ASQ Canada - Links to PAR, Leadership, Student Branch, and Career Center

I am providing the content which I sent to the leadership group of each ASQ Section in Canada (and yes, I did have contact information for all 16 sections).

Good evening,

I am communicating some action items arising from the recent ASQ Canada leadership call on Feb. 20.  I hope that you will review this material and apply this in your respective Member-Leader activities.

I have captured and summarized some necessary guidelines and hyperlinks related to the following areas pertinent to your ASQ Sections.  If you have any questions or concerns, please do not hesitate to contact me.  For your benefit and convenience, I have copied this message to the contact people who can support your successful implementation of these items.  I encourage you to reach out to them with any specific questions, as they are all part of the greater ASQ team committed to your success as Member Leaders.

·         ASQ PAR GOOD STANDING REQUIREMENTS (Cynthia Nazario)

·         ASQ PAR INNOVATION (Cynthia Nazario)

·         ASQ LEADERSHIP SURVEY (Gary Gehring)

·         ASQ STUDENT MEMBERSHIP (Stephanie Thompson)

·         ASQ CAREER CENTER (Stephanie Gones)

Sincerely,

Dan

ASQ Fellow, Regional Director

ASQ Region 4 (Canada)

ASQ PAR GOOD STANDING REQUIREMENTS (Cynthia Nazario)

This refers to the operating requirements that all ASQ Member Units, including ASQ Sections, must fulfill as a condition for recognition by ASQ.  In the interest of transparency and governance, it is essential that ASQ Sections are led by named members who are paid up and personally in good standing with ASQ, and provide their financial reports and business plans in a timely manner according to the schedule and format below.

http://asq.org/member-leader-community/key-tasks/index.html

http://asq.org/member-leader-community/key-tasks/par-good-standing

Due Date	Action	Responsible	Comments
Feb 15. 2015	Annual financial Report/ Audit due	Treasurer, Audit Chair	Please work with ASQ Finance to get confirmation
Apr 30, 2015	Section Quarterly Financial Report due (Q1)	Treasurer	http://asq.org/member-leader-community/key-tasks/finance/index.html
Jul 31, 2015	Section Quarterly Financial Report due (Q2)	Treasurer	http://asq.org/member-leader-community/key-tasks/finance/index.html
Oct 31, 2015	Section Quarterly Financial Report due (Q3)	Treasurer	http://asq.org/member-leader-community/key-tasks/finance/index.html
Nov 1, 2015	Section officer and committee lists due	Secretary	http://asq.org/member-leader-community/key-tasks/officers-committees/index.html
Dec 15, 2015	Section Budgets due	Treasurer	http://asq.org/member-leader-community/key-tasks/operations/business-planning.html
Dec 15, 2015	Section Business Plans due	Chair	http://asq.org/member-leader-community/key-tasks/operations/business-planning.html
Dec 31, 2015	Required Section Positions filled with eligible ASQ members in good standing	Sections – all	http://asq.org/member-leader-community/key-tasks/officers-committees/index.html

ASQ PAR INNOVATION (Cynthia Nazario)

The ASQ provides ASQ Member Units in Good Standing with the opportunity to apply for a PAR Innovation Award, to recognize the delivery of member value to ASQ Members.  As an administrative contingency, I encourage all sections to complete and submit their Intent To Apply form by Monday, March 16, 2015.

http://asq.org/member-leader-community/key-tasks/par-innovation

http://rube.asq.org/members/leaders/par-intent-to-apply.pdf

ASQ LEADERSHIP SURVEY (Gary Gehring)

As Member Leaders you have been requested to provide your responses to a study that will help to create effective Leadership Development programs within ASQ.  Please respond to the survey by activating the link below, which is also found within the Jan. 30 edition of ASQ Member Leader Friday Fast Facts (How Do You Define Leadership?).

http://links.communications.asq.org/ctt?kn=13&ms=MTA1Mjc4NDkS1&r=MTY1MDcwMDI0MDc0S0&b=3&j=NDYyNjMzNDIwS0&mt=1&rt=0

http://links.communications.asq.org/servlet/MailView?ms=MTA1Mjc4NDkS1&r=MTY1MDcwMDI0MDc0S0&j=NDYyNjMzNDIwS0&mt=1&rt=0

One of the objectives of the Member Leader Training Team is to support member leaders through leadership development. Your participation in a brief survey will help define leadership for ASQ and provide the basis for the development of a leadership curriculum.

ASQ STUDENT MEMBERSHIP (Stephanie Thompson)

This summary, along with the attached presentation, provides your Section with a concise and workable approach to effectively engaging students into the ASQ Section.

From: Stephanie Thompson [mailto:Stephanie.Thompson@campcorpstructures.com]
Sent: Friday, February 20, 2015 11:19
Subject: RE: Agenda: ASQ Canada Section Leader Teleconference: February 20, 2015

Region 4 leaders,

Thank you for the opportunity to attend your teleconference monthly meeting on behalf of QMD. We are excited for these quality connections with the sections and future leaders in quality, our student members. Quality is cross functional and what better way to engage many different disciplines than to start at the colleges and universities sharing applicable quality? 

It was great to hear about the focus on students in Hamilton… Lets work to get the students to experience the magic of quality! Free conference registration, scholarships & honorariums, publication opportunities, and establishing quality connections all add value to student members as well as adding diversity to ASQ. Please share the information with your local colleges, universities, communities, and family.

Do not hesitate to reach out with questions, comments, or ideas about supporting student members.

Enjoy your weekend,

Stephanie Thompson

Quality Manager

CampCorp USA Inc.

T: 623.546.5922 x 2412 | C: 480.648.7643 

13550 W Foxfire Drive, Surprise AZ 

ASQ CAREER CENTER (Stephanie Gones)

This is the summary of the ASQ Career Center, which communicates job openings through Social Media, and can be integrated with the Section communications.

The ASQ Career Center is part of the Engineering & Science Career Network which is made up of 40 engineering and science associations to create one board geared towards the quality, engineering & science professional.  By posting on ASQ’s job board you are gaining access to our niche market of job seekers and members (74,000), plus you are able to search over 24,000 resumes.  The combined reach of the 40 associations is 850,000.  Your job posting is also fed automatically to ASQ’s LinkedIn and Facebook pages.   

Posting the positions online: 

Rates: The cost to post a job is (USD) $295 member - $495 non-member for 30 days.  Other packages consist of purchasing 60 day posting, or bulk job posting packages to use over the course of 1 year.  We also have a “Featured Jobs” option, which highlights your job on the site for an additional $125/$225.   Membership to ASQ starts at only $99 per year – so it’s well worth the membership fee just for the discount.  However, membership does offer you a lot more.  As a FULL member you also have access to network with local professionals (your Section) as well as industry specific (Division or Forum) members from around the world.   

If you have not posted with us before, you will need to register as a new employer. The system walks you through the posting process and will ask for credit card (MasterCard, Visa or American Express) payment at the end.  Visit our Career Center at http://careers.asq.org/website/employers/steps123.cfm  

If you’re looking for several Employees, you may be interested in exhibiting at ASQ’s World Conference on Quality & Improvement in Nashville, TN.  We have an add on package available for any Exhibitor looking to hire.  It’s a great opportunity to meet several qualified candidates in one location.  http://asq.org/wcqi/2015/exhibitors.aspx

If you have any questions please feel free to contact Stephanie Gones at sgones@asq.org or 800-248-1946 x7256

Quality IS Global, It's ASQ That's Still Regional

Well, it is not often that I find my opinion at a divergence with the sentiments expressed on View From the Q, but the recent article about The Globalization of Quality frankly expresses a viewpoint with which I cannot in good conscience agree, nor let stand without a counterpoint.

The official message is that ASQ, by virtue of its Quality Body of Knowledge (QBok), is undertaking the grand initiative of propagating Quality from the United States to foreign countries.

The facts suggest a different narrative.  Within the recent history of ASQ, the recognitions have trended away from the traditional American "good ol' boys" and more toward the international participants, as well as those who have traditionally suffered from systemic discrimination. Consider the following trends:

- Of the recent 15 new ASQ Fellows, 5 are located outside of the United States.  Although the percentage of Global membership is smaller, fully 33% of members at the highest level originate from those very countries and continents that ASQ aspires to enlighten.

- The International Team Excellence Competition profiles the successful teams at this website.   The victorious teams originate from diverse locations including Dubai, Argentina, Malaysia, South Africa, India, China, Thailand, Mexico, and the far reaches of the inhabited world.  The best examples of applied Quality practices demonstrate that Quality is global, and is not restricted to any particular culture or geography.

- The ASQ Feigenbaum Medal not only recognizes an accomplished quality practitioner at or under 35 years of age, it serves as a predictive indicator of future ASQ leaders.  It is interesting to note that among the Feigenbaum Medal recipients, there are no "good ol' American boys".  This progressive award has acknowledged the contributions of members originating from foreign nations (outside of the USA), visible minorities, and women. There is no affirmative action mandate - the criteria for this award has remained true to the edicts and ethics of Dr. A.V. Feigenbaum, and recipients possess the virtues and credentials valued by ASQ.

I predict that in 10 years (or sooner), the composition of the ASQ Executive team, Board of Directors, and leadership councils (SAC, TCC, GAC) will reflect the cosmopolitan nature and global diversity of ASQ's membership, and will have even greater representation of females, internationals, and visible minorities, not from mandated affirmative action or diversity quota, but from superior merit and ability.

In contrast, ASQ still operates as a regional enterprise,  For ASQ to be truly global, it must first arise from its regional limitations and service gaps affecting North America. which include:

- The Customer Care department is staffed from 7AM-5PM Central time.  This permits ASQ to provide the necessary services to members during core business hours in Eastern and Central time.  However members in Mountain and Pacific time zone do not have similar convenience for their membership dollar.  A better approach would be for ASQ Customer Care to provide live agents during business hours for all of North America, starting at 8AM Eastern and finishing the day at 5PM Pacific.

- There is an ASQ section (404) which is specifically targeted for the French-speaking population of Montreal, Quebec.  Quebec is a Canadian province which has French as its primary language.  While ASQ offers itself as a professional society for Francophones, it does not employ anyone in its Customer Care group who is fluent in French (one of the official languages of the North American country of Canada).  It would seem that before ASQ extends its capabilities to overseas members, it should aspire to adequately address its membership base in North America first.

In my role as a Regional Director for Region 4 (Canada), which includes Quebec and the Mountain and Pacific time zones, I have proposed the expansion of ASQ's Customer Care to address these specific Service Quality gaps.  Unfortunately I have not encountered anyone at ASQ willing to take ownership for the timely resolution of these service limitations.

In his post, ASQ CEO commented on the service expectations for the global Quality community, and the question as to whether ASQ is doing enough to accomplish the mission.

"Given that, we have an obligation to serve our global members. We want them to feel welcome, supported, and listened to.  In some cases that meant we needed a presence on the ground to better understand and serve their needs."

"This month my question to you is: ASQ’s mission statement talks about increasing the use and impact of quality in response to the diverse needs of the world?  Are we doing enough, throughout the world, to accomplish that mission?"

Well, for ASQ to have an adequate presence on the ground globally, it must first meet the inherent challenges present in North America.  If this cannot be reasonably accomplished from Milwaukee, then an expansion or relocation is necessary to ensure adequate coverage of all of the "nations" within North America.  Based on the existing service gaps, only 7 of the 11 nations are fully served by ASQ Customer Care, with New France, the Left Coast, the Far West, and El Norte getting the short end of the deal.

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.

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

Visit Quality Management Journal online
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Six Sigma Forum Magazine
The first magazine addressing the specific needs of Six Sigma professionals.

Visit Six Sigma Forum Magazine online
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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
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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.