Recommended Reading - ASQ Open Access Articles

The latest post from View From The Q highlighted a collection of quality books that every professional should have within their library.  With respect to this list, I personally prefer the 4th edition of Juran's Quality Control Handbook to the 6th edition of Juran's Quality Handbook, largely because the earlier versions included more specific tactical quality engineering and statistical techniques and references.

Everyone will have their own opinions and preferences.  Three immediate additions to my list include Rapid Development by Steve McConnell, Software Engineering: A Practitioner's Approach by Roger Pressman, and The Customer-Driven Company by Richard Whiteley.

As source of quality content that complements these books, I have discovered the benefit of referring to the Open Access articles from ASQ Journals.  According to the Magazines and Journals page at ASQ's website, selected articles are made available in every issue.

An example of this is in the current issue of ASQ's Quality Management Journal.  An article linking Social Responsibility to Quality is available for free review.

I encourage ASQ Members and Quality practitioners to explore the Open Access articles within all of the ASQ journals.  This represents the current thought-leadership within the society.  Articles are more current and timely, and extend the breadth of knowledge beyond the limits of a textbook or reference material.  Articles often include case studies or dissertation summaries which support the hypothesis with actual proven evidence.

The world’s largest publisher of quality related products, ASQ offers eight peer-reviewed journals and magazines covering a wide range of topics. 

Who has access?

• Subscribers to any journal receive print issues for the subscription year plus online access to past issues
• ASQ full, senior, fellow, and honorary members receive:
• Quality Progress print subscription, plus online access to past issues
• Online access to articles published before 2013 in the quarterly journals listed below
  (most recent issues are reserved for subscribers)
• Associate and student members receive online access to current and past issues of Quality Progress
• Organizational members and individuals linked to an organizational membership receive electronic access to current and past issues of all journals and magazines
• All visitors can read sample open-access articles, browse journal and magazine tables of contents, and
  search all articles by publication, keyword, date, and more

Additional open-access and member-benefit publications are also available from topic- and industry-focused
forums and divisions.

Follow the links below to subscribe to a publication or explore division/forum content offerings.
Or join ASQ today for access to the most content.

MONTHLY

Quality Progress
ASQ’s flagship publication, read by more people than any other magazine on quality, features in-depth articles describing the application of innovative methods. Topics include knowledge management, process improvement, and organizational behavior.

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Subscribe to QP

QUARTERLY

Journal for Quality and Participation
Offers in-depth, comprehensive articles about employee involvement, teamwork, leadership, change management, and more.

Visit the Journal for Quality and Participation online
Subscribe to the journal

Journal of Quality Technology
Covers the technical aspects of quality control, reliability, and related disciplines.

Visit the Journal of Quality Technology online
Subscribe to the journal

Quality Engineering
Co-published with Taylor & Francis, this journal examines in-depth, practical applications of quality technology for engineers.

Visit Quality Engineering online
Subscribe to the journal

Quality Management Journal
A source for practical application of quality research in the broad field of management.

Visit Quality Management Journal online
Subscribe to the journal

Six Sigma Forum Magazine
The first magazine addressing the specific needs of Six Sigma professionals.

Visit Six Sigma Forum Magazine online
Subscribe to the magazine

Software Quality Professional
Addresses the application of quality principles to the development and use of software and software-based systems.

Visit Software Quality Professional online
Subscribe to the journal

Technometrics
Published in conjunction with the American Statistical Association, this journal focuses on statistics for the physical, chemical, and engineering sciences.

Visit Technometrics online
Subscribe to the journal

Walking With Steve Jobs Toward Improved Creativity

In an article within the "Financial Post" business section of the Canadian newspaper, the National Post, there is a very interesting article relating the benefits of walking to creative thought.

As cited within the caption, "Taking a long walk was Steve Jobs' preferred way to have a serious conversation".

This aligns with the ethic of "Management By Walking Around" (MBWA), which was promoted by the legendary Peter Drucker, reinforced by Tom Peters et. al, and translated into Japanese as the "3Gs" (Genga, Gengutsu, and Genjitsu, which translate into “actual place”, “actual thing”, and “actual situation”).

The Lean practice of "Going To The Gemba" supports the creativity of initiatives like Kaizen, not just because people are immersed in the environment where the actual work is performed, but the very act of walking stimulates the necessary creativity needed for problem solving and continuous improvement.

The article backed this up with historical and scientific references.  Intellectual icons like Charles Darwin, Friedrich Nietzsche, Charles Dickens, and Ludwig van Beethoven were referenced within the article as examples of historical figures whose tendency for long walks contributed constructively to their respective compositions and publications.

A recent study by Marily Oppezzo and Daniel Schwartz, published in the Journal of Experimental Psychology in 2014, revealed the comparative results of participants when taking Guilford's Alternative Uses Test.  This is a test used to measure creative thinking by coming up with alternative uses for everyday items, and scoring these uses across multiple evaluation criteria: originality, fluency, flexibility, and elaboration.  A summary is provided below:

__________________________________________________________

Guilford's Alternative Uses Task (1967)

(For more information, contact Gayle Dow, Indiana University)

In Guilford’s Alternative Uses Task (1967) examinees are asked to list as many possible uses for a common house hold item (such as s brick, a paperclip, a newspaper)

Example

Name all the uses for a brick:

1. A paperweight
2. A doorstop
3. A mock coffin at a Barbie funeral
4. To throw threw a window
5. To use as a weapon
6. To hit my sister on the head with

Scoring

Scoring is comprised of four components:

1. Originality - each response it compared to the total amount of responses from all of the people you gave the test to. Reponses that were given by only 5% of your group are unusual (1 point), responses that were given by only 1% of your group are unique - 2 points). Total all the point. Higher scores indicate creativity*
2. Fluency - total. Just add up all the responses. In this example it is 6.
3. Flexibility - or different categories. In this case there are five different categories (weapon and hit sister are from the same general idea of weapon)
4. Elaboration - amount of detail (for Example "a doorstop" = 0 whereas "a door stop to prevent a door slamming shut in a strong wind" = 2 (one for explanation of door slamming, two for further detail about the wind).

*You might have noticed that the higher fluency the higher the originality. This is a contamination problem and can be corrected by using a corrective calculation for originality (originality = originality/fluency).

____________________________________________

The comparative results from the study showed an 81% increase in the creativity scores resulting from walking.  This is a remarkable outcome, which is supported by current business leaders like Facebook's Mark Zuckerberg and Square's Jack Dorsey, who employ walking as a catalyst for deeper thinking and conversation.

I encourage everyone to walk and be mobile, not just for the inherent health benefits, but for the positive effects on creativity and composition.  This very article was composed following my habitual aerobic exercise on an elliptical trainer at a nearby YMCA.

Quality - Epiphany of Value, Purpose, and Function

The article by Brooks, referenced in View from the Q, uses terms like conversion and epiphany to describe the recognition and adoption of quality.  Deming is compared to the famous evangelist, Billy Graham.

My own conversion was at the feet of the Billy Graham of quality, Dr. W Edwards Deming. I had the great good fortune to attend six of his four-day seminars during the final years of his life, and even had some brief conversations with him. My conversion was literally an epiphany.

In this context, an epiphany can also refer to secular discoveries (i.e. Pythagoras and the 47th problem of Euclid (sum of squares in sides of right-angled triangle = square of hypotenuse a.k.a 3-4-5 unit right-angled triangle) or Archimedes (water displacement in the bathtub to measure volume, to which he cried "Eureka!").

A Quality Epiphany or "Eureka Moment" can be generated consistently in three ways:

- Demonstrating cost reductions by controlling losses and penalties by meeting and complying with requirements, regulations, and customer specifications.

- Projecting revenue expansions by increasing business opportunities and entry to new markets demanding higher levels of quality assurance and performance.

- Realizing improved operational efficiency and predictability by optimizing methods and practices to reduce waste, improve predictability, and increase capacity with existing resources.

How do we explain this in a simple and memorable manner?  I have an example below:

In response to the latest View from the Q posting, I wanted to provide a very simple and timeless explanation of Quality, from which more detailed explanations can be made to fully understand our profession.

To summarize:

- The PDCA (Plan, Do, Check, Act) cycle is the core of all activities related to Quality, with the Quality function at the center point of all activities.

- The scope of the PDCA cycle (represented by the area within the circle) reflects the domain of the Quality function, and its influence within its parent organization

- The repetitive and continuous PDCA cycle (originating from Shewhart and popularized by Deming) reinforces the constant and perpetual progression from uncontrolled chaos to predictable ideals.

- The two parallel lines bordering the circle have different meanings.  The left line represents the minimum levels of compliance, conformity, and "good enough" quality.  The right line represents the desired state of having quality-driven breakthroughs, innovations, and extensions to the solution.

- The role and value of the Quality function can be shown visually in this context, as a way to continually perform PDCA-related actions to not only guarantee compliance and conformity, but to advance the organization toward competitive advantages.

- Imagine that the PDCA cycle is not only in continual motion, but is progressing along a maturity track from the boundary of minimal compliance toward the infinite possibilities of unlimited innovation and extensions.  Consider the progression of Honda over the last 50 years from scooters and outboard motors to vehicles and aircraft.

The best way to take this from theory to practice is to demonstrate quality in all of its forms (Lean, Inspection, Process Controls, Management Systems, Risk Management, Business Process Improvement etc.) and show where value and gains are added for the organization and the people involved.  

Five Questions To a Solution

Five Questions To A Solution

As we advance in our organizations to leadership roles, we are approached to find solutions to a variety of situations.   I would like to share a protocol of five questions which I have adapted from my work with clients, as I help to transform their businesses.  This is a generic and simple method which can be applied to clarify a situation and support the determination of appropriate solutions.

1.       What are the Expectations?

This should precede any report or description, in order to help set the context for everyone involved.  It also should help to reveal whether the report or update is compatible with the standards of performance.  For example, if an ASQ Section provides a report of accounts, there should be expectations of a precise dollar amount, a period (last month, last quarter), and a way to validate an reconcile the expenses claimed with actual items received.  If the report is associated with a defined protocol (e.g. ASQ PAR > Performance Awards and Recognition), then some of those expectations have already been explicitly and objectively defined. 

Without clear expectations, then a report or update can take on varying forms and content.  With expectations, the report has references against which to demonstrate success or challenges.

2.       What Issues have been identified for resolution?

This summarizes what obstacles or obstructions are presently delaying or preventing the achievement or fulfillment of the intended actions.  Once raised and escalated, issues should be assigned or escalated so that they can be resolved.  By having a sense of the outstanding or open issues, a leader can prioritize what has to be fixed or corrected first, based on the impact that each issue has to overall success.

3.       What Risks show potential for a future problem?

Along with issues which have already occurred, risks can be identified predicting problems in the future.  This could be something like identifying a leaky roof on a sunny day, which while not damaging the building in the summer, could be devastating once rain and snow appear.  Rather than taking a pessimistic or negative view, risks should be elicited as a way to help improve or correct conditions or situations early before significant damage is done.  If the risk is not able to be mitigated and removed, then contingency plans should be made (i.e. tarp over the leaky roof, barrels on a scaffold to catch water that penetrates the leaky roof).

4.       What Decisions have resulted?

There should be more to a business meeting than eating lunch, drinking coffee, and determining the time and location of the next meeting.  If the right people are in attendance, then decisions are made.  These decisions should be recorded and kept on a register until they are fulfilled or implemented.  The decisions can be positive or corrective.  The health and vitality of the organization can be measured by the connection between decisions made and decisions successfully implemented. 

5.       What are the Action items?

A recommended practice is to highlight the action items, their owners (people accountable and responsible for completing the actions), and the expected completion dates (linking back to expectations).  The external dependencies should be considered with each action. 

So with these five items (Expectations, Issues, Risks, Decisions, Actions), member-leaders and participants can more objectively assess situations and progress toward solutions and fulfillment of good intentions.  If these items are captured and summarized, this information can be reviewed.  Strategic decisions can be made based on knowing and addressing these items.  Alternatively if there is no movement on these initiatives (i.e. Particular action goes for years without being completed), then it can be escalated or reassigned.

If member-leaders are receptive to this approach, then the interaction across committees, sections, regions, divisions, interest groups, and similar entities can be synthesized into a consistently constructive dialogue.  

ASQ Vancouver Message

At the recent ASQ Vancouver Section meeting, I provided the following comments.

______________________________________________________

It is my pleasure to address ASQ Vancouver as the incoming Regional Director for ASQ Region 4, Canada.  As a Regional Director, I serve as a liaison between the ASQ sections in Canada and the ASQ Board and Section Affairs Council.  My role is to support the section chairs and member-leaders across Canada to provide a consistent and positive member experience. 

I am very proud to have been a member of ASQ Vancouver since the mid 1990s, nearly two decades ago.  The approach taken by ASQ Vancouver has some very positive attributes which I would like to see applied across Canada.  Specifically I would like to emphasize the following four characteristics: Member-value, Social, Development, and Community.

Member-value

This is a priority for ASQ, and will be supported and reinforced by the adoption of the Performance Award and Recognition (PAR) program, which will be used to track and improve success in this area.  ASQ Vancouver has demonstrated value to members through its programs, tours, testimonials, hands-on examples, and lessons learned from those who live and drive Quality within their organizations.  ASQ members should perceive their relationship with ASQ as a loyalty program, where efforts and contributions can materialize into benefits and advantages.  I commit to working with our members and member-leaders to help realize these advantages and ensure a rewarding ASQ member experience.

Social

While some are content to enjoy their ASQ membership remotely, there are many benefits to participating in the social elements of a professional organization like ASQ.

-          Social Involvement: The team-oriented approach and servant leadership mentality make ASQ a positive and encouraging organization to volunteer and participate.

-          Social Networking: ASQ Vancouver has distinguished itself as a leading participant on various networks including linkedin, facebook, and twitter.  According to ASQ HQ specialists, a strong internet presence actually draws in global participants and extends an international reach.

-          Social Events: This includes the meetings, tours, interactive presentations, breakfast sessions, and other initiatives which permit direct face-to-face networking.

-          Social Responsibility:  The Community Good Works program sponsored and supported by ASQ Vancouver is a tremendous example of the positive application of quality practices and principles toward the benefit of society.  According to a recent Globe and Mail article, leading companies in Canada have recognized that a Social Responsibility program is a positive differentiator when recruiting and attracting talent.

Development

ASQ provides opportunities for development at multiple levels and perspectives:

-          Personal: Safe and supportive environment to develop as a member-leader, author, presenter, or project leader.

-          Professional: Through refresher courses, certifications, and credentials, ASQ supports the professional growth of its members and participants.

-          Career/ Business:  ASQ aids in the networking and connections needed for transitions or advancement

ASQ Vancouver and Region 4, Canada, is under-represented in ASQ initiatives and recognitions.  Canadian organizations should explore the International Team Excellence Award Process.  Canadian ASQ Senior members who have been in the profession for over 15 years, have attained ASQ certification, have contributed to ASQ as member-leaders, instructors, authors, presenters, and have distinguished themselves among quality practitioners should pursue personal recognition as an ASQ Fellow Member.  The programs are available (like a breakfast buffet at a fine hotel) and it is up to each ASQ member to “whet their appetite”.

Community

ASQ Vancouver has been very effective at building and sustaining an active membership by appealing not only to the traditional quality community, but by engaging other groups including:

-          Student connection, particularly from British Columbia Institute of Technology (BCIT) where there has been a mutually positive, symbiotic relationship.  In addition to developing a new generation of members and practitioners, the vitality and innovation from students have strengthened and revitalized our section and society to be relevant in the current digital age.

-          International STEM (science, technology, engineering, mathematics) professionals who can readily participate in the Canadian workforce through the Quality profession.

-          Complementary professions (i.e. project managers, risk managers, engineers, business analysts, tech support agents) who, without having the word “quality” in their official job title, apply and deploy quality in their functional roles.

-          Career transition specialists and experts including recruiters, career and leadership coaches, and hiring managers.

I look forward to working with ASQ and the ASQ Sections in Canada over the next two years to support the various programs and initiatives intended to provide and improve the value delivered to ASQ members and member-leaders.  Quality is a diverse and vibrant profession which benefits society and encapsulates many positive ideals and virtues.  I am honored and humbled to have been nominated by Dave Muncaster for this important role, and I look forward to expanding the positive influence of ASQ Vancouver across all of the sections in Canada.

ASQ Mining Interest Group

For World Quality Month 2014, I provided the following address to the ASQ Mining Interest Group.

___________________________________________________

Having recently returned from ASQ headquarters in Milwaukee, I am pleased to share that we are all part of a vibrant and dynamic organization, which continues to adapt and evolve to address the changing needs of our respective global professional communities.  In this regard, I am very pleased to have had the opportunity to observe and partake in the progress of the ASQ Mining Interest Group.

As a global society, ASQ has committed to taking those constructive steps which it believes will enhance and improve member value.  This includes a greater commitment to improving information technology and financial controls.  The sustainment of these endeavors will be managed through the ASQ’s Performance Awards and Recognition (PAR) program.  I encourage all ASQ members to familiarize themselves with this program in order to make their respective member units more effective.

The ASQ Mining Interest Group falls within the framework of the ASQ Technical Communities Council (TCC) which manages Divisions, Interest Groups, and Technical Committees.  As a Regional Director for the ASQ sections in Canada (Region 4), I will work constructively to assist and encourage the integration of ASQ Mining events with ASQ Section activities, ensuring that quality practitioners aligned with ASQ in Canada can benefit from the innovative and dynamic programs.

I can personally attest to the high caliber of the annual gala event in Saskatoon, held in October 2014 at the Sheraton Cavalier.  It was remarkable to be part of a prestigious panel of speakers, spanning executives, practitioners, public servants, and professional leaders.  I particularly enjoyed the direct testimonials from mining employees with “hands-on” quality experiences.  The time went very quickly and by having the meals in the meeting rooms, this permitted programming to continue and be enjoyed concurrently with networking and social contacts.  It was a very efficient and fulfilling day which raises the standard for other ASQ events.

ASQ Member Value is gained from constructive and memorable experiences.  I think that the ASQ Mining Interest Group is on a very constructive track to becoming a thriving ASQ Division and an essential part of the TCC.  Unlike the ASQ Sections and Regions, Technical Communities like the ASQ Mining Interest Group are not limited nor constrained by geography.  For example, I was delighted to know that there were contributors from Australia who were working to refine a distinct body of knowledge and intellectual content, pertinent to the mining industry.  This is truly representative of a global professional organization.

Overall, based on the presentations, my impression is that the leadership within mining has embraced quality as an essential practice.  It was particularly compelling to hear speakers from different backgrounds and perspectives consistently emphasize the importance of quality to success in mining, and share specific examples of successful implementation and outcomes from quality deployment.  This makes the program relevant for those outside of mining, who can then use these actual examples where theory has been transformed into practice.  I look forward to continued growth and success.

Quality Power

This post is in response to the timely and provocative question from the ASQ CEO, Bill Troy.  In his View From The Q post, the challenge is made to members of the Quality community to expand their capabilities to include leadership.

The Quality profession has two sources of influence and power from which it must deliver its intended function:

• Inspirational power derived from the passionate convictions of sincere appeals to a shared positive mission and vision. (Transformational)

• Punitive power gained by enforcing specifications, requirements, regulations, and compliance to official policies. (Control)

In my view, leadership capability is a necessity.  Our profession has evolved from being control-oriented and reactive (consider that the original name of our organization was American Society for Quality Control) to being transformation-driven.  The ASQC-era definitions of quality are summarized below:

• Conformance to requirements
• Fitness for use and purpose

These reflect restraining forces, where the Quality function would provide data collection and process control services to refine existing work, and prevent undesirable outcomes.  In this context, Quality would exert power primarily as an enforcer of customer requirements and industry regulations.

In the current ASQ-era, a grander vision is sought, which extends to driving forces of organizational excellence, business transformation, social responsibility, and personal achievement.  Leadership is required for the successful mobilization and transition from the status quo to a higher level of greater enlightenment, versatility, and robust operations.

Unlike the control mentality, where influence is built upon defensive reactions to potential maladies; the transformation mentality requires its influence to be drawn from leadership characteristics and principles:

• An optimistic and competitive vision of the future
• A call to urgent action and consistent accomplishment
• Alignment of common priorities with the promise of mutual gains
• Pursuit of innovative breakthroughs and evolutionary advancement
• Continual motivation to overcome obstacles and challenges

Without a determined and deliberate approach, and the proper application of effective and contextually appropriate leadership methods and techniques, the necessary transformations and aspirations of excellence will not occur.  Quality without leadership is reduced to a bureaucratic function, tolerated only by its minimal necessity.  In contrast, when visionary leadership is applied, Quality becomes the driver of all organizational activities, and the foundation of personal and professional success and excellence.

Build Relationships to Improve Member Engagement

The recent post from View From The Q concerns the challenges faced by organizations when attracting and retaining members and volunteers.

I have been very impressed with the thoughtful and constructive posts from our new ASQ CEO.  Among the best selling points of an organization are the caliber and capabilities of its leadership.  I have a very high regard for leaders, particularly those of immense stature, who draw others in and elicit their opinions with sincere and genuine interest.  I hope that this content will be graciously received and faithfully applied by our ASQ Leadership.

A popular organization, Toastmasters, provides some excellent guidance when engaging new members.

There is a link to their Club Leadership Handbook which specifies the duties and responsibilities of an assigned role (Vice President - Membership) in cultivating and sustaining a roster of active and engaged members.  The conversations are very deliberate and begin at the earliest stages of interest.

A key strategy to having a strong roster is to
BUILD RELATIONSHIPS

The Toastmasters approach, where a Club Officer functions as a Host and Guide for new members, is beneficial.  In order to sustain and grow the involvement and participation of the individual member, other relationship dynamics should be formulated.  Without these relationships, the member's interest will wither and fade over time until they are completely disengaged and unmotivated.

Among the many relationships that could emerge to attract and retain members and volunteers, I have profiled four:

1. Buddy System
2. Mentor and Protégé 
3. Cohort
4. Comity

1. Buddy System

This is a partnership between two or more peers to support each other in challenging situations or encounters.  With a partner or buddy, there are social and professional drivers which encourage continued involvement and participation.

Spending time at an association among people is worthwhile when members and guests are among sincere, authentic, respectful, courteous, and appreciative people who inspire each other and create enjoyable moments.  Without a buddy or trusted peer, new members can get disengaged, particularly if they are introverted or uncomfortable.  From this dynamic, members can more readily "dive in" to the association activities.

2. Mentor - Protégé

The mentor and protégé relationship is one of the implicit benefits of a professional association, and it is a dynamic which helps both mentor and protégé.  I personally believe that many practitioners of life and career coaching have succeeded financially and professionally by replicating this relationship dynamic.  However, if this can be obtained more cost-effectively within a professional association, it will solidify the commitments and recurrence of attendance and involvement at events.

This relationship dynamic inspires attendance and follow up encounters in order to have those valuable face-to-face direct conversations.  The cultivation of mentors within ASQ is essential and necessary for personal advancement, particularly when nominees or sponsors are needed to validate applications.  Adopting a mentor also creates opportunities to engage additional networks and programs for involvement and development.

3. Cohort

This is a group of students or practitioners who progress through a program together, often participating in group projects. ASQ facilitates this dynamic with different groups convened to study for peer certification exams, community projects, or conferences and events.

This relationship dynamic inspires individuals to progress and advance along with their respective peer groups.  As members attain new heights and gain acceptance among greater peers (i.e. Member-Leaders, ASQ Fellows, Quality Press Authors), the expectations grow in breadth and depth promoting additional involvement and contributions.  The driver of positive peer pressure encourages attendance, involvement, acceptance of leadership roles, and sustained contributions.

4. Comity

This refers to professional acceptance of credentials by people in a different region or domain.  As ASQ becomes increasingly global in its scope and capacity, the opportunities for international comity and legitimacy of professional quality credentials expand.  Comity can also apply across industries so that a quality professional with experience in one industry can laterally move to a different industry without being required to start at junior or subordinate level positions.

This relationship dynamic inspires members to become involved and qualified in order to have their credentials accepted internationally.  For example, this has been a driver of membership growth and participation in India, Argentina, and the Middle East, where exceptional individuals are enhancing the reputations and competitiveness through quality improvement. This is also a motive to encourage industry specialists to share their expertise, thus raising the overall knowledge levels of the Quality domain.

ASQ Awards linked by 5 key attributes

Oct. 1 is the upcoming deadline for ASQ Awards.  In an effort to clarify what these awards recognize, it is important to distill them down to their essential components.  A quick review of the past medalists of ASQ awards reveals that a number of people are multiple recipients of ASQ recognitions, including ASQ Fellow and Honorary Membership designations.

I have created this list of 5 attributes in order to encourage those who may not yet realize that they are in fact qualified and capable of attaining these recognitions.  These attributes are frequently cited across the ASQ Awards, so building up these credentials will enhance the suitability of anyone interested in additional recognitions.

1. Education and Professional Background

This is a key prerequisite. As the quality profession has many distinguished participants, it is essential to measure up to and surpass the standard expectations.  This is necessary to filter out the more transient practitioners who attempt to "reinvent" themselves as quality experts without having the necessary depth or breadth of professional or educational accomplishments.

2. Technical Competence and Contributions

This is important to demonstrate the distinctive contributions that have innovated and expanded the value of Quality to its constituents.  At a minimum, anyone aspiring to be recognized should first consistently demonstrate their capabilities and credibility.  Without this step, the value and importance of ASQ recognitions would be severely diminished.

3. Practical Application of Quality

This is where the value of the work to the profession and society is conveyed and compared.  Quality is often derided as "theory" by those who are resistant to change and protective of their particular status quo.  Only when Quality is convincingly demonstrated to have beneficial effects on outcomes, costs, customer satisfaction, and employee engagement will the methods or techniques be truly embraced and sustained.

4. Publications, Presentations, and Communications

This is a critical component as no ASQ recognition is possible without fulfilling the requirement of a nomination form, which in and of itself is a communications endeavor.  A common evaluation criteria is the array of publications and presentations, particularly those produced within the last 2 years.  It is therefore important to not only be productive in this area, but to diligently track such publications and their impacts. For example, work done through ASQ Press or ASQ Journals is captured in the archives and easily referenced within ASQ.

5. Leadership in the Quality Profession

This refers to leadership within the employer or firm, and within professional societies like ASQ.  Leadership is viewed at multiple levels, along with the accomplishments attained.  The impact of the individual on others, whether fellow Quality practitioners, organizations, clients, or geographic territories (i.e. cities, states, countries, sub-continents), must be tangible.

To emphasize the importance, I have pasted the criteria provided by ASQ on their nomination form for selection to the ASQ Board.  From this list, the characteristics of leadership should be cultivated and expanded over time.

Leadership Competency

1. Fostering a Shared Vision

Communicates a clear and inspiring vision for change, attains the commitment of others to accomplish the vision

2. Strategic Thinking

Takes a long-range perspective, understands trends affecting ASQ, considers competitive benchmarks when making decisions, proposes strategies that align with ASQ's mission, vision, and values

3. Customer-Driven Focus

Seeks and considers data-based information on the perspectives of members, member units, and other customers; prioritizes projects based on alignment with customers' expectations; relies on customer satisfaction data as the primary basis for decision making

4. Staff Partnership

Seeks and considers data-based information on the perspectives of staff, takes staff perspectives into account when prioritizing projects, relies on staff satisfaction data as the primary basis for decision making

5. Stakeholder Considerations

Seeks and considers data-based information on the perspectives of other stakeholders, takes stakeholders' perspectives into account when prioritizing projects, relies on stakeholder satisfaction data as the primary basis for decision making

6. Decision Making

Manages by fact but is sensitive to time constraints that limit the depth of data collection and analysis, takes calculated risks when significant opportunities are involved, willing to make difficult decisions that will improve ASQ's future, articulates the rationale associated with decisions, adopts decisions "as own" when they differ from original perspective, assumes responsibilities for the decisions that are made and their results

7. Leadership Development

Identifies potential leaders, seeks opportunities for potential leaders to learn and practice, provides specific performance feedback to potential leaders

8. Living Within Boundaries

Seeks to understand roles and boundaries of position, focuses attention on areas for which accountability and authority are clearly established, provides feedback on work accomplished in other areas without expecting changed approaches or decisions

9. Accountability

Accepts appropriate assignments that don't jeopardize routine duties and previous assignments; meets expectations within time, budget, and other constraints; accepts responsibility for setbacks

10. Teamwork

Understands when to use teams to achieve goals, participates equally well as a team leader or member, avoids dysfunctional behaviors, coaches team members through challenging work

11. Flexibility

Welcomes new ideas that don't fit with existing perceptions, demonstrates a high tolerance for ambiguity and change, seeks win/win strategies for planned changes

12. Communications

Listens actively to others' comments and presentations, invests time and effort to understand others' written and verbal documents and presentations, communicates thoughts clearly and concisely both verbally and in writing

13. Technical Knowledge and Skills

Understands ASQ's portfolio of products and services, demonstrates proficiency in most areas of ASQ's Body of Knowledge, seeks to increase learning and keep abreast of new developments in the field

14. Global Perspective

Seeks to understand cultural differences and their effect on projects and decisions, incorporates global considerations into all planning efforts, endorses projects that expand ASQ's reach globally

15. Social Responsibility

Seeks solutions that minimize wasted time, efforts, materials, etc.; exemplifies ethical behavior; supports total transparency of ASQ's governance actions (except when members' confidential information is involved)

16. Personal Approaches

Behaves with openness and predictability, maintains a realistic but optimistic outlook for the future, faces adversity without excessive stress or regrettable behaviors, demonstrates consistent values that align with ASQ's values, balances needs for authority with a strong need for accomplishment

Membership Development: Seek First To Understand

As we approach Quality Month, the opportunity for membership development is something for which ASQ sections and divisions should prepare.

It is important to promote and reinforce the positive attributes, and establish the relevance and alignment between the personal priorities of the prospective member and the organization.

Involvement in any organization requires costs and time which have to be justified.  This is especially true in our current age when there are many competing and conflicting pursuits.  For this reason, ASQ, or any organization, must deliver member value commensurate with the time and money invested by its members and participants.

In order to understand where ASQ, or any organization, must align its approach, it is essential to, in the words of St. Francis of Assisi, popularized by Stephen Covey in his many books, Seek First To Understand.

With a better understanding of the passions, aspirations, and life journeys of existing and prospective members, organizations like ASQ can provide a membership experience with more impact and relevance.

Involvement in any activity or organization must be enjoyable in order to build and sustain the necessary fellowship, personal connections, and professional bonds.  Engagement is highly driven by friendships and relationships based on trust and common motives and values.  ASQ attracts like-minded idealists and strives to create a community of choice for Quality practitioners.

The development of long-term membership loyalty extends beyond the individual member to include the spouses, families, and communities of those member.  Consequently it is imperative that there are abundant examples of the positive impacts of ASQ on the community and society.  This reinforces the ethic of being part of something beneficial, and is a source of pride.  The motive then becomes one of continuity and expanding upon a legacy of virtue with even greater achievements.

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.