the role of Quality has to become more intensive within our education.

There were specific questions with the View From The Q for which I have opinions and perspectives as a parent, educator, taxpayer, and quality practitioner.

Do you see a correlation between the quality of education in your country and the young people entering the workforce? 

Yes.  I believe that education requires a collaborative effort between students, their families, teachers, administrators, and the community at large.  Where this has been successfully applied, the students emerge to become very productive and adaptable participants within the workforce.

It is important to recognize that students are not customers.  We should not cater to students as we would to a hotel guest.  Part of an educational experience requires the student to develop their ability to independently manage their commitments and demonstrate proficiency in challenging circumstances.

While the quality of education has been enhanced by access to technology and innovative practices, the work ethic, respect, integrity, and adaptability that characterizes top performing employees must be instilled during their formative years, preferably during their education.  Without cultivating diligence and fortitude within our students, the lectures and instructions will be futile in preparing them to participate in our workforce.

Does your culture celebrate success or is any attempt considered “good enough”? 

Yes and yes.  The two options are not mutually exclusive.  Encouragement and rewards progressively celebrate small accomplishments at general levels, and more specific achievements of excellence.  Those students who aspire to be among the elite within their pursuits have options available to them to challenge themselves among their peers and demonstrate their superiority.

Within ASQ, this dual track is evident with the different membership grades and the ASQ Medals and Awards.  The "Senior Member" upgrade could be considered a "good enough" recognition because it is a positive step for our membership.  In contrast, the "Fellow Member" and ASQ Awards have stringent examination criteria and the risk of rejection and disappointment for the nominee or applicant, but celebrate successful accomplishment with meaningful events and ceremonies.

And finally, what is the role of quality in improving public education in any nation?

The role of Quality should be to establish measures and indicators that would provide ongoing facts and details pertaining to the questions below.  The Quality function should be prominent and visible within our schools and openly embraced by our educators.  I will adapt the characteristics from ISO 9126 to Education.

Functionality: What is the purpose and function of the school and curriculum, and how do we demonstrate fulfillment?

Reliability: What are the risks and potential failure modes, and what mitigations and contingencies have been established to counteract these maladies or tendencies?

Usability: How is the education tailored or customized for the students, families, and communities for increased impact and effectiveness?

Efficiency:  How are resources deployed, and what could be done to optimize value and reduce waste?

Maintainability: Can the education be adapted to changes in curriculum priorities, community or demographic profiles, or technological advancements?

Portability: How can education transcend the "bricks and mortar" model to continue the learning experience beyond the physical infrastructure?  How can education be applied remotely to support special needs or circumstances?

In order to respond to these high level questions, deeper investigations and audits are required.  This is where the Quality deployment can effectively influence and enable the continual improvement and sustainability of Education.

2014 - The "Perfect" WCQI Conference

My impressions of WCQI 2014: I was honored to be part of this experience, which truly allowed me to reach the pinnacle and encounter perfection.  My time at WCQI 2014 validated much of my personal and professional aspirations, and has given me the impetus to move forward and onward toward my own personal pinnacle.


Let me elaborate if I may.  Those of us who have adopted Quality as a vocation and a calling, believe that we strive for perfection.

A popular movie, Friday Night Lights, profiled a coach who exhorted his team to be perfect.  In one of the climactic scenes of the movie, the coach revealed his meaning, which I will paraphrase below (to neutralize the overt sports references).

 "Being perfect is  about you and your relationship with yourself, your family and your friends. Being perfect is about being able to look your friends in the eye and know that you didn't let them down because you told them the truth. And that truth is you did everything you could. There wasn't one more thing you could've done. Can you live in that moment as best you can, with clear eyes, and love in your heart, with joy in your heart? If you can do that - you're perfect!" 

This sentiment describing perfection is not about defects or controls, but about personal passion and conviction.  The joy of perfection was validated by multiple keynote speakers, who shared their enthusiastic testimonials of accomplishment and encouraged us to do likewise.

For me the 2014 WCQI conference was nothing short of Perfect because I embraced the opportunity as if it were my last.  For a number of the programs and events, I was among the First In and Last Out because the opportunities for such inspiring gatherings are rare and precious, and should be embraced and savored.

Perfection was frequently on display at WCQI, as demonstrated by these and other examples:

- During the recognition ceremonies for ASQ Fellows and ASQ Awards, family members of award recipients who passed away were extended an opportunity to address the audience.  These included some of the most sincere, heartfelt, and compelling testimonials revealing how Quality is so highly regarded and admired in our society.  Through this gesture, ASQ Leadership demonstrated the highest levels of class and decency.

- During the proceedings, I had the opportunity to have my opinions and perspectives sincerely elicited and respectfully applied towards the future development and innovation of programs and initiatives that will influence our profession in the years and decades ahead.  Those seeking my counsel were themselves highly experienced and influential leaders within the Quality profession, so it was a tremendous honor to have their respect accorded to me so that I might share my perspectives on:

• Extending and enhancing involvement and engagement of student participants at future World Conferences (ASQ Board Initiative)
• Availability and distribution of intellectual content across all Quality Divisions for knowledge transfer and synergistic collaboration (ASQ Board Initiative)
• Development and Peer Review of a distinct Social Responsibility Body of Knowledge patterned after the ASQ Quality Body of Knowledge (SRO Initiative)
• Innovation of international engagement and collaboration opportunities for global Quality practitioners (IAQ Initiative)

- It was an honor and tribute to the dedicated volunteers and ASQ staffers to support their efforts and assist where and when able.  As part of this engagement, I had multiple opportunities to share their "burdens and glories". Waking up pre-sunrise to promote involvement and engagement at a division member breakfast, making new volunteer and publication commitments, taking on additional sessions to support as a moderator, and assisting others where needed all brought fulfillment, but the most delightful honor was to participate in the ceremonial flag demonstration carrying my national emblem, the Canadian Maple Leaf.

WCQI ICEBREAKER: Solving The Quality Gaps - Edible Marijuana Products in Colorado

In advance of the upcoming WCQI, I wanted to submit a post that would be an effective conversational icebreaker.

Over the last few days, a number of news stories have been published describing the problems associated with the recent deregulation and legalization of marijuana, and the unintended side effects.  One concerns the lack of control over edible marijuana products.

The cardiovascular risks of smoking any substance, whether tobacco, marijuana, or herbal cigarettes, include increased viscosity of blood and arterial stenosis, which are significant contributors to heart and stroke related maladies. As an alternative, people consume their narcotic in the form of food and drink.  This makes marijuana a food additive.

Federal governments already have regulations for food additives.  As an example, the USA has the following regulation available at this link.

TITLE 21--FOOD AND DRUGS CHAPTER I--FOOD AND DRUG ADMINISTRATION DEPARTMENT OF HEALTH AND HUMAN SERVICES SUBCHAPTER B--FOOD FOR HUMAN CONSUMPTION (CONTINUED)   PART 172 FOOD ADDITIVES PERMITTED FOR DIRECT ADDITION TO FOOD FOR HUMAN CONSUMPTION

Subpart A--General Provisions

Sec. 172.5 General provisions for direct food additives. (a) Regulations prescribing conditions under which food additive substances may be safely used predicate usage under conditions of good manufacturing practice. For the purposes of this part, good manufacturing practice shall be defined to include the following restrictions. (1) The quantity of the substance added to food does not exceed the amount reasonably required to accomplish its intended physical, nutritive, or other technical effect in food. (2) Any substance intended for use in or on food is of appropriate food grade and is prepared and handled as a food ingredient. (b) The existence of a regulation prescribing safe conditions of use for a food additive shall not be construed to relieve the use of the substance from compliance with any other provision of the Act. (c) The existence of any regulation prescribing safe conditions of use for a nutrient substance does not constitute a finding that the substance is useful or required as a supplement to the diet of humans.

The unanticipated effect of introducing drinks, cookies, candies, and other treats with the marijuana food additive is the overconsumption of the THC narcotic.  While there are limits of 10 mg of THC per serving, our North American culture does not practice effective portion control.  As a result, there are instances of overdoses leading to death or destructive behavior.

Meanwhile the Associated Press is reporting,
"Colorado authorities are scrambling to do more than rein in edibles.  Lawmakers are considering legislation that would require edibles - the cookies and candies themselves, not just the wrappers - to be marked and colored to indicate they contain marijuana.  Another bill would reduce possession limits on concentrated marijuana"

Now that we recognize a Quality Gap, what can we as Quality Practitioners do to bring this situation under control and stability?

• As a Food Additive, the cultivation, processing, and integration of marijuana substances into food must be planned and governed according to the FDA Quality Systems Regulations, Good Manufacturing Practices, or their international equivalents.

• Given that marijuana is promoted for its contribution to health and wellness, these claims should be validated and verified in a manner consistent with Biomedical practices, and subjected to the necessary clinical tests to support assertions.  These biomedical experiments would also provide the necessary objective evidence to determine recommended and maximum dosage levels for THC consumption within a time period.

• As a potentially toxic food additive with side effects that could cause death or permanent heath impacts, a Hazard Analysis and Critical Control Point (HACCP) program is essential to not only regulate and safeguard the products, but to instill immediate corrective responses where safety constraints are violated.

• A robust product configuration system is needed for edible marijuana products.  Clear identification, traceability, and distribution tracking systems are required to support any product return or recall initiatives that may be required to preserve public safety.  This applies not only to the product itself, but to the packaging and potential redistribution to consumers where such products are not yet legalized.

These are just basic quality approaches that should be applied, regardless of passing opinion on the actual decriminalization of marijuana.  I welcome ideas and interactions from other quality practitioners on the best way to address the quality gaps currently present with the inadequately regulated and controlled edible marijuana items.

WCQI in Texas - An Historical Background

There are several opinions being expressed about the acquisition of Ukrainian territory by Russian forces, operating under the leadership of Russian President, Vladimir Putin.  I would like to share, and subsequently comment upon, a most curious and interesting commentary from the esteemed American conservative columnist, former Presidential advisor and political candidate, Patrick Buchanan.  In a column published on April 18 on the www.humanevents.com website, the following passage was included.

"Perhaps some history is in order.

Compare how Putin brought about the secession and annexation of Crimea, without bloodshed but with popular approval, with how Sam Houston and friends brought about the secession of Texas from Mexico, and its annexation by the United States in 1845.

When the Mexicans tried to retrieve a disputed piece of their lost Texas territory, James K. Polk accused them of shedding American blood on American soil, had Congress declare war, sent Gen. Winfield Scott and a U.S. army to Mexico City, and annexed the entire northern half of Mexico, which is now the American Southwest and California.

Compared to the Jacksonian, James Polk, Vladimir Putin is Pierre Trudeau."

Knowing that Patrick Buchanan had served in the Nixon and Reagan administrations, I can only imagine that former Canadian Prime Minister Pierre Trudeau would be seen as the epitome of a leader advocating peace and civil liberties, as demonstrated in a most tangible manner by the Canadian Charter of Rights and Freedoms and Trudeau’s recognition in 1984 of receiving the Albert Einstein Peace Prize.  Notwithstanding the fact that both Putin and Trudeau were advanced practitioners of judo and similar martial arts, and both demonstrated their physical fitness during their times in power, the two leaders frankly have very little in common.

What I would prefer to address is the implicit slandering of two formidable American historical figures who were instrumental in overcoming the tyranny of Mexican oppression led by General Antonio Lopez de Santa Anna.  As Buchanan correctly stated, Polk was such a close protégé of President Andrew “Old Hickory” Jackson that his nickname was “Young Hickory”.  In addition to the southern border, Polk peacefully negotiated with the British Empire to divide the then termed “Oregon Country” at the 49^th parallel, avoiding a return to a potentially costly and destructive war with the British.

Unlike the Crimean region, which was already populated and civilized within the established sovereign state of Ukraine (the violation of which contravened the stipulations of the Budapest Memorandum of 1994), the Texas region of the 1840s was dependent on American settlers to populate and civilize the vast and expansive agricultural area.  Mexico itself was an unstable and volatile nation, having recently gained its independence from the rule of the Spanish Empire.

Sam Houston, with previous political experience that included a stint as the Governor of Tennessee, served the Republic of Texas as its military Commander in Chief and President.  His defeat of Santa Anna’s army at San Jacinto put an end to the ruthless and inhumane tactics of the Mexican army, who were merciless against their defeated adversaries.  In contrast, Houston demonstrated his statesmanship and gained tremendous stature with the respectful treatment of the captured Mexican army and leadership.  

Unlike the militaristic Putin, who stands proudly as his military demonstrates their might during Red Square parades, President Polk would be described in today’s terms as a dry technocrat.  According to a description within Lions of the West by Robert Morgan,

“Polk was solemn and serious, sober and industrious, and apparently without a sense of humor.  For all of that, he was a master politician, sometimes described as the most successful president in American history. … By the time he left office in 1849, he would have accomplished all he had promised.”

The immense and advanced Russian military would easily overwhelm that of Ukraine, a bankrupt and destitute nation currently dependent on extensive foreign aid.  In the Mexican-American war, it was the American army at a disadvantage.  Polk’s generals, Zachary Taylor (who would eventually become President) and Winfield Scott distinguished themselves and their armies by overcoming a larger army and capturing territory rapidly, with an impressive battle record.  As quoted in Lions of the West, “Impressed by his leadership and humanity, a delegation of Mexican leaders would offer the presidency of the country to Winfield Scott, but he would refuse.”

Another historian, Daniel Walker Howe, quoted in his volume What Hath God Wrought, “The conquest of that large republic (Mexico) by the small armed forces of the United States, despite formidable geographical difficulties and in the face of a hostile population, constituted one of the most amazing military achievements of the nineteenth century.”

The tyranny of Mexican dictators was replaced by American democracy.  The legacy today is that Texas is a prosperous and innovative state within the United States of America.  Its people are not oppressed by tyranny, and Texas is one of the most influential states of the nation, characterized by its libertarian and free enterprise mentality.  In contrast, the Russian dominated Soviet Union overtly intervened not only within its own territories, but in Hungary in 1956 and Czechoslovakia in 1968 to strongly discourage and oppress those contrary-minded individuals with political opinions at a variance to the established order.

Interestingly, if history does repeat itself, then there is a curious fact.  Two junior officers who distinguished themselves during the Mexican-American war were Captain Robert E. Lee and Captain Ulysses S. Grant.  A generation later, these distinguished officers would oppose each other during the U.S Civil War as they were the respective commanders of the Confederate Army and the Union Army.  It is reasonable to speculate that today’s Russian officers could one day oppose each other in the largest civil war the world will ever observe.

To summarize, I respectfully disagree with Buchanan that on an historical continuum, patriots like Sam Houston and James Polk are considered to be more extreme imperialists than Vladimir Putin.  Polk continued the work begun by Jefferson, with his Louisiana Purchase, to settle and civilize a sparsely populated land mass toward the Pacific Ocean.  In contrast, Putin, with his command of espionage, insurgency, commerce, and technology, is a more formidable and threatening figure to the civil liberties of citizens in adjacent countries.  Through the deployment of intensive and interactive techniques, Putin has demonstrated his capability to disrupt and disconnect entire territories from sovereign states, absorbing them into Russia, without retaliation or consequence from the international community.

As for Pierre Elliott Trudeau, his response to an insult by President Richard Nixon (Buchanan’s former boss) still applies perfectly to Buchanan comparing him to Putin, “I’ve been called worse things by better people”.

WCQI - Keep your schedule full

In response to the View From The Q post, my simple answer is to always have something going on.

Using the Big Rocks analogy, if you put the big rocks in the glass first, then the smaller rocks and pebbles will find their way as well.

Target your time to fit the "must-attend" events, and with the time remaining, make the most of the opportunities to explore new elements.

I also encourage people to get out of their comfort zone and attend sessions or events that are outside of their industry.  This not only helps you, it keeps the audiences diverse and interactive.

As a speaker, I always enjoyed and made time for anyone with follow-up questions or requesting more in-depth knowledge.  The 40-60 minute sessions are really the tip of the iceberg, and speakers would most likely find it flattering to make new contacts.  This would help your own network and intensify the conference experience.

Above all else, enjoy WCQI and if you find yourself bored or stalled, go somewhere and get engaged and involved.