Sep 16

CQA Boot Camp

An overview of ASQ CQA BoK in preparation for the certification exam taught by our very own Andy Britt!

Nov 14

November 2017 Tour

Tech Data Company Tour- Registration will open on November 1st, 2017 

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Newsletter

Quality Spirit Quarterly Print

Columbus Section Chair Update

Hello to all Members of the ASQ Community!

This is our second Newsletter of the year. I apologize for the lateness of this 2nd Quarter Newsletter. Our Newsletter Editor had to resign because of work and family responsibilities, we were sad to see her go, but we wish her all the best. 

We are happy to introduce Shirine Mafi as our new Newsletter Editior starting with the 3rd Quarter edition.  Shirine is a Professor at Otterbein University and one subject that she teaches is Operations Management in both the Undergraduate and Masters program. She provided an article entitled "Importance of a Newsletter". Please read this and consider volunteering to be a part of the Newsletter Committee! We can always use more volunteers and she would appreciate any and all help to put together the next newsletter. If you are interested in publishing an article let us know! 

I received permission from a couple of individuals to publish their articles that were included in the Quality Management Newsletter. Many of you are not members of Quality Management, so I wanted to share these. One was written by JR McGee it is titled. "Here are some powerful lessons I've learned over the years." I thought it was very insightful and caused me to think. I hope you have the same reaction. The other article was "Organizational Excellence Frameworks-How to Fail", written by Prashant Hoskot. It contains a dozen reasons why your organization should not do Excellence frameworks. Again, it causes you to think about what is your organization is committed to and if they serious.

Gordon Clark wrote an article on Advancing to ASQ Fellow Membership. You should read his article about the requirements and documentation required. Consider contacting him if you re serious about pursuing this achievement.

We are still looking for volunteers to assist new members in learning about Quality and ASQ. I developed an article "Becoming an ASQ Friend". I hope that you will read it and seriously consider getting involved to help a new member. 

One of our member leaders, Jordan Green submitted an article titled "Process Maps: Why you should use them". I could not agree more. Process Maps are a powerful tool that assists in understanding any process. I appreciate her submittal.

The year is almost 3/4 over. Are you making progress toward your 2017 goals and objectives? You still have time. You just need to get started. Do not look back in late December thinking "I wish I would have..........." Get started now. Make this year the year that you achieve something that is important to you!

I hope to meet you at a Dinner meeting or Tour before the year is up.

Regards,

Tom Baldrick

 

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What do Good newletters do?

What do good newsletters do???       
Written by: Shirine Mafi

In a world full of instant news, tweets, Facebook and Instagram, what is the value of one more thing to read? Why should anyone spend time reading a newsletter, even if it is quarterly?

I asked myself this question after I accepted Tom’s offer to act as the new editor for Quality Spirit Quarterly. Now it is my responsibility to understand what the members’ expectations are and how can the leadership collectively meet them with the help of each and every member.

What is a newsletter? It is a means by which an organization disseminates news and other relevant information to its members. We often ignore our newsletters, thinking that it does not have any timely relevance to us and in many instances the value of internal communication is often underestimated as we concentrate more on external marketing rather than internal marketing. However, research indicates that organizations that exhibit strong internal communications gain a significant strategic advantage (Davis, Krapels and McCarty, 2005). Newsletters can give employees a tangible link to each other as well as to the organization. It gives them a sense of belonging to something collectively.

What is the mission of ASQ?

Established over 70 years ago, ASQ is a global community of quality experts in all fields and industries. ASQ is dedicated to the promotion and advancement of practice of quality by educating its members on quality tools, principles and best practices around the globe.

So what does a newsletter for a local chapter of ASQ does for its membership? It supports the mission of ASQ by:

1)      Educating its members on current developments on the field of quality.

2)      Keeping members informed of local and national educational/ professional activities.

3)      Disseminating relevant information on a timely manner.

4)      Keeping members connected to one another and to the Chapter.

5)      Recruiting new members as well as retaining current members.

 

In light of all these advantages, what is the responsibility of the chapter vis a vis its members? And the responsibility of the members vis a vis the Chapter?

Keep us informed so that we can share news, articles, promotion, celebration, retirements, etc…Give us feedback on what you want to read onyour newsletter, after all the newsletter is here to serve you so we need to hear from you. So get on your computer and send me stories, articles, news to smafi@otterbein.edu.

I am waiting……..

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ASQ Friend

ASQ Friend – What is an ASQ Friend?

A friend is defined in Webster’s Pocket Dictionary as: 1. a person whom one knows well and cherishes. 2. An acquaintance. 3. A person who promotes or favors something. 4. A person of the same nation or group as oneself.

By the above definition (Number 4) all ASQ members would be friends. I would like it to be more than just a friend, I want to consider you as family, a family within the ASQ community. I would like it to get to be equal to definition number 1. I would like individuals to volunteer to be an “ASQ Friend” to a New Member.

It has been found in Research done by ASQ that members that join but do not feel a part of the organization do not stay. Several surveys that have been done included individuals commenting that nobody spoke to them at the meetings or they did not feel welcomed. I would like to change that. I want new members to be welcomed and appreciated.

We need existing members to volunteer to be ASQ Friends. When that occurs our Membership Chair, Walter So, will pair them up with a new member. The ASQ Friend would have the following responsibilities:

Welcome the New Member to the ASQ Section. Invite them to attend a Dinner Meeting or Tour. When they attend a dinner meeting, sit with them and make them feel welcome and involved. If it is a tour, again, welcome them and make them feel comfortable.

Find out what their interests are. Do they want to be on a committee? Are they interested in Education or Training classes? What topics or subjects? Why did they join ASQ? How long have they been in Quality? Again, the purpose is to make them feel comfortable and a part of the section. Make sure that the Committee Chairs know what the new member’s interests are. This can be done by encouraging them to fill out the “Voice of the Customer” card available at Dinner meetings

Are you interested in becoming an ASQ Friend? Contact Walter So and he will match you to a new member. Once you have connected with a new member and they have attended a tour or Dinner meeting, you will receive an ASQ Name Badge with your name and the Title of “ASQ Friend”. Everyone will know that you are willing to volunteer to make our section stronger and make others feel welcome.

 

Tom Baldrick

Chair, Columbus Section 801

 

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Process Maps: Why You Should Use Them!

Process Maps: Why you should use them!
Written By: Jordan Green

One of the most effective process improvement tools in my project toolbox has been the process map. The power of process maps lies in the fact that their creation invokes multiple learning styles and that they can be molded into many styles. The project team discussion centered around map development lends to the auditory learners, the physical writing or designing provides a hands on experience for kinetic learners, and the actual map itself caters to the visual learners. 

When you gather subject matter experts (SMEs) for your project, you’re generally gathering 5-10 people with different learning styles, change acceptance levels, and quality backgrounds. Quality professionals in services industries, like healthcare or finance, are typically working with individuals who are not as familiar with process methodology as individuals in a manufacturing environment. For those project members who are unfamiliar with any type of process methodology or those confused by/opposed to mathematical representations of data (they do exist), the visual model of process maps provide another avenue to illustrate process gaps, bottlenecks, handoffs and create an environment of learning for each member of the project. Collecting an assortment of SMEs by function, level, and tenure makes for a cross-functional project team that will likely have conflicting ideas of how the process works and what improvements need to be implemented. THIS IS YOUR KEY TO BUY IN! Using process maps, you can get into the details of the process and gain consensus at all levels. Management may believe that their subordinates follow procedures to the letter, but by mapping the process the truth tends to be uncovered. Variation can occur in different business sites, across different individuals, or different equipment/systems.

“Managing and improving processes is the core of Six Sigma. And in order to truly understand a process, identify challenges and make improvements, the details of the process must be clarified. Often business leaders believe that they know how a process is performed, when in fact there can be a great deal of detail and variation that is not part of their awareness.” (Wiesenfelder)

Providing an open forum for discussion and design can lead to an awareness for all parties. This awareness leads to acceptance of reality and a sense of ownership in the later phases of the project.

Moving into an analyze phase, a common tool to combine with process maps is value analysis. When first introduced, this topic can be difficult for your project team to visualize because everyone tends to believe their work provides value. Seeing the process they own with Non-Value Added (NVA) labels may lead to passionate discussion. It’s all in the approach with this tool and process maps can help. Having the history behind the map’s creation will help with the assignment of Non-Value Added versus a Value Added status. When objections to the Non-Value Added assessments occur, reiterating actual versus prescribed steps using the map as a reference and emphasizing improvement prioritization through ranking of value status can bring the opposition back to acceptance. It is a way to pinpoint and categorize gaps into manageable action plans.

Don’t waste a chance to engage multiple learning types, provide illustration-based analysis, or further enhance process documentation in your next project by passing over the process map.

“I never read. I just look at pictures.” - Andy Warhol

 

References:

Weisenfelder, Heidi - http://www.brighthubpm.com/six-sigma/36786-the-importance-of-process-mapping-in-six-sigma/

 

 

 

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Organizational Excellence Frameworks - How to Fail

Organizational Excellence Frameworks – How to Fail
A Dozen Reasons Your Organization Should Not do Excellence Frameworks
 Written By: Prashant Hoskote

I often wonder why some organizations embrace excellence frameworks and others struggle to accept them as a way of life. At meetings and conferences, I am asked a variety of questions – Are these for everyone? Can it really fit in business, health care, not for profit and even in education sectors? Aren’t they complicated? Are there real examples of how and where they truly worked for organizations? Can I really implement something that is so systematic? Don’t they cost a lot? These are usually apprehensions of people who want to be talked out of it.

These questions, and others, prompted me to put down some tongue-in-cheek thoughts about why excellence frameworks fail and what these frameworks require. If you intend to implement any excellence frameworks, be it Baldrige, EFQM, Deming Prize, the Australian model, or any such equivalent, be warned.

Reason #12 – No strong external and internal relationships. You have to build strong relationships with external suppliers, partners, stakeholders, as well as build internal relationships with your staff. Additionally, these frameworks require an organization to develop performance metrics on how to measure and evaluate success with those relationships. The danger is, such relationships may break down barriers, improve teamwork, set higher performance requirements, which could actually improve efficiency and effectiveness of operational processes. This could disrupt the status quo.

Reason #11 – Train without action. Organizations often embark on an Excellence Framework by executing a Big Bang training plan to make all staff aware of the framework. As Dr Joseph M Juran once said, “Training without action is always forgotten, training with action is always remembered”. Start with the senior leaders, let them be the first few set of Examiners or Assessors. Staff at the grass root level doesn’t need to understand what Framework you are using. They only need to know, implement and improve just that part of the framework that impacts them. Aligned training might result in cost savings and targeted improvements. But it could upset your training department if they enjoy deploying high impact, highly branded, costly training programs.

Reason #10 – Disregard free consulting advice. If you use any Excellence Framework and undergo an assessment or examination of your organization, you will receive a feedback report that is the most inexpensive consulting assistance designed to improve your organization. Trained professional examiners or assessors will provide your organization with ways to improve and maximize resources. But we wouldn’t want a detailed feedback report from strangers highlighting where you can focus your efforts, especially when some of them don’t even understand your industry.

Reason #9 – Think we are doing as best as we can. If you use excellence frameworks, you will receive weird looks from other organizations and from insiders who don’t understand why the status quo isn’t adequate. Your organization will work toward world class performance and outperform your competition. But then, you actually have to improve your organization. Frankly, it can be much easier to run an organization based on experience and gut feel of your managers. After all, that’s why you hired them in the first place.

Reason #8 – Confuse activity with results. When you receive your assessment feedback report, two things could happen:

  1. Your organization might treat it like an audit report and pick up ‘non-conformities’ for ‘closure’
  2. Organizations typically look to address all Opportunities For Improvement at one go and in fact, ignore the Strengths. Am reminded of good old Dr Juran’s quote again, “You cannot eat an elephant in one bite, but you can… if you eat it one bite at a time”.  

Excellence Frameworks encourage prioritization and intelligent use of resources. Money, time, energy, and talent can be better focused on what is important. Such alignment can cause an organization to actually increase capacity and use fewer resources. But all this might create capacity for our staff. Reduction of unnecessary hiring could cause turmoil in your Human Resources department.

Reason #7 – Don’t communicate with staff. If you use excellence frameworks, senior leadership and management will have to improve communications throughout the organization. This may mean meetings with frontline employees (management by walking around) to better understand business issues and how it can be improved, it could mean team huddles, webcasts, town-hall meetings. Leaders and employees will have to be honest and open about what they can, and more importantly, cannot do. But many leaders may be uncomfortable mingling with staff. They may prefer to just tell them what to do and see what happens.

Reason #6 – Misunderstand and misuse tools. Excellence frameworks do not replace tools and techniques such as Lean, Six Sigma, Problem Solving, Kaizen, PDCA etc. On the contrary, these tools are needed to drive breakthrough improvements, reduce costs and improve customer satisfaction. But be careful. Employees involved in these improvements may become more engaged and outspoken about what processes aren’t working. It’s a slippery slope from employee involvement to empowerment and on to an employee driven organization.

Reason #5 – No action planning. Using excellence frameworks requires planning. You may be required to develop short and long-term goals that have to be deployed across the organization. Something could happen and plans might change. You will be thinking about whether your organization is agile enough to respond to changes. This may force you to develop alternative plans. Then you will want to tell everyone in the organization about your plans so they can help you execute them. So when will you actually do real work, if you have to plan so much?

Reason #4 – No benchmarking and best practice sharing. You will want to understand your competitors and how your performance compares with theirs. You will start analyzing your industry and market. This will need you to discover world class organizations that you may want to benchmark with. All this will give you insight into aspects of your business you hadn’t thought of. Then you will be thinking about how this knowledge can create a sustainable organization. See how, once you get started, one thing leads to another and soon you are out of your comfort zone.

Reason #3 – No organizational alignment. Excellence frameworks will require daily work to be based on a strategic plan. The organization’s Work Systems will need to align with the Strategic Plan. Work will have to be evaluated continuously. Customers/patients will have to be consulted to understand how well you are doing to address their needs and expectations. The framework targets work, people, and projects. But all this seems like getting too many people to be aligned, all this seems like it’s a slow process.

Reason #2 – No accountability. There’s too much accountability and responsibility up and down the organization. You are paid the same whether you effectively apply these world class excellence frameworks or not. You are already tired when you leave work and you don’t need a rigid set of priorities linked to your performance appraisal. All anyone wants is to keep your head down, avoid any extra work and hope for the best.

Finally, the number one reason organizations fail to achieve success with an Excellence Framework.

Reason #1 – Delegate too much. This might sound cliché but the hard reality is, CEOs often delegate implementation of such things to a ‘Quality department’ and expect them to wave a magic wand to transform the business. The CEO may be there for an announcement or an introductory training. They may say all the right things, and then tell their Quality department to make it happen. This trite approach can ensure failure. There is a reason why ‘Leadership’ is the first Category in all Excellence Frameworks. This has to be driven by the senior leader, not just in speeches, but in continuous action, visibility and support. Mr CEO, don’t even think about implementing an Excellence Framework unless you will unwaveringly lead the charge from the front.

 

All kidding aside, let me get back to the questions I started with which represent concern about starting this journey. I have worked with excellence frameworks since over twenty years. I can say without any doubt in my mind that excellence frameworks work and can deliver dramatic results. They represent structure and discipline. But they only work if the organization is serious about improvement demonstrates belief, grit and determination. If the organization is not serious it will only deliver frustration and agony!

 

In the words of Dr Juran, “Look after the process, and the product will look after itself”!

Prashant Hoskote
Senior Director – Quality and Service Excellence, Max India, New Delhi, India
Chair, Organizational Excellence Technical Committee, Quality Management Division, ASQ
Vice Chair, QMD Global (Asia and Australia)

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Advance to Fellow Membership

Advance to Fellow Membership
Written By: Gordon Clark

Being an ASQ Fellow means achieving the highest level of membership in our society.   Becoming a Fellow means receiving an honor for your accomplishments from other ASQ members. Each year new Fellows are honored by introduction during a luncheon at the World Conference on Quality and Improvement (WCQI).

If you are interested in becoming a Fellow and if you are a member of the Columbus Section, the Section will help you prepare your nomination material.   Contact Gordon Clark, the section Examining Committee Chair, at clark.17@osu.edu or 614-888-1746.   One can obtain detailed information for the nomination process in the three following documents:

  • Fellows Matrix of Requirements
  • Policy G 02.02
  • Fellow Nomination Form

Download them by logging on to ASQ.org, and then going to //asq.org/members/account/the-fellow-nomination.html.

A candidate must satisfy three basic requirements.

  1. Active experience in quality-related positions for fifteen full calendar years.   This experience does not have to be continuous.
  2. A senior member of ASQ for 60 consecutive months.
  3. Attained distinction in quality-related disciplines.   This distinction can be obtained in one or more of the following ways:
    1. Planning or performing quality-related work.
    2. Teaching a quality related course at an accredited school.
    3. Expounding useful theories, principles or methods for quality-related work.
    4. Directing quality-related work of a significant scope.

The Fellows Matrix of Requirements includes examples of the Objective Evidence that must be described to support satisfying each basic requirement.

The candidate must meet minimum scoring requirements in each of six Proficiency Areas.   They are:

  1. Technical competence (4 points)
  2. Occupational responsibility (3 points)
  3. Publications (2 points)
  4. ASQ activities (4 points)
  5. Professional affiliations other than ASQ (2 points)
  6. Teaching (for nonprofessional teachers) or consulting (for professional teachers) (2 points)

A candidate must have a total of 28 points in all six areas to be a Fellow.   The Fellows Matrix of Requirements gives examples of the Objective Evidence that must be included in nomination for each Proficiency Area and the criteria for achieving the point requirements. Nominations of qualitied candidates will fail when the objective evidence is inadequate.

 A nomination for Fellow must be endorsed by two officers of an ASQ operating unit such as the Columbus Section.   In 2018, the nomination must be submitted by May 1.   If you want the Columbus Section to endorse your nomination, prepare your nomination by April 10 and submit it to Gordon Clark for review.  

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Powerful Lessons Learned

Here are some powerful lessons I've learned about life over the years:
Written By: JR McGee

My passion is helping people Achieve what they were Created to Become! The ACB's of True Leadership! Whether it's leadership development, profiling training, or Lean Six Sigma. If you want to be the best you can be...

1. Life ain't fair (keep looking in your birth contract...that clause still ain't there)

2. Life is hard...It's harder when you're stupid...

3. Life favors the prepared...Nope...video games do not count as preparation...

4. Life is expensive...SOMEBODY has to pay for everything that occurs. Make certain you pay your own way as much as possible.

5. Life is scary..."Safe Zones" do not exist in the real world. You better learn to deal with stress as early as possible because it's coming...and it's scary...

6. Life is valuable. Treat it...and others, with the respect it deserves.

7. Life has meaning. You may not see it right now...you may struggle with understanding at times. But every life plays a part in the grand scheme. Some of us live up to our roles...some of us don't...some of us flub our lines... some of us never have the courage to achieve our true destiny. But even that becomes the meaning you bring and the legacy you leave.

8. Life is meant to be lived. You will never regret the things you DID as much as you regret the things you didn't do when you had the chance. Trust me on this one...

9. Life is "focused " by death. We never truly live as intensely as we do when we are closest to death. It may be ironic, but death teaches us the most important lessons about life...The most powerful thing we will ever learn or know is that ITS NOT ABOUT US. Regardless of your spiritual beliefs, we all recognize that there is something "bigger than ourselves". And that would be God! Seek Him out. Search for Him. He is right there...always has been...always will be. He's simply waiting for US to recognize our need for HIM...

And Finally 10. Life can be fun! If all you do is whine, complain, and moan about what you don't have or what you've lost... you are squandering the most important part of living! Enjoy the ride! I don't want to go into my casket pristine, without a scratch, and in perfect health! I want to be dumped into that box beat up, banged up, bruised, battered, bent, folded, spindled, and used completely up! I don't want to leave ANYTHING "on the table" when I die. I want to look my Lord in the eye and know that I experienced, learned, traveled, and accomplished EVERYTHING He had planned for me and my life. And so far...I'm on a perfect glide slope to achieve that goal!

Now go live the best life you can in the time you have remaining!

JR McGee
Student of Life and People
Founder of the X-Stream Leadership Group
Please feel free to share this with anyone you think could use the encouragement!

 

 

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Dublin Chamber of Commerce

The ASQ Section Leadership Team has been considering joining several different Chambers in the Columbus area with the intent to increase awareness of  our ASQ section to the Business Community. After a vote it was decided that joining the Dublin Chamber would be the most beneficial chamber for our section to join at this time. The Dublin Chamber has the 2nd highest memberrship in the Columbus Area!  Besty Branch has volunteerd to be the Committee Leader. 

Some Benefits expected:

  • Increased Awareness of ASQ
  • Additional ASQ Members from the Dublin Community
  • Dublin Chamber Member posting of Job Openings on ASQ Site
  • Ability to provide informtion to Dublin Community about Dinner meetings and Spring Conference. 

 

We will determine over the next year if being a Chamber Member provides our section the benefits we expect.

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2018 Spring Conference

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2017 Leadership Team

 

Leadership Position

Chair

Chair

Tom Baldrick

Chair Elect

Open

Secretary

Michelle Cloyd

Treasurer

Amy Wendling

Committee

Chair

Auditing Chair

Andy Britt

Awards & Recognition/Certification

Jim Spichiger

Education

Mike Wiseman

Examining Chair

Gordon Clark

Internet Liaison

Ashley Hatfield

Membership

Walter So

Newsletter Editor

Shirine Mafi

Nominating Chair

Tom Baldrick

Placement Chair

John Hajohn

Program/ Arrangements

Bill Soller

Spring Conference

Marty Hartman

Publicity/Facebook/LinkedIn

Jordan Green

QMS Auditors

Mustafa Shraim

Student Branch Counselor -OSU

Sandy Furterer

Voice Of the Customer - VOC

Chet Meddles

Dublin Chamber of Commerce

Betsy Branch

 

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