A "Country and Western" View of Quality Control

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

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

Quality for Life Areas of Interest

• Social/Relationship Quality

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


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

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

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

1. Singing Cowboys and Statisticians

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

2. Marty Robbins and Deming

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

3. Frankie Laine and the Quality Gurus

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

4. Slim Whitman and the Japanese Quality Masters

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

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

Linking To Talent

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

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

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

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

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

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

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

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

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

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

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

Worthy Focus and Diligent Execution

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

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

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

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

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

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

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

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

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

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

6 Planning for the quality management system

6.1 Actions to address risks and opportunities

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

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

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

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

_______________________________________________________________

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

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

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

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

ASQ Organizational Excellence - Stay the Course

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

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

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

PUBLIC RELATIONS

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

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

LEGITIMATE COMMITMENT

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

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

Military Quality - Gen. Winfield Scott

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

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

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

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

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

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

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

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

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

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

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

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

Education - Quality Is More Than Just Showing Up

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

2014 - The "Perfect" WCQI Conference

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


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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Subpart A--General Provisions

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

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

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

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

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

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

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

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

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

WCQI in Texas - An Historical Background

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

"Perhaps some history is in order.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

WCQI - Keep your schedule full

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

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

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

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

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

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

Quality without Governance = Disaster

I found another example of how an organization's governance undermined its quality discoveries, to the detriment of its customers and society at large.

GM Cobalt Delayed Recall

The link describes a scenario where General Motors recalled its 2005-2007 Chevy Cobalt due to an ignition problem.  The summary is that:
- If the ignition is contacted in a certain way, the engine will shut down.
- If the engine shuts down, the airbags will not deploy.
- If the airbags do not deploy, the safety of the driver and passengers will be compromised.

There were multiple deaths arising from this automotive hazard.

 According to the article, the technical staff successfully recognized and reported the ignition issue.

A GM engineer experienced the problem while test-driving one of the vehicles in 2004 according to deposition transcripts provided to CNNMoney by Cooper. GM's engineers concluded there was a problem with the ignition switch in 2005, the depositions showed.

"Testimony of GM engineers and documents produced in Melton v. General Motors et. al., show that the automaker actually knew about the defective ignition switch in these vehicles in 2004 before it began selling" the 2005 Chevrolet Cobalt,

CBS News has learned GM's recall is coming 10 years after the defect was first discovered and seven years after people began to die.

My point in raising this subject is not to disparage General Motors, but to draw attention to the fact that our Quality profession is fundamentally impotent and powerless unless the organization's governance is willing to make the necessary commitments and decisions to follow through when quality problems are discovered.

In our profession we devote considerable time to the tactical methods and techniques to discover quality outcomes.  However there is inadequate and insufficient attention dedicated to synchronizing the Quality function with the Executive or Senior Management.  For every high profile example, there are likely ten or twenty examples at different levels.  This is a very substantial challenge.

Voice Of The Customer - Seattle Seahawks "12th Man" Extreme Customer Engagement

Voice of the Customer is a subject within the Quality Body of Knowledge, and in 2014, no voice was louder than that of the "12th Man", namely the collective fan base of the 2014 Super Bowl Champions, the Seattle Seahawks.

Being in the Pacific Northwest, the news is overwhelmed by the Super Bowl Champion, Seattle Seahawks. In addition to their outstanding top-rated defense (again proving the wisdom of the phrase, "Offense sells tickets but Defense wins championships), the players and coaches of the Seattle Seahawks credited their fans, whose record-setting audio interference from their loud cheering contributed to the season of victories.

In a stroke of masterful customer engagement, the Seattle Seahawks organization has branded the collective fan base as "The 12th Man", implying that success can be credited to the ticket-paying or television-watching fan.

Extreme customer engagement makes the customer feel as if they are not only the consumer of the organization's goods and services, they are an essential part of its success.  This is not unique to professional sports.  The musical group, the Grateful Dead, had a following of "Deadheads", in spite of having very little radio play during decades of recording and touring.

The success of extreme customer engagement is a "game-changer", which converts the customer from a demanding adversary to a collaborative participant and partner.

Since Quality is about Customer delight and excitement, elements of Quality should be oriented towards the establishment of a loyal and devoted customer culture.  The enthusiasm and conviction generated by the customer base needs to be cultivated and recognized.

Steve Jobs captured this brilliantly with his branding of potential Apple customers as the "Crazy Ones".  This set apart Apple users as defiant, nonconformist, and demanding.

It is not enough to please the customer; they must be motivated and inspired and brought along for the journey to partake and celebrate as your organization reaches new heights.  Whether branded as the 12th Man, Deadheads, The Crazy Ones, or some other catchy title, the Voice of the Customer must be ever-present and everlasting in order to attain success.

ASQ Fellows - Congratulations, The More The Merrier

I wanted to extend my sincere congratulations to the newly recognized ASQ Fellows.

ASQ Fellows 2014

The list of honorees has been posted and new ASQ Fellows are definitely in very impressive company which includes a past ASQ Chair and Board Members.

I recognized about 4 or 5 of the names from various initiatives, and doing a quick search on linkedin.com revealed the background of other new ASQ Fellows.  The new cohort definitely adds to the prestige and prominence of this membership category.  I am humbled to be included among their ranks.

I have commented before that the ratio of ASQ Fellows to the breadth of ASQ Senior members suggests that even with 10% representation, there should be between 4000 and 5000 Fellows instead of 600-800.  

24 does seem to be a low number of recipients, particularly since the Fellow criteria is not that remarkable for a professional with 15 years of Quality experience.  Here is an example portfolio of an active QA professional that should qualify for ASQ Fellow recognition.

·         Have a responsible QA role or position: 4 points
·         ASQ Certification: 6 points
·         Teach courses regularly at post-secondary institute (or consulting engagements for academics):  7 points
·         ASQ Committee work or member-leader:  4 points
·         Write articles or give presentations: 4 points
·         Participate in an equivalent industrial organization :3 points

If records were properly kept, there is no reason why each ASQ section or division should not submit a minimum of one application for a new Fellow every year.  I personally think that it would be a sign of success and robustness if ASQ recognized 50 or even 100 people in a year with this credential (without reducing or waiving the criteria for acceptance into the Fellow ranks).  I encourage any ASQ Senior Member who fulfills the ASQ Fellow criteria to approach their section or division to prepare and submit an application.

If anyone is interested, I recommend the following Quality Progress article: So You'd Like To Be An ASQ Fellow.  According to the article the ASQ Society Examining Committee receives 40-50 applications each year and nominates 60% of the candidates.  If every section and division were to nominate a minimum of one Senior Member per year (and up to 4 or 5), and if the guidance was followed, increasing the success rate to 80-90%.this would easily result in having over 100 new ASQ Fellows being recognized annually.  

The ASQ Fellow program is very good and I am glad when deserving quality practitioners and professionals receive this recognition and enhance its prominence and prestige. 

Congratulations again to the new ASQ Fellows – see you in Dallas in May.

Manufacturing - You Cannot Be Serious!!!

When I read the outcomes of the Manufacturing Outlook from the View From The Q , my reaction was similar to that of tennis legend, John McEnroe.

YOU CANNOT BE SERIOUS !!!

When business leaders blame the economy, they are implicitly absolving themselves from accountability. However it is interesting that in times of prosperity, these same business leaders take full credit for their success and reward themselves disproportionately.

In truth, there has never been a better time to operate a business.  The capabilities of technology, along with the increased sophistication and collaboration of many business participants and stakeholders, should be a source of optimism in the future.

When business claim that they can't find "good people" and can't afford to adopt any of the practices of Smart Manufacturing, one cannot help but identify the relationship.  Good people are attracted to companies and organizations that will have and provide reasonable chances of success and prosperity.  There are many interdependencies that not only attract good staff, but sustain and permit their continual growth within an organization.

According to the survey, almost 90% of those manufacturers surveyed have not experienced the improvements that Smart Manufacturing purports to deliver.  Conversely speaking, those manufacturers have embraced the status quo of retaining uninspired and moderately competent people, using obsolete and detrimental processes and technology solutions, to deliver manufactured solutions which frankly will not be competitive with the 10% of firms who employ good people, adopt Smart Manufacturing practices, and take steps to innovate and grow.

So these firms that are not adopting modern practices expect to hire more staff at higher wages?  YOU CANNOT BE SERIOUS!!!  The relationship is clear and should be self-evident.

Consider that top companies like Apple, Honda, and Toyota didn't immediately make premium products.  Their initial prototypes were mocked by the established industry leaders of the day, and many pundits predicted their fall.  However while General Motors was distributing Corvairs with known safety hazards and paying their union employees high wages to literally sabotage productivity and innovation, organizations like Honda and Toyota were redefining the workplace and the expectations of employees.

Quality products emerge from quality organizations and quality systems, which originate from quality governance.  To those who expect a different outcome, YOU CANNOT BE SERIOUS!!!

Epiphany in 2014

Today people of many different cultures celebrate Epiphany.

This holiday originates back to the celebrations of Dionysus, and the wine festivals of Ancient Greece.

The Christianized version alludes to the visit of the Three Kings or Three Wise Men, who came to the nativity to bring gifts of gold, frankincense, and myrrh to the baby Jesus.

Epiphany also refers to the discovery of a solution.  With that in mind, I wish everyone a delightful Epiphany in 2014.

Start with Why - Sustain with Servant Leadership

In November, I had the opportunity to review comments from the ASQ Board of Directors, who advocated the positive concepts of Sinek and the Servant Leadership approach as a suitable leadership model for Quality.  A significant portion of the content below on Servant Leadership is extracted from the November Quality Progress.  

The purpose of this article is to summarize these ideas in order to build awareness and interest, and subsequently have more quality professionals receptive to these very constructive and collaborative approaches.

Simon Sinek, the renowned business author and communicator, has delivered a series of leadership books and presentations with the theme “Start With Why”.  Leadership arises when the focus is directed to WHY a business or organization exists:

-          Start with WHY, then use that to determine HOW and WHAT

-          Trust is based on common values and beliefs, and is inspired by WHY

-          Our willingness to follow a leader reflects and is an expression of ourselves

-          Leaders must have a vision that inspires others

-          Leadership is a responsibility of service to others for their benefit

According to Sinek, when leading by inspiration, not manipulation, the emphasis is on the shared purposes, causes, and beliefs.  The salient below reflect Sinek’s overview of this approach and its benefits:

-          Groups of people form from having a common set of values and beliefs

-          Inspire from the Inside-Out with Authenticity

o    Clarity of Why

o    Discipline of How

o    Consistency of What

-          Trust is a human condition, essential for our survival

o    Judge the quality of the crew in rough waters

o    Rational brain focuses on What, and controls thoughts and analytical elements

o    Limbic brain focuses on How and Why, and controls feelings, trust, loyalty, behavior, language, and decisions

-          Reliance on symbols to draw other with common values and beliefs

o    Feelings and decisions are not rational but emotional

o    Feelings say something about WHO WE ARE

-          Law of Diffusion

o    First 16% (2.5% Innovators, 13.5% Early Adopters) trust their gut and are intuitive to adopt new ideas and products

o    Last 16% are laggards and the last to adopt

o    Middle 68% majority wait for all early adopters to use the “trial version” and need 20% penetration before becoming engaged

o    Shift from Early Adopters to Majority is “Tipping Point”, and transcendence is “Crossing the Chasm”

-          Leaders prove what they believe – undying belief in a future vision

o    Strategy is adaptable when you have a clear sense of where you are going

o    Outcomes (Money, Quotas, Results) are not the target but arbitrary

-          Leadership is a responsibility, not a rank or position

o    Serving those who serve others provides very high satisfaction and fulfillment

o    Great leaders sacrifice themselves for others

o    We follow those who lead for ourselves (i.e. 250,000 people who came to hear Dr. Martin Luther King came for themselves and their common values and beliefs)

This actually aligns very closely with the Servant Leadership concept advocated by Greenleaf and his contemporaries.   According to Greenleaf et al, servant leadership is a philosophy that emphasizes focusing first on others’ needs. Servant leaders are attentive to the growth and development of their stakeholders, including employees, customers, partners and the community. This approach enriches the lives of individuals, builds organizations that are more customer-focused and that it ultimately creates a more just and caring world:

• Servant leadership is a timeless concept—especially relevant for quality organizations because of its relationship with continuous improvement.
• Organizations benefit from servant leadership because it creates more effective and innovative teams and greater profitability.
• It can be practiced by anyone, regardless of his or her location in the organizational hierarchy.

"The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?
Characteristics of Servant Leadership include:

• Service first: Service to others is the prime motivator of the servant leader, and leadership becomes the way of providing that service.
• Community building: Servant leaders define their stakeholders broadly, focus on the common good and seek to build a trusting community.
• Persuasion not coercion: Servant leaders do not dictate or autocratically exercise power. Rather, they persuade others to agree and to act.
• Followers willingly follow: Followers of servant leaders choose to follow, voluntarily, because they trust the servant leader and own a shared purpose.
• Journey: Servant leadership is a journey—a process of continuous improvement and growth.
• Asking questions: A servant leader values the wisdom of others and therefore addresses any issue by asking questions.
• Listening: Servant leaders are experts in listening. Iarocci and Monroe said servant leaders automatically respond to any problem by listening first.
• Withdrawing and reorienting: Servant leaders are self-reflective and practice the art of withdrawing and reorienting to improve their perspective on the self and the work at hand.
• Exercising foresight: Servant leaders practice foresight by keeping up with current events, scanning the horizon for signals of change, listening actively and looking outside the boundaries of their own organizations.
• Growing others: Servant leaders relentlessly pursue the growth and development of others and create more servant leaders, not more followers.

Organization which practice servant leadership are marked by lower levels of absenteeism, greater customer satisfaction, and higher levels of productivity and performance,  Because servant leaders are attentive to the growth and development of others, individuals who practice servant leadership tend to positively influence those around them and, in turn, create more servant leaders.

Seven key dimensions of servant leadership were defined:

·         behaving ethically,

·         emotional healing,

·         putting subordinates first,

·         helping subordinates grow and succeed,

·         empowering,

·         creating value for the community, and

·         conceptual skills.

These researchers found servant leadership to significantly enhance commitment to the organization, job performance, and community citizenship behavior.  These studies demonstrated that servant leadership led to team performance through its positive influence on trust. When subordinates feel psychologically safe, they are willing to take risks associated with being creative, are willing to challenge the status quo (which leads to better decision making), and are motivated to perform well as a way of reciprocating for fair treatment by the leader.

Servant leadership was shown to positively influence the relationship between goal clarity and team potency. Servant leaders gain team member trust and build long term relationships by showing genuine concern for all team members.  And because it is the leader’s team, follower trust in leadership acts to elevate team members’ trust in the capabilities of their team to be effective. Servant leaders, who are fair, and honest with team members, promote open and problem-driven communication within the team, resulting in enhanced team member confidence in their team’s capabilities to be effective even in the face of uncertainty and obstacles. Servant leaders cultivate personal integrity among team members to create a spiritual climate within the team, which elicits team members to cooperate with and care about each other and enables them to be optimistic about their team’s capabilities to be effective.

Servant leadership was researched by academics (Piccolo & Colquitt, 2006), (Liden et al., 2008) , (Neubert, Kacmar, Carlson, Chonko, & Roberts, 2008) and ((Mayer, Bardes, & Piccolo, 2008) to demonstrate its impact on organizations and satisfaction.  The full reference list is below.

References

Simon Sinek – YouTube presentations (multiple)

Ehrhart, M. G. (2004). Leadership and procedural justice climate as antecedents of unit-level organizational citizenship behavior. Personnel Psychology, 57, 61-94.

Graham, J. W. (1991). Servant leadership in organizations: Inspirational and moral. Leadership Quarterly, 2, 105-119.

Greenleaf, R. K. (1970). The servant as leader. Newton Centre, MA: The Robert K. Greenleaf Center.

Hale, J. R.,& Fields, D. L. (2007). Exploring servant leadership across cultures: A study of followers in Ghana and the USA. Leadership, 3(4), 397-417.

Han, Y., Kakabadse, N. K., & Kakabadse, A. (2010). Servant leadership in the People's Republic of China: A case study of the public sector. Journal of Management
Development, 29(3), 265-281.

Hu, J., & Liden, R.C. (2011). Antecedents of team potency and team effectiveness: An examination of goal and process clarity and servant leadership. Journal of Applied Psychology, 96, 851-862.

Liden, R.C. (2012). Leadership research in Asia: A brief assessment and suggestions for the future. Asia Pacific Journal of Management, 29, 205-212.

Liden, R.C., Panaccio, A., Meuser, J.D., Hu, J., & Wayne, S.J. (in press). Servant leadership: Antecedents, processes, and outcomes. In Day, D.V. (Ed.) The Oxford handbook of leadership and organizations. Oxford, England: Oxford University Press.

Liden, R.C., Wayne, S. J., Zhao, H. & Henderson, D. (2008). Servant leadership: Development of a multidimensional measures and multilevel assessment, Leadership Quarterly, 19, 161-177.

Mayer, D. M., Bardes, M., & Piccolo, R. F. (2008). Do servant-leaders help satisfy follower needs? An organizational justice perspective. European Journal of Work
and Organizational Psychology, 17, 180-197.

Neubert, M. J., Kacmar, K. M., Carlson, D. S., Chonko, L. B., & Roberts, J. A. (2008). Regulatory focus as a mediator of the influence of initiating structure and servant leadership on employee behavior. Journal of Applied Psychology,93(6), 1220-1233.

Peterson, S., Galvin, B. M., & Lange, D. 2012. CEO servant leadership: Exploring executive characteristics and firm performance. Personnel Psychology, 65: 565-596.

Piccolo, R. F.,& Colquitt, J.A. (2006). Transformational leadership and job behaviors: The mediating role of core job characteristics. Academy of Management Journal, 49, 327-340.

Schaubroeck, J., Lam, S. S. K., & Peng, A. C. 2011. Cognition-based and affect-based trust as mediators of leader behavior influences on team performance. Journal of Applied Psychology, 96: 863-871.

Van Dierendonck, D. 2011. Servant leadership: A review and synthesis. Journal of Management, 37: 1228-1261.

Walumbwa, F. O., Hartnell, C. A., & Oke, A. (2010). Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: A cross-level investigation. Journal of Applied Psychology, 95, 517-529.

Yukl, G. (2010). Leadership in organizations (seventh edition). Upper Saddle River, NJ: Prentice Hall.