Strategy: Surviving Contact by Using Mobilization and Governance

This post is in response to the latest View from the Q blog on Strategy.

I don't have anything to add to the formation of a strategy, as Bill Troy addressed this subject concisely and effectively.  Instead I will place focus on the next step, namely to follow through and execute upon the defined strategy.

I am reminded of a quote by the noted German military leader and strategist, Helmuth Von Moltke.

     "No battle plan survives first contact with the enemy"

This reminds us of the importance not only of crafting a suitable strategy, but managing its execution in such a way that the overall purpose of that strategy can be fulfilled, even in changing circumstances.

Consider the recent release by Apple of its iPhone 6 from the context of its competitors Nokia and Blackberry (Research In Motion).

While, there is no doubt that all three organizations had a strategy, the presence and eventual predominance of Apple had a devastating effect on both Nokia and Blackberry.

Even if the technology solutions are equivalent between the companies, the marketing and promotional advantages of Apple have transcended technology to instill a memorable and indelible impression in popular culture. For example, the involvement and engagement of the band U2 has drawn considerable interest and traffic to Apple in a way that neither Nokia nor Blackberry could have imagined.

So what is needed to ensure that our strategies survive contact with the enemy, which in the context of a business strategy would be a competitor?

I propose three key practices: Mission, Mobilization, and Governance.

MISSION

Having a clear mission which defines the vision of success is essential to have all of the participants overcome their petty differences and jointly embrace and pursue the common good.  The greater the mission, the more compelling the dedication and devotion will be to the fulfillment and achievement of that mission.  For this reason, it is essential that the mission and vision align with the values of the organization and its people.

In the absence of clear and unifying mission and vision objectives, the Quality profession tends to fall into a destructive pattern which I refer to as Quality "Indig" Nation.  Rather than focus on the tasks at hand, the participants will devolve into these damaging archetypes which can impair and undermine the overall strategy.

Cynics: The quest for defects and faults will exceed into farcical proportions so that the Quality function will be a voice of negativity and defeat.  While everyone else within the organization is pursuing the objectives, the Quality function takes upon itself the role of contrarian, repeated expressing why "it will never work".

Purists: The dogmatic natures of certain "believers" will oppose any adaptation or modification if it is deemed "apocryphal" and violates the Canon of the "Holy Saints" Deming, Toyota, ISO standards, or whatever technical reference is deemed scripture.  Spirited and emotional debates can consume valuable time and energy without accomplishing or fulfilling the strategy objectives.

Tribalists: The Quality profession does not have a homogeneous background, but has evolved through the combined efforts of different types of practitioners with their particular expertise.  However when one of these groups loses sight of the greater good and mutual respect, and seeks to dominate at the expense of the others, it is like the person with the hammer who sees all problems as a nail.  Rather than addressing the overall problems, the emphasis is on promoting a particular concept or set of practices, and opposing balance and diversity of the solution.

Blockers: There are those who have invested so much of their time an energy into a particular management system that they are resistant to change, lest a newly introduced dynamic threaten the sanctity and continuity. The resistance to change will inhibit progress, innovation, and prevent organizations from making the necessary adjustments and adaptations.

Esoterics: Often the work of Quality practitioners is accompanied by unusual terms and trends.  Engineers and project managers often adopt the nomenclature of spiritual pursuits or martial arts.  For example, one does not have to be a Sensei, a Black Belt, nor a Guru in order to track late deliveries using a control chart.

From a Quality perspective, the object is not to flaunt your knowledge and expertise, but simply to use the best mix of techniques and methods to fulfill the mission in a way that supports the greater good of the organization.  As a profession, we must overcome our negative archetypes to serve and lead in the effective execution of our defined strategies.


MOBILIZATION

In order for the strategy to be effectively deployed, the necessary capital, materials, and resources should first be identified, procured, acquired, or obtained.  One cannot assume that everything will be available on demand for the duration, and often a business case is needed to justify why this strategy requires the priority allocation of goods and services.

An improper mobilization could actually be more harmful in the execution of the strategy, as interrupted or incomplete work will be viewed negatively as a failure of the overall strategy.  Nothing succeeds like success, so mobilization is important to ensure a continuous set of progressive victories.

Symphony of Work: This approach requires that all participants are aware of their particular part in the overall effort.  In this context, the timing is as important as the overall fulfillment, as there are many interdependencies.

Coordinated Advancement: The advancement must be coordinated to ensure that all components are able to make the necessary gains.  In some cases, this requires adjustments which are not favorable to the high performing units, who must divert from original objectives to support their peers for the greater good.  A military example of this was found when Gen. George Patton, having led the 3rd Army through France, was summoned to redirect his army north in order to assist with the Battle of the Bulge.

Constraints Management:  This practice, as referenced in Goldratt's reference, The Goal, advises that progress and pace are determined by the constraint or bottleneck within the system.  By managing the bottlenecks or critical project paths, the overall speed will improve.

Effective mobilization will help the strategy survive contact by ensuring adequate materials and resources, and coordinating the logistics and constraints to overcome interruptions and improve progress.

GOVERNANCE

Governance is essential not only to strategy but also to Quality.  Without Governance, the lack of transparency and visibility of actual results and accomplishments will lead to future estimates being based on inaccurate assumptions.

Accountability:  In any venture, it is important to have a work breakdown structure which clearly reveals the parties responsible and accountable for fulfillment of that strategy.  From this structure and framework, the interdependencies are revealed and can be managed.  With accountability, expectations can be refined so that future estimates will be more accurate.

Action: When the Governance function reports that the strategy may be compromised, the execution steps must change.  The organization should determine whether this requires an adjustment in resources, or a particular mitigation or contingency step.  Once the actions have been identified, they must be effectively mobilized and rapidly deployed.

Adaptation: It may be necessary to shift strategies within the overall environment.  This may be done in response to both negative risks and positive breakthroughs.  For example, Pfizer had developed Sildenafil as a treatment for hypertension and angina.  However after clinical trials revealed a particular side effect, Pfizer marketed this drug as Viagra, which became a highly profitable medication to combat erectile dysfunction.

Acceleration:  If the strategy is being successfully deployed, the the next step is to accelerate the implementation to increase the scope, scale, and impact of the strategy.

By following a strategy with a compelling Mission, adept Mobilization, and responsive Governance, the rate of successful fulfillment will be substantially improved.

Evolution - Lean Six Sigma examples

There is a discussion as to whether the future of Quality will progress along an Evolutionary or Revolutionary path.  This will show how Quality has evolved from its origins to is present form.

One observation I would like to share is the convergence of practices into a single collection of knowledge.  ASQ has compiled a QBok (Quality Body of Knowledge) from which practitioners can draw and apply their expertise to help companies achieve new levels of performance, quality, cost, delivery, and assurance.  This convergence is evident in the Lean Six Sigma domain.

In the recent (2009) ASQ Press publication, The Public Health Quality Improvement Handbook by Ron Bialek, Grace Duffy, and John Moran, there is an excellent visual display showing how what we call Lean Six Sigma evolved from various influences.

This document reflects a convergence of practices into a common category.  This viewpoint is corroborated in similar peer-reviewed publications.

Juran is cited as one of the early influences of the Quality profession.  The prolific and pertinent contributions from Juran have been a cornerstone of our profession, and predated the concepts of both Lean and Six Sigma. The passage below is from page 748 of Juran’s Quality Handbook, 6^th Edition, and expresses the high-level distinctions between what we term as Lean and Six Sigma. This reference aligns with the diagram above.

“Lean Six Sigma is a combination of both Lean and Six Sigma quality approaches.  The underlying tenet of the Lean approach is efficiency, whereas that of Six Sigma is effectiveness.  The integration of the two approaches provides a balanced approach to quality.  By applying the Lean tools, the processes become stable, constraints and costs to operations are reduced, and the speed is optimized.  Six sigma tools can then be applied to identify key variables in the process, establishing operating ranges, and implement control methods to ensure the problems are corrected.”

The Public Health Quality Improvement Handbook elaborates on the distinctions between Lean and Six Sigma, both in text and visually.  

The "House of Lean" captures the key practices and characteristics of Lean, and also establishes the scope and limitations of Lean as a singular approach.  For overall improvement, Lean is not the sole solution, but one of several practices recommended by the authors.

More complex improvement initiative require the thoughtful and deliberate diagnostic approaches reflective of a Six Sigma project, as shown in the image of the Define-Measure-Analyze-Improve-Control cycle.  One particular question within the Improve category (What specific activities are necessary to meet the project's goals) channel directly into the proven, tactical Lean techniques and practices.  In this way, Six Sigma and Lean are not conflicting, but complementary and synergistic activities that when conjoined, enhance and expand their respective effectiveness.

By having a unified Body of Knowledge, the respective advantages of Lean and Six Sigma can be combined. Rather than mutually exclusive "either/or" scenarios, the Quality practitioner can select and apply the most appropriate and relevant practices to fit the situation and serve the best interests of the client or organization.  Many of the practices listed in the table above are common (i.e. failure mode and effects analysis, run charts, five whys method) or use common methods (i.e. brainstorming, kaizen).   

If this is reflective of the overall Quality profession, then it shows that over time, Quality will continue to evolve to incorporate more complementary practices, thus becoming more robust, relevant, and capable of serving our constituents.  

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.
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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.

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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.