Going Beyond Quality

This month, ASQ’s CEO, Bill Troy asks if quality is ambitious enough?

We have all gone through some kind of conversion.  We know in our hearts we can help make this world work better.  We don’t need to be over-the-top, but we should have the confidence to tell our story, understand our own value, and inspire others. How do we encourage those who work in quality to understand their own value? How do we spread the message of quality in a marketplace overflowing with ideas about how to boost profitability and ever-changing management trends?

The job of a quality professional is not easy. You have to want to make a difference because there are those who will put up a fight. Quality assurance can be a thankless job, if everything goes right, the project managers get the credit, if something goes wrong, quality management gets the blame, after all they touched it last. 

Quality assurance is all about character, courage, activism and passion representing the moral qualities, ethical standards and principles to fight for quality. Quality professionals must be able to challenge the current norms and take on executives that balk at change. Those in quality understand the need and role of quality in the organization yet the further you are from the customer the more likely this understanding is lost. 

Quality should be part of the culture of the company. Employing quality methods and practices in everything you do provides a firm foundation for your business and can be a determining factor in your success.

Quality must go beyond our product or service. We cannot add it at the end of the line or inspect it into the product. At best that is only a false sense of security. If we want a quality product it must be made with quality processes by quality minded people. A focus on quality must be intrinsic to the company culture and practices for the customer to take notice.

Quality is not something we can rely on a single person or group to perform. The responsibility of delivering quality products and services to customers lies on the shoulders of every single individual who is even remotely associated with the organization. It is not only the management but also employees irrespective of their designation, suppliers, clients, customers who need to come up with improvement ideas to make foolproof systems and processes to deliver quality products which meet and exceed the expectations of end- users.

A quality organization understands that the realization of quality must be continually energized and regenerated. Successful implementation of a quality focused organization requires ambition, commitment, and patience.

Ambition is the driving force for change. Ambition can be developed in an organization, but it must be held first by senior executives in the enterprise. And, if the organization is to be more than a collection of ambitious individuals, its leaders must be able to articulate a shared, compelling purpose and must engage others in its pursuit. In sharing their dreams, leaders encourage others to dream, and to perform.

Ambition is wanting to move to the next step. Sometimes opportunity is staring us in the face but we may not recognize it. Ambitious people look at the status quo and see ways to do things differently. Ambition may be the driver that challenges assumptions. Part of a leader’s responsibility is to identify the need for positive change and to usher in that change. Looking to do things differently can be a force for the good. 

In my opinion successful businesses are those that not only sell quality to their employees but make it part of the culture or what they do daily. The organization must make quality a top priority for everyone in the company, from top managers to the workers building product.

Excellence in quality improves customer loyalty, elevates brand position, reduces cost, attracts new customers, and draws the best and brightest talent. A strong orientation for quality helps to achieve business goals. Achieving excellence in quality provides significant momentum for the business and is a source of pride for all employees. A comprehensive quality management system is a key attribute to the longevity and success of an organization.

Unfortunately, there are not enough organization that understand that going beyond quality is the means to bring value to customers. Too many waste their resources on things the customer doesn't want. Too many look at their competition instead of listening to their customers. Too many can't sustain their initiatives for even several years. As quality professionals and the like it is our responsibility to continuously improve how we bring value to the customer. Going beyond quality brings true, lasting value. 

I’m part of the ASQ Influential Voices program. While I receive an honorarium from ASQ for my commitment, the thoughts and opinions expressed on my blog are my own.

Fail Forward Faster

Fear of failure is one of the greatest fears people have. It is a genuinely scary thing for many people, and often the reason that individuals do not attempt the things they would like to accomplish. But the only true failure is failure to make the attempt. If you don't try, you gain nothing, and life is too short a thing to waste.

If you’re not making mistakes, you’re not improving. Henry Ford said, “Failure is merely an opportunity to begin again knowledgeably.” Failure can be an inevitable stepping-stone to great achievement.

Nobody likes to make mistakes. However, the simple reality of life is that at some point, all of us are going to be wrong. That’s just life. We are going to make mistakes. A colleague of mine always says, “Learn to fail quickly.” Essentially, if you are going to fail you need to learn to do it quickly in order to get the data (results) that you can use to gradually improve. The faster you get at learning from unforeseen circumstances and outcomes, the faster you can find a solution that truly adds value.

Although we all make mistakes, fear of failure doesn’t have to cripple you. Take these steps to overcome your fear of failure and move yourself forward to getting the result you desire:

Step One: Take action. Bold, decisive action. Do something scary. Fear of failure immobilizes you. To overcome this fear, you must act. When you act, act boldly.

Action gives you the power to change the circumstances or the situation. You must overcome the inertia by doing something. Be brave and just do it. If it doesn’t work out the way you want, then do something else. But do something now.

Step Two: Persist. Successful people just don’t give up. They keep trying different approaches to achieving their outcomes until they finally get the results they want. Unsuccessful people try one thing that doesn’t work and then give up. Often people give up when they are on the threshold of succeeding.

Step Three: Don’t take failure personally. Failure is about behavior, outcomes, and results. Failure is not a personality characteristic. Although what you do may not give you the result you wanted, it doesn’t mean you are a failure. Because you made a mistake, doesn’t mean that you are a failure.

Step Four: Do things differently. If what you are doing isn’t working, do something else. There is an old saying, "if you always do what you’ve always done, you’ll always get what you always got." If you’re not getting the results you want, then you must do something different. Most people stop doing anything at all, and this guarantees they won’t be successful.

Step Five: Treat the experience as an opportunity to learn. Think of failure as a learning experience. What did you learn from the experience that will help you in the future? How can you use the experience to improve yourself or your situation? Ask yourself these questions:

(1) What was the mistake?

(2) Why did it happen?

(3) How could it have been prevented?

(4) How can I do better next time?

Then use what you learned from the experience to do things differently so you get different results next time. Learn from the experience or ignore it.

In today’s business world, companies must fail forward fast. We learn by making mistakes. So if we want to learn at a faster pace, we must make mistakes at a faster pace. The key is that you must learn from the mistakes so you make so you don’t repeat them.

Lean Quote: There is No Secret to Success

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"There are no shortcuts to any place worth going." — Beverly Sills

Success is one of those things that just about everybody wants, but not nearly as many people do what it takes to achieve. It’s the reason why so many people search for a “secret to success”; they want it, but they’re afraid of what it might take to get there. They’re looking for an easy path; a magic pill that will solve all their problems along the way and give them what they want with minimal effort.

Well, I’ve got news for you. There is no magic pill. There is no easy path. There is no secret to success. You have to work, and you have to work hard.

It is usually true that something, no matter how difficult, can be done if someone spends enough time trying to do it. If you think of any goal as requiring a finite number of steps (tasks), then each task completed is one step closer toward completion of the goal. The key is often to break the steps down into what may seem to be absurdly simple tasks, but ones that you know you can complete, thereby making measurable progress and establishing forward momentum.

 

Quality Isn’t Fluff

According to a study covered in a recent Harvard Business Review article, companies with highly developed quality cultures spend, on average, $350 million less annually fixing mistakes than companies with poorly developed ones.

In the survey employees reported that it takes about two hours to correct a mistake. Assuming an hourly wage of $42.55 (the median for CEB client companies), a bottom-quintile quality firm with 26,300 employees (the median head count) spends nearly $774 million a year to resolve errors, many of them preventable. Top-quintile firms, on the other hand, spend about $424 million annually.

Although figures will vary according to industry and company, the report’s authors, suggested a broad rule of thumb: For every 5,000 employees, moving from the bottom to the top quintile would save a company $67 million annually.

Given this tremendous financial impact, the need for a true quality culture cannot be overstated. Building a quality culture is not an easy task. A quality culture starts with managers who understand and believe the implications of the systems view and know the necessity of serving customers in order to succeed. The result of that understanding is a culture where a positive internal environment and the creation of delighted customers go together. It is a culture that naturally emphasizes continuous improvement of processes, one that results in a healthy workplace, satisfied customers, and a growing, profitable company.

Here are a few vital points necessary for creating a climate focused on quality:

Commitment to Quality

Commitment from management is a “MUST”. In fact, it is the driving force. Procedures, tools, and database are all useless if the management do not want to see a Quality culture in the organization. The employees of the organization will not care, if the management themselves do not show the attitude to follow the right path.

Capability of Skill

Capability refers to having the skills to undertake work successfully. As is true with any successful implementation, you need the right team blend and capable people in the team, to execute these things. There will be a need to raise the basic knowledge, understanding, and maturity for each and every member of the organization.

Honest Communication

People function best in a culture where open, honest communication is understood. You may be surprised how many innovative solutions can be developed when the truth is consistently shared throughout the organization. An important way to encourage truth-telling is by creating a culture where people listen to one another.

Focus on Processes

Focus on processes helps everyone understand even further the importance of teamwork and cooperation and the interdependence of their work. It places a premium on implementing the tools that make management and improvement of processes more efficient and effective. The emphasis is on continuous improvement through the use of quality tools to measure process performance and teamwork

Understand Your Customer’s Needs and Expectation

For any business the customer is the lifeblood. Every process and every action internal or external should ultimately result in the value addition to the customer and the customer’s delight. Therefore it is essential that the customer needs, wants and expectations are identified before you embark on a quality building program

It is said that the quality of an organization can never exceed the quality of the minds that make it up. The key to success lies in how well each employee is motivated and inspired to deliver quality work.

To create a culture of quality, an organization must align its organizational processes with these vital points. Quality leadership starts with the leaders who plant the seeds, create the environment for success, empower others and deploy quality throughout the organization.

Lean Quote: Thanksgiving, After All, Is A Word Of Action

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"Thanksgiving, after all, is a word of action." — W.J. Cameron

Whilst Thanksgiving may have evolved into a turkey eating, football supporting, Macy’s parade watching event, the original tradition stems from when the Pilgrims and Indians joined over a feast to give thanks to each other and God for getting through a difficult harvest. The gratitude shown to each other is something which many employers forget to embrace in the workplace, yet a little recognition and praise can have a significant impact on employee engagement and productivity.

Thanksgiving provides the perfect opportunity for employers to reflect on how often they offer thanks and praise to their employees. Your employees work hard for you all year, and what better season to show your appreciation and gratitude than now, as we celebrate Thanksgiving with family and friends.

Thankfulness is something we have to practice. It is like learning how to play the piano. Just as anyone who wishes to play piano well has to practice scales over and over again, thanksgiving must be practiced continually.

Regardless of your style and how you do it, connecting with employees and taking the opportunity to thank them, whenever you can, pays dividends for everyone. Appreciating and thanking your employees isn’t hard or costly. So take the time to make a difference in your employee’s life. You will be pleasantly rewarded by them making a difference in yours.

Being thankful for what we already have is probably the most powerful tool of positive thinking. The ability to notice what we already have and to consider ourselves blessed with it truly unlocks the door to abundance and to feeling good.

 

Happy Thanksgiving! Take a Moment to Be Thankful

Thanksgiving Day has evolved over the years as an important holiday. It is not just about feasting and merrymaking. The tradition of Thanksgiving dinner teaches us to appreciate the finer things in life. It is about showing one's gratitude for the blessings that we are showered with. In all the hustle and bustle of getting ready for Thanksgiving, take a moment to focus on what being thankful is all about.

Most of All

Thanksgiving Day brings to mind

the blessings in our lives

that usually go unnoticed:

a home that surrounds us

with comfort and protection;

delicious food, for pleasure

in both eating and sharing;

clothes to snuggle up in,

books and good entertainment

to expand our minds;

and freedom to worship our God.

Most of all we are thankful

for our family and friends,

those treasured people

who make our lives extra special.

You are part of that cherished group.

On Thanksgiving, (and every day)

we appreciate you.

Happy Thanksgiving!

By Joanna Fuchs

www.poemsource.com

As we gather to celebrate Thanksgiving in the US, may we vow to live not just this day but every day with a grateful heart and to use our blessings to bless others.

I would be remiss if I did not take time to thank all of you for reading, following, and supporting A Lean Journey Blog. I am deeply grateful for the opportunity to share my journey in Lean with you. You make sharing my thoughts more rewarding than I would have imagined.   

No MAS - How to Save the World (or at Least Yourself) From Bad Meetings

Every day, we allow our coworkers, who are otherwise very, very nice people, to steal from us. I'm talking about time. Your time. In fact, I believe that we are in the middle of a global epidemic of a terrible new illness known as MAS: Mindless Accept Syndrome. The primary symptom of Mindless Accept Syndrome is just accepting a meeting invitation the minute it pops up in your calendar.

No MAS! — An epidemic of bad, inefficient, overcrowded meetings is plaguing the world’s businesses — and making workers miserable. David Grady has some ideas on how to stop it. 

1. Don't automatically accept meeting invitations. 
2. Instead, email the meeting holder and ask to help them create an agenda, etc. 
3. If enough people do that often enough, respectfully, people might start to be a little bit more thoughtful about the way they put together meeting invitations.

People just might start to change their behavior because you changed yours.

Efficient meetings are the result of careful planning by the meeting planner. Make your meetings more effective with the use of SPACER as a meeting framework

Use SPACER (Safety, Purpose, Agenda, Conduct, Expectations, and Roles & Responsibilities) as a technique to improve team meeting efficiency and effectiveness.

Safety – is always the top priority, discuss safety protocols like evacuation, PPE or safety equipment needed in the facility, bathroom location, etc.

Purpose – "what is the meeting for?", discuss what is in scope and what might not be.

Agenda – no matter what type of meeting or for how long there should be some sort of plan.

Conduct – what are the rules the team participants should adhere to while in the meeting like cell phone us, side discussions, etc.

Expectations – what do we expect to get out of this meeting especially if it is a training session?

Roles – what are the roles of the participants in the meeting, is there a note taker or time keeper for example. 

One of the biggest challenges to meeting effectiveness is we are essentially creatures of habit. We do things this way because we have always done things this way – status quo. 

Take David Grady's advice to change status quo. Don't lose your time. No MAS!