Revista ASQ Noviembre 2018 PDF

NOVE M B E R 2018 | QUALIT YPROG RE SS .
COM
Banking The Rigor ISO 10000:

Industry Goes Around The Secret
Digital With Certification Standard
Services Development Series
page 8 page 40 page 50
|NOVEMBER 2018
The official publication of ASQ

ART, SCIENCE AND A3 REPORTS
Balancing Art
And Science
Getting creative with A3 reports for problem solving
VOLUME 51 | NUMBER 11
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INTRODUCING THE
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• Ask a Belt: A Q&A with top experts.
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Usually only available to subscribers, we’ve made the debut issue OPEN ACCESS
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and Quality Management Journal (QMJ) launched
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But we didn’t do away with print entirely. Full and
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FEATURES
Art of Improvements
18 The Gold Standard
40
Streamlining the A3 report to An inside look at the
leverage analytics with creativity comprehensive process used
allows you to focus only on the to develop and maintain ASQ
problem and its solution. certification exams, as well
by Satya S. Chakravorty as other helpful advice on
preparing to sit for the exams.
by James L. Bossert
26 The Desired Effect

The pluses of applying
INSIDE
quality tools and
fundamentals to project
management activities.
by Johanna Rusly
34 Predicting With Plots

A case study about using
plots to analyze repair data
November 2018
on systems and predict the
number of future repairs.
by Wayne B. Nelson
VOLUME 51 ● NUMBER 11
EXCLUSIVES
at qualityprogress.com
Free Advice
Explore QP’s archive of Expert
Answers department or find a
link to ASQ’s Ask the Standards
Experts blog.
Your Opinion Matters

Give us your take on this month’s
Reaction Gauge question
about how shifting customer
expectations are reshaping the
banking industry and more.
Back to Basics
Volviendo a los fundamentos en
español.
qualityprogress.com ❘ November 2018 QP 3

INSIDE
November 2018
8 14 50 54
6 Seen & Heard 16 Career Coach 60 Footnotes

Preparing for digital transformation
in the workplace.
8 Progress Report 64 Back to Basics
What’s driving banks The prongs of a strong supply chain.
toward more digitization. 50 Standard Issues
PLUS Don’t overlook guidance
Getting to Know … documents anymore.
Joanne Wendelberger
54 Innovation Imperative
13 Mr. Pareto Head Ideas about enhancing how
Baldrige addresses innovation.
14 My Quality Story
Pushing past a bias against 58 Marketplace
online education. 64
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4 QP November 2018 ❘ qualityprogress.com

FOREWORD
The quality inside Quality Progress
Broader Brushstrokes
Melding your creative and analytic talents for A3 efficiency
Did you know that the hemispheres of ambidextrous and left- The article explains how to apply scientific principles along with
handed people’s brains are almost symmetric, unlike righties, creative vision to a trusted tool: A3 reports. But I think the greater
who have left-brain dominance? takeaway is how looking at problems you’d normally approach
When it comes to the brain, the left side is widely considered analytically, or digitally, with your right brain tuned in can provide
the driver of analytical or logic-based behaviors; the right, used new perspectives and deliver greater value.
for creativity and original thought. While I think we still agree that Also in this issue, learn how the strengths of quality principles
many of us have a clear propensity for one over the other, much can be applied in the field of project management. Perhaps you’ve
of the left-brain/right-brain theory has been debunked in recent been tapped to take on a project, or maybe you’ve wanted to
years. I view this as a positive, in that we’re not predestined to take further steps into a project management role. “The Desired
think in a certain way—we can train our brains to compensate for Effect,” p. 26, explains how quality professionals are uniquely
weaknesses or deficiencies. positioned to rise to the occasion.
In this month’s cover story, “Art of Improvements,” p. 18, find out
how you can flex both parts of your brain to elevate your improve-
ment efforts. The author uses thought-provoking examples of how
art and science can blend together to create a better outcome.
One example provided relates to the image used on the cover—da
Vinci’s “Vitruvius Man," a work the author describes as a “perfect
blend of art and science on a single sheet of paper.” A bit of trivia, it’s
believed da Vinci himself was ambidextrous, and thus, approached Seiche Sanders
his art with a blended brain. The parallels are certainly interesting. Editor in Chief and Publisher
TCC Daniella A. Picciotti, QMS Alliance Administrative Committee

Secretary William J. Troy, ASQ Brady Boggs, Randy Brull, Larry Haugh,
Jim Jaquess, R. Dan Reid, Richard Stump
Directors
Donald Brecken Ferris State University Technical Reviewers
Heather Crawford Apollo Endosurgery Naveen Agarwal, Ashraf Ali, Suresh Anaganti,
Jim Creiman Northrop Grumman Corp. M. Onur Artan, Andy Barnett, Matthew
Ha C. Dao Emerson Climate Technologies Barsalou, David Bonyuet, David Burger,
ASQ’s Vision James Kittredge Adaptimmune US Brooks Carder, Bernie Carpenter, L.N. Prabhu
By making quality a global priority, an Chandrasekaran, Ken Cogan, Linda Cubalchini-
Scott Moeller GI Supply
organizational imperative and a personal ethic, Travis, Ahmad Elshennawy, Mark Gavoor,
Raul Molteni Molteni Consulting
the American Society for Quality becomes the Kunita Gear, Daniel Gold, T. Gourishankar,
community for everyone who seeks quality Luis G. Morales Verizon Telematics Inc.
Roberto Guzman, Ellen Hardy, Lynne Hare,
technology, concepts or tools to improve Mark Moyer CAMLS Victoria Jones, Trevor Jordan, Ray Klotz, T.M.
themselves and their world. Barrie Simpson Genentech Access Solutions Kubiak, William LaFollette, Scott Laman, Pradip
JoAnn Sternke Pewaukee School District Mehta, N.S. Narahari, Arind Parthasarathy,
ASQ Administration John Vandenbemden Q-Met-Tech Larry Picciano, Gene Placzkowski, Tony Polito,
CEO William J. Troy Allen Wong Abbott Peter Pylipow, Imran Ahmad Rana, Narahari
Senior Leadership Vittal Rao, John Richards, James Rooney,
Administration Ayman Sakr, Manboubeh Samghabadi, Brian
Ann Jordan Brian Savoie
William J. Troy, CEO Scullin, Abhijit Sengupta, Amitava Sengupta,
Lindsey Linder Jim Templin Seiche Sanders, Publisher Mohit Sharma, A.V. Srinivas, Adrian Tan, Joe
Chair Elmer Corbin, IBM QP Editorial Review Board Tunner, B. Vaithiyanathan, Manu Vora, Keith
Randy Brull, Chair Wagoner, Jack Westfall, Doron Zilbershtein
Chair-Elect Benito Flores,
Universidad De Monterrey
Past Chair Eric Hayler, BMW Manufacturing To promote discussion of issues in the field of quality and ensure coverage of all responsible points of view, Quality
Treasurer Francisco “Paco” Lopez, Metalsa Progress publishes articles representing conflicting and minority views. Opinions expressed are those of the
authors and not necessarily of ASQ or Quality Progress. Use of the ASQ logo in advertisements does not necessarily
SAC Sylvester (Bud) Newton Jr., Alcoa constitute endorsement of that particular product or service by ASQ.

SEEN&HEARD
Reader reactions from around the world
CONSTANT CHANGE
“Let’s Get Digital” (October 2018, pp.
24-29) is a very interesting article.
The world is changing at a very fast
pace, and so is every quality tool that
we use.
Jean-Claude Kindarji, Saint-Eustache, Quebec
A PROPER APPROACH TIMELY ADVICE

The October 2018 Expert Answers column (pp. 8-9) is I enjoyed “Pitfalls and Pratfalls” (September 2018, pp. 42-47).
well written and offers comprehensive advice and great It came right on time. My organization will be taking pointers
tips. I view problem solving as a process, and root cause as it revamps our nonconformance system.
analysis (RCA) is one part of it. From this perspective, I Akeara K. Johnson-Cobin, Memphis, TN
do not consider them directly interchangeable. It is not
uncommon to face the challenge of convincing col- FITTING IN
leagues to perform meaningful RCA when they believe In response to “Career Coach: The Right Fit” (August 2018,
ad hoc corrections and remedies are sufficient to solve pp. 14-15): This is a very good article. The interviewer may be
a problem. One more thing I’ll add is the importance of vying for superiority by being rude or harsh, letting you know
having an agreed-upon, concise and precise problem that you aren’t the right fit. If there aren’t any smiles gener-
statement from the beginning of the problem-solving ated from anyone during the interview process, take that into
effort. This ties to the scope that was mentioned. consideration as well.
Ferenc Nagy, Sunnyvale, CA Anne Sibell, Lafayette, CO
THE REACTION GAUGE

this month's question With billions of vendors selling their items on
ê
Amazon, many consumers rely on reviews to

guide their purchasing decisions. And just one
In response to competition from financial
bad review—or no reviews—can significantly
technology firms and evolving customer needs,
many banks are revamping the way they do
last month's question ê affect a product’s sales. Manufacturers are
beginning to realize that product reviews are a
business and interact with customers. Now,
powerful key performance indicator (KPI). What
many are providing around-the-clock service,
are some other new or nontraditional KPIs and
offering more digital channels and closing
what do they measure?
some of their brick-and-mortar branches. How
are shifting customer expectations reshaping
other industries?
Scott Novak, Columbus, OH, says:
In the consumer packaged goods world, you can monitor consumer
complaint rates on a cost-per-thousands basis per units sold. You can
include poor online reviews (one or two-star reviews) as a complaint and
Join the discussion on myASQ at
categorize the type of complaints to provide identified opportunities for
my.asq.org, or on LinkedIn at www.
linkedin.com/groups/3633. improvement.

CONNECT WITH QUALITY
LEADERS AND PEERS AT myASQ!
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myASQ is a centralized online community providing timely, relevant, and
customizable engagement for members of ASQ and quality professionals
around the globe.
At myASQ, you’ll be able to stay informed of community news and
events, initiate and contribute to discussions about quality topics important
to you, and learn the information you need to succeed.
How do I access myASQ?

Access myASQ at my.asq.org, signing in using your asq.org username
and password. If you don’t have an asq.org username and password,
register for immediate access. Complete the myASQ Welcome Tour,
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to get started!
A digest of
trends, research
& late-breaking
news
FINANCIAL SERVICES
Digits and
Dollars
Technology and digitization
driving banks to adjust the
way they serve customers
If you have noticed your financial institution altering 10,000 respondents said they see no difference between
the way it handles transactions and other activities with the institution they use and other banks. Of generation Y
more emphasis on technology and digitalization, it's respondents, 73% said they would be more excited about
only just the beginning. Bank on it. a new offering in financial services from Google, Amazon,
To stave off competition from surging financial tech- Apple, PayPal or Square than from their own nationwide
nology (fintech) startups—think online personal lenders, bank.2
mortgage apps or cryptocurrency exchanges—as well as In other words, there are segments of customers—
in response to some unflattering customer satisfaction including some hyper-digitalized millennials—untied to
measures, traditional banks have been adjusting how they traditional banking and more open to alternative money
do business and serve customers by pushing more digital institutions.
offerings. More customers, too, seem to ache for financial advice
“To stay relevant, traditional banks will now need to or guidance from their banks. Earlier this year, a J.D. Power
find ways to offer more seamless, fully integrated services survey found that 78% of retail bank customers want that
that can help them to keep up with changing customer financial advice—millennial customers being among the
expectations,” said Mike Smith, CEO at Business Expert, a most receptive. But banks seem to be struggling to deliver
U.K. invoice finance platform. "At the moment they have on that advice digitally.3
a long way to go, but those that are willing to change and Big banks have realized they cannot continue offering
can effectively connect information, people and processes banking services in the same way and without technol-
will be able to succeed in the long run.”1 ogy. It’s become a question of what needs to change, not
One recent survey found that 60% of millennials think whether change is needed.
that big banks aren’t designed to service their genera- What are the fintech businesses doing to draw some
tion, and 33% of millennials believe they won’t ever need customers away from traditional banks? Many are taking
a banking institution. In that same survey, 53% of the advantage of digital channels to open up markets that

have traditionally been difficult to
access. Others simply are giving
customers what they want, such as:
++ Fast response to inquiries or
complaints. B A L D R I G E AWA R D
JUDGES TO
++ Simple purchasing process.
++ Ability to track orders in real time.
++ Clarity and simplicity of product
information across channels. RECONVENE,
++ Ability to interact with the com-
pany over multiple channels.4
MAKE RECOMMENDATIONS
“Bank customers, both businesses The Baldrige Award judges panel will huddle this
and private customers, now expect
greater flexibility, price, transpar-
month to discuss its site visits to 12 organizations
ency, access and convenience than vying for this year’s award.
ever before,” Smith said.5
Judges visited three organizations in the
Don’t forget speed. New online
lenders, for example, have made the healthcare category, four in education, three
loan application process much more nonprofits and two small businesses. The site visit
customer-friendly. Instead of walk-
ing into a branch on Main Street, evaluation teams—composed of Baldrige exam-
for instance, and spending hours iners—included experts in each sector. The teams
filling out paperwork, borrowers
can complete online applications
spent several days at
with lenders—such as Lending Club their assigned organiza- The award recipients will
and Kabbage—in minutes and from tions’ sites, interviewing be honored atst a ceremony
laptops or phones at any hour of the during the 31 annual
day. Approval times are cut to days employees at all levels Quest for Excellence
or, in some cases, a few minutes, of the workforce to Conference.
fueled by data-driven algorithms
that quickly prequalify borrowers
clarify and verify infor-
based on a handful of data points.6 mation submitted in the award applications.
How are big banks reacting?
This month, the panel will review its findings
Some strategies they’re deploying
include: and determine which organizations to recom-
++ Creating better banking apps. mend to the secretary of commerce for the
Online lenders have built slick
apps that allow their custom- award. The award recipients will be honored
ers to do the basics. Big banks at a ceremony during the 31st annual Quest for
have caught on to this and have
Excellence Conference, April 7–10, 2019, near
continued on page 10  Washington, D.C.

Digits and Dollars
continued from page 9
improved their own mobile banking providers and customers. His-

apps. As a result, some now hold torically, banks have considered
their own against the most innova- “interaction” to be an on-site meet-
tive of upstarts. ing between client and financial
++ Investing in and acquiring fintech advisor during daytime working
startups. Big banks have shown hours.
a willingness to acquire promising But how does that model fit
fintech players. today’s customers, who want 24/7
++ Partnering with fintechs. Invest- digital access? Retaining custom-
ing in partner agreements allows ers seems to be related to agility
some of the new technologies to be but also to the bank’s ability to
integrated into the traditional bank’s interact with customers across
loan application and decision- different channels.10
making apparatus, for instance.7 “Customers who become digi-
++ Downsizing their brick-and- tal-only are becoming less satisfied
mortar footprints. Some big banks Some big banks are closing branches than those who have the right
are closing branches and investing and investing the money they save blend,” said Bob Neuhaus, senior
the money they save in building bet- in building better technology and director at J.D. Power.11
ter technology and shoring up other shoring up other customer service Perhaps the traditional brick-
customer service channels.8 channels. and-mortar branch is ready for
“Changing customer behavior is a facelift. Bob Meara of Celent,
another significant factor. Customers a research and consulting firm
spend the majority of their time on digital—social, messaging— focused on financial services technology, said the new bank
platforms,” said Ian Pollari, global fintech co-leader and head branch could be the traditional bank’s newest digital channel.
of banking at KPMG Australia. “Hence, financial institutions “As video service becomes more mature—that is, video
must position themselves where their customers are and create advisory through tablets—user experiences across devices will
a corresponding digital platform strategy relevant for their begin to blur, and the branch of the future will look even more
market position, customer service proposition and strategic like a digital experience. In the new environment, the branch
objectives.”9 becomes another presentation layer,” Meara said.12
Some warn there can be a risk in becoming too digital—that —compiled by Mark Edmund, associate editor
is, phasing out a branch-based service model to one that is
REFERENCES
more focused on strictly digital channels. There will always be 1. MinuteHack Staff, “How Fintech Is Disrupting Traditional Banking
some need for human, face-to-face contact between service Models,” Sept. 28, 2017, https://tinyurl.com/minutehack-fintech.
Quality Management Journal (QMJ) is seeking applicants requirements for accreditation to certify organiza-
New @ ASQ for its book review editor. The editor is responsible for tions conforming to the GFCP, visit www.anab.org/
What's on our minds managing the review process, which includes assigning management-systems-accreditation/gluten-free.
books to other reviewers and editing the book reviews.
For more information, contact QMJ’s editor, Tom Foster, James M. Lucas, a statistical and
at tom_foster@byu.edu. quality management consultant,
is the recipient of ASQ’s Statis-
ANAB has accredited its first certification body for tics Division’s 2017 William G.
gluten-free management systems (GFMS). Perry Hunter Award. Lucas is associate
Johnson Registrars, based in Troy, MI, is now able to editor of the Journal of Quality
certify organizations for GFMS conforming with the Technology, and a past associ-
requirements of the Allergen Control Group Gluten-Free ate editor of Chemometrics and
Certification Program (GFCP). For more on ANAB Intelligent Laboratory Systems

GETTING TO KNOW…
Joanne
2. Jean-Pascal Nepper, “How Banks Are
Tearing Down and Rebuilding Customer
Wendelberger
current position education
Experience,” KPMG Industry Insights,
Sept. 20, 2018, https://tinyurl.com/ Scientist in the statistical Doctorate in statistics from the
mondaq-banking-custex. sciences group at Los Alamos University of Wisconsin-Madison
3. J.D. Power, “Retail Banks Play Valuable National Laboratory in Los (UW).
Role as First Line of Financial Advice Alamos, NM.
for Customers,” Feb. 26, 2018, https://
tinyurl.com/jdpower-bank-customers. What was your What’s the best Have you had any-
4. Nepper, “How Banks Are Tearing Down
and Rebuilding Customer Experience,”
introduction to career advice thing published?
see reference 2. quality? you’ve ever
5. MinuteHack Staff, “How Fintech Is received? I have published research
Disrupting Traditional Banking Models,” I worked a summer articles in statistics, qual-
job doing inventory ity and computer science
see reference 1. Know what your venues.
6. Karen Mills and Brayden McCarthy, “How for Harley Davidson, priorities are, and
Banks Can Compete Against an Army where a team of actively manage the
temporary workers
of Fintech Startups,” Harvard Business
was brought in to amount of time and What noteworthy
Review, April 26, 2017. energy you spend on activities or achieve-
count or estimate the
7. Ibid. different activities.
number of available ments outside of ASQ
8. Al Roberts, “How Are Traditional parts for every type
Banks Competing for Customers in a of part used in a Previous note do you participate in?
Digitally Disrupted Industry?” ClickZ, motorcycle plant.
Oct. 16, 2017, https://tinyurl.com/ worthy jobs? I am a fellow of the
clickz-digital-disruption. ASA, served as elected
9. Nepper, “How Banks Are Tearing Down Do you have I served as the chair, program chair and
and Rebuilding Customer Experience,” a mentor who group leader of council of sections rep-
see reference 2. makes a dif- the Los Alamos resentative for the ASA
10. Ibid. National Laboratory section on physical and
11. Kevin Wack, “JPMorgan Chase Ranks No. ference in your Statistical Sciences engineering sciences,
career? Group. Early in have served as president
1 in Customer Satisfaction: J.D. Power,” my career, I was a of the ASA Albuquerque
American Banker, Sept. 27, 2018, https:// statistical consul- chapter, and have been
tinyurl.com/jdpow-banking-scores. During my time as an tant to the General involved in conference
12. John Ginovsky, “Digital Drivers R&D manager for the Motors Research organization, awards
for Banks,” Banking Exchange, Statistical Sciences Laboratories. committees and publica-
Sept. 1, 2015, https://tinyurl.com/ Group at Los Alamos tion reviews.
banking-exchange-drivers. National Labora-
tory, Stephen Lee, a Are you active in
BIBLIOGRAPHY
computer, computa- ASQ? Any recent honors or
tional and statistical awards?
Sreedhar, Santhy, “Key Strategies sciences division
for Effective Digitalization in Banks,” leader, was invalu- I serve on the man-
Finextra, Oct. 8, 2018, https://tinyurl.com/ able as a mentor. He agement committee I was selected by ASQ
finex-key-strategies. greatly influenced my for Technometrics, as the Youden Award
career by providing a joint publication Speaker for the 2016 Fall
advice, encourage- of ASQ and the Technical Conference and
ment and challenges American Statistical as the William G. Hunter
that helped me grow Association (ASA). I Award recipient in 2017.
as a manager and a also have served as That was special to me
researcher. an associate editor because Hunter was one
and Technometrics. He is an ASQ fellow and an American for Technometrics. I of my professors at UW.
recently joined the
Statistical Association fellow, and the past recipient of the Is there a teacher William G. Hunter
Shewhart Medal, the Brumbaugh Award, the H.O. Hartley Award Committee Personal:
that influenced and have previously
Award, the Ellis R. Ott Foundation Award, the Don Owen
Award, the Shewell Award and the Youden Prize. His current you more than served on the Wil- Husband, Jim Wen-
others? coxon and Youden delberger, and three
research focuses on practical solutions to real-world prob- Award Committees.
lems, emphasizing the underlying science for the problem. daughters: Barbara,
I frequently attend Laura and Beth.
My Ph.D. advisor, the Fall Technical
This month, ASQ’s Inspection Division celebrates its 50th George E.P. Box, Conference, and
impressed upon have served as a
anniversary. The division has more than 2,400 members me the importance session organizer
Quality quote:
and sponsors the quality inspector and quality technician of the interaction and moderator.
certifications. For more on division activities, visit asq.org/ between the theory Variances are variable,
conferences/inspection-division. and practice of beware!
statistics.

Call for Candidates
THE BALDRIGE PERFORMANCE EXCELLENCE
QUALITY-RELATED
NEWS FROM AROUND
THE WORLD
PROGRAM is seeking candidates for the 2019 Baldrige —powered by Lexis Nexis
Executive Fellows Program. The one-year leadership
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works to facilitate dialogue among participants on all A significant number of owners are “turning-in”
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strategy, operational excellence, customer and employee
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For more on the program, visit www.nist.gov/baldrige/ waiting to be resold. The automobile recall pro-
products-services/baldrige-executive-fellows-program. gram is one of the government’s most important
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recall completion rates must be dramatically
AWA R D increased. Visit https://tinyurl.com/
y9ozvk5w for more information.
AME Recognizes 4 Manufacturers Amazon’s Future May Soon

Be Tied to Brick and Mortar
Four organizations have been recognized by the Association for The first two decades of Amazon’s explosive
Manufacturing Excellence (AME) for continuous improvement, best growth and disruptive power
practices, creativity and innovation. have been all out about
The recipients of the 2018 AME Excellence Awards are: online shopping. As they
++ FPT Powertrain Technologies, Bourbon-Lancy, France (a CNH get further into their third
Industrial Co.). The AME assessment team praised FPT’s strong decade, a deeper brick-and-
leadership culture and its pursuit of advanced technology, includ- mortar presence will be key
ing Industry 4.0. to unlocking market share in
++ Goodyear Innovation Center Manufacturing (ICM), Akron, OH. certain large categories. Read
Assessors noted ICM’s safety reporting system, a closed-loop sys- more here: https://tinyurl.
tem and a Goodyear best practice that focuses on identifying near com/yd7e4wgl.
misses and analyzing events.
++ Iveco, Valladolid, Spain (a CNH Industrial Co.). The assessment Most Drivers Overestimate
team lauded Iveco’s robust improvement suggestion system for Car Safety Systems
its facilitywide participation and its work instruction tools, which Most drivers don’t understand the limitations of
include visual aids and real-time assembly instructions at the point advanced safety technology installed on new
of use. vehicles, according to a new study by AAA Foun-
++ Littelfuse, Lipa City, Philippines. The AME assessment team dation for Traffic Safety. The study indicates that
highlighted Littelfuse’s strong culture of respect for the individ- drivers overestimate the capabilities of features
ual and its creative, immediate and accountable execution of such as blind-spot monitoring systems, automatic
Littelfuse’s define, measure, analyze, improve and control daily emergency braking and adaptive cruise control.
continuous improvement cycle. Read the full story here: https://tinyurl.com/
To learn more about the award and this year’s y8cm648f.
recipients, visit www.ame.org/
excellence-awards.
To get a roundup of the week’s most noteworthy

stories delivered to your inbox every Friday,
subscribe to the QNT Weekly e-newsletter at
asq.org/newsletters.
14 QP
C U S T O M E R S AT I S F A C T I O N
New Lean &

Customers Still Pleased With PCs
BELT:
ASK A
READER
NS
QUESTIO BY
ERED
Six Sigma
ANSW RTS
TOP EXPE
Bolts:
Nuts & s
the Basic
Nailing
THE
UNCOVER
YOUR
UGLY IN STEPS
PROCESS: CK
TO UNLO ENT
IMPROVEM
Customer satisfaction with personal computers—including desk-

NINGabo
kee
IN DATA
DROWp your head ove ve wat
rload
How to of information
the age
er in
Review tops, laptops and tablets—remains unchanged at 77 (on a 0 to 100
Magazine scale), according to the American Customer Satisfaction Index’s

(ACSI) Household Appliances and Electronics Report 2018.
MBER
NOVE 8 , Number a
e 1
2018
Vo l u m / p u b / S i x S
ASQ.o
rg
1
igm
Debuts This new stability is helped in no small part by the high customer
satisfaction with desktop PCs.
Although just 17% of respondents recently purchased a desktop
ASQ is unveiling a reimagined, redesigned publi-
computer, customer satisfaction with them jumped 4% year over
cation this month: Lean & Six Sigma Review.
year to an ACSI score of 83. Tablets also climbed 4% to 80, overtak-
Formerly known as Six Sigma Forum Maga-
ing laptops, which rank as the only segment to deteriorate, down 3%
zine, the refreshed magazine features in-depth
to 75.
case studies, as well as new departments and
“Phones continue to supplant
columns such as:
++ Quick Wins—A collection of news and notes computers for web brows-
on relevant lean, Six Sigma and quality-re- ing, shopping, banking and
lated topics. entertainment, but desktop
++ Ask a Belt—Reader questions about lean and computers are workhorses for
Six Sigma addressed by top experts.
gamers and business users,”
++ Nuts and Bolts—A primer about a Six Sigma
or lean tool, concept or method. said David VanAmburg, a direc-
++ 5 Whys—A profile of someone making a tor at the ACSI.
difference. “These users make up a small
Lean & Six Sigma Review also carries over sev- but passionate corner of the
eral columns from the previous magazine: Lean PC market, choosing desktops
Thinking, Human Side of Six Sigma and Random for the power and functionality
Thoughts. that phones, tablets, and even
Lean & Six Sigma Review is published quar- laptops still can’t match, accord-
terly: February, May, August and November. To ing to our satisfaction data,” he
allow anyone to read, the inaugural issue is open said.
access. Visit asq.org/pub/sixsigma to view and For more on the customer
download the full issue. Call 800-248-1946 to satisfaction report, visit https://
subscribe or modify your member benefits. tinyurl.com/customer-sat-PCs.
Mr. Pareto Head By Mike Crossen

Personal stories from quality professionals
E D U C AT I O N
Logged on
Learning
Finding the right educational path to fit your lifestyle
by Doreen Ninsiima Kasozi
I never thought I would pursue an but also how doctorates are pursued.
online doctorate. I’ve always had My bias against online doctorates for
misconceptions about online study, adult learners caused me to embark on a
and my priority after earning my challenging journey of applying for inter-
master’s degree in economic policy national on-campus doctorate programs.
management was to focus on my Unfortunately, none of my applications were
family and build my career. accepted. I had to go back to the drawing
From my background and upbring- board and rethink my career in light of my
ing in Uganda, a quality education family and commitments.
was limited to classroom learning Given my full-time work in quality assur-
and required physically being in the ance, I decided to restart my application
room with the instructor. Little did I process with a clear focus on a doctorate
know that the evolution of technol- degree that would give me the latitude to the only African student in my doctorate
ogy was going to change my life, remain relevant in my quality profession, class.
reengineering the delivery of not only be marketable and competitive, and most I made a commitment to myself to
undergraduate and master’s degrees, importantly, be there for my young children. champion online degrees specifically
Finally, my relentless search paid off. Not for other parents who want to pursue
only did I find the right degree—a doctorate their education while also balancing their
in business administration in quality systems family and work lives.
management—I was also admitted to the With this invaluable achievement,
program. But the joke was on me—it was I jumpstarted my career as a quality
an online program. I put aside my precon- compliance expert, applying the skills
ceptions about online degrees and gave it and knowledge acquired from my degree
a shot. program to mentor doctoral students
That was three years ago. Today, I am in their research projects on quality
Doreen Ninsiima Kasozi is a quality
compliance expert and consultant proud and humbled to be part of the doc- systems and to enhance my consultancy
in Nairobi, Kenya. She earned a tors of quality systems management who work in strategic quality planning and
doctorate in business administration transform quality systems in businesses, development.
in quality systems management from
the National Graduate School of educational institutions and organizations Online education did this for me and if
Quality Management. around the world. I also was privileged to be I can do it, anyone can.

ADVANCE YOUR CAREER
Looking for professional development opportunities? Ready to take that next step in your
career? Becoming an ASQ member is the answer. Gain extended access to Quality Resources—
full of books, case studies, and more that will help you find solutions on the topics you need.
You’ll also have access to the Career Center to post your résumé and look at more than 1,000
job postings. With members-only discounts, you’ll also save money on certifications, training
materials, and more.
Being a member of ASQ is the answer to

your career advancement and growth.
LEARN MORE AT asq.org/membership.

Advice to advance your career
T R A N S F O R M AT I O N
A Means for
Survival
by Henry J. Lindborg
How businesses and individuals can
prepare for the digital transformation
In the August 2017 Career Coach column, I addressed perceived Lindborg: How did you become interested
threats to jobs posed by artificial intelligence.1 For a systems in the future of work? What are your current
perspective on how digital transformation is affecting the future roles?
of work and our understanding of organizational effectiveness, I Kane: I am a professor of information sys-
interviewed Gerald Kane, a professor, whose insights are grounded tems at Boston College and the guest editor
in research conducted by MIT Sloan Management Review and for the digital business initiative at MIT Sloan
Deloitte.2 He presents some challenges and salient advice for Management Review. As I study emerging tech-
quality professionals. nologies, it has become clear that the nature of
work and organizations are changing, as well as
the skills that employees and leaders will need
to work in them.
You’ve been a leader in mapping organiza-
tions’ digital maturity. What does a digitally
mature organization look like? How does it
differ from organizations of the past?
We use the term “digitally maturing” to refer
to the most advanced digital organizations.
This refers to the fact that digital business is a
continually moving target.
The trait that organizations and individuals
must develop is the ability to adapt to a rapidly
changing environment. At the individual level,
this refers to the need to update your skills con-
tinually (90% of our respondents said at least
yearly), and an organization’s need to learn to
experiment and iterate (which is not what con-
temporary organizations are really built to do).
When we asked respondents what the
biggest difference is between digital and tradi-
tional business, they said the pace of business,
culture and mindset, flexible distributed work-
places and continuous improvement.
They said the biggest challenges they faced

were experimentation (getting people to take at organizations of all maturity
risks), ambiguity and constant change. levels reported a need for better Quality professionals
What demands does digital maturity place digital leadership—but whether must help develop
on educating and training a workforce? they were taking steps to develop frameworks for dis-
Continual learning is key, but this goes that leadership. That finding was ciplined, quality
beyond formal training. It involves creating striking to me. experimentation in
work environments in which people can learn Do you have examples of organizations.
new skills on the job. Of course, this requires digitally maturing organizations?
providing employees time to experiment and What have been their greatest
learn these skills. Most employees are quite challenges?
dissatisfied with the extent to which their orga- I get this question often, and I wish there was just one organiza-
nizations allow them to develop the skills they tion I could point to that is getting it right across the board. There
need to work in a digital world. are several organizations that we highlighted in our research that
How does digital maturity affect our prac- are really making productive progress, such as Walmart, MetLife
tice as quality professionals—for example, as and John Hancock, just to name a few. These organizations have
it relates to Six Sigma? made productive steps toward becoming more digitally mature.
I think Six Sigma is counter-productive to I highlight these specific organizations because they recognize
digital maturity. That level of efficiency is that digital maturity cannot be bottled up in a single function or
helpful in stable environments, but less helpful initiative, but requires organizationwide changes. The challenge
in turbulent ones. General Electric, for instance, is that these are huge organizations, so the type of change that is
has developed a program called FastWorks required is hard.
alongside its Six Sigma programs, which is One of W. Edwards Deming’s core principles in quality trans-
an effort to cultivate disciplined experimen- formation was to drive out fear. How is this accomplished in
tation, iteration and testing. I think quality digital transformation?
professionals must help develop frameworks I wish I knew the answer to this question, but I think that fear
for disciplined, quality experimentation in likely is the biggest challenge in digital transformation. The orga-
organizations. nizations that are getting it right are those that are making the big
How does it affect decision making, such as bets and a conscious effort from the top to transform (although
for teams? change also must bubble up from the bottom).
We found a strong correlation between The flip side, however, is that fear can be a powerful motivator,
digital maturity and organizations that were too. None of these successful organizations are transforming
organizing along cross-functional teams, and because they think it’s an interesting thing to do. Instead, the
pushing decision making down further into the organizations’ leaders recognize that digital disruption represents
organization. The result is that the organization a fundamental threat to their business models. They realize that
is more adaptable. Teams have more autonomy if they don’t change, their organizations might not be here in 10
for pursuing goals, and managers can reassign years. So, maybe the difference is that we must recognize the fear
teams as organizational priorities change. before we start taking steps to drive it out.
Is leadership different?
REFERENCES
Certainly. We asked respondents what skills 1. Henry J. Lindborg, “Preparing for the Revolution,” Quality Progress, August
they wanted digital leaders to have. The most 2017, pp. 14-15.
common responses were direction (providing 2. Gerald C. Kane, Doug Palmer, Anh Nguyen Phillips, David Kiron and Natasha
Buckley, “Coming of Age Digitally: Learning, Leadership, and Legacy,” MIT
vision and purpose), innovation (creating the Sloan Management Review and Deloitte Insights, June 2018.
conditions to experiment), empowering people
to think differently and
collaboration (getting peo-
ple to collaborate across
boundaries).
Interestingly, the biggest
Henry J. Lindborg is executive director and CEO of the National
differentiator between Institute for Quality Improvement in Fond du Lac, WI. He holds a
maturing organizations doctorate from the University of Wisconsin-Madison and teaches in
and others wasn’t whether a leadership and quality graduate program. Lindborg is past chair of
ASQ’s Education Division and of the Education and Training Board.
they had strong digital He is a past chair and current member of the Institute of Electrical and
leaders—respondents Electronics Engineers Career Workforce Policy committee.

F E AT U R E
QUALITY TOOLS
Blending analytics with creativity

to make A3 reports into works of
art | by Satya S. Chakravorty
Art of
Just the
Facts
The left side and right side of the
Executives must rely human brain process information in
more on the art of
improvement—not different ways. Left-brain thinking
solely on the science is analytical and verbal, while right-
of improvement.
They should promote brain thinking is creative and visual.
a rich exchange There is rich exchange of information
between art and
science to drive between the two sides of your brain, as
change in their these metaphors indicate: When you
organizations.
understand a decision, you “see” it. To
While executives improve communication, you make it
often instinctively
rely on digital-based “clear.” You find a solution to a problem
skills, such as analyti- through “insight.”
cal thinking and data
modeling, they must When it comes to driving improve-
also lean on obser- ments in organizations, executives
vation-based skills,
such as creative primarily rely on science (the left
thinking, drawing side of their brains). Consequently,
and visual learning.
executives often hinge on analytical
Driven from the thinking, or data modeling skills, which
bottom, an A3 report
can be an excellent are digitally based. Executives seem to
tool to blend art and spend enormous amounts of time and
science. The idea
is to streamline the money going from one improvement
report so it focuses program to another, but the results
only on the problem
and its solution—and can show dismal improvements in
nothing else. performance.

Improvements

F E AT U R E
QUALITY TOOLS
Raphael’s “The School of Athens,” 1509-1511.
In the past two decades, it’s likely that your orga-

a physician’s trained eye, she immediately noted
nization has experienced total quality management the swollen joint and the unusual lumps and bumps
(TQM), reengineering and Six Sigma. A stunning around the knee cap. She said her colleagues
number of improvement programs fail because generally agreed the knee wasn’t normal, but were
executives do not rely on art (the right side of their split on a diagnosis of osteoarthritis or late-stage
gout. A number of medical schools have adopted
brains) to drive improvements in their organiza-
courses to train doctors in observational skills by
tions.1, 2 They should be depending more on creative studying great paintings. Physicians say the practice
thinking, or visual and drawing skills, which are can help them become more observant and connect
observational based. them with the craft of medicine at a time when their
Consider this example from the field of medicine, profession is increasingly shaped by technological
advances.
which is increasingly relying on art-based skills:3, 4
One way to promote a rich exchange between the
Rheumatologist Sara E. Walker spent her life art and the science of improvements is through the
doing research on and treating patients with lupus application of A3 reports. Toyota created A3 reports
and other conditions. When she saw a picture of
Italian renaissance painter Raphael’s “The School as a tool to define or clarify problems, suggest solu-
of Athens,” she couldn’t take her eyes off the tions and record the results of improvement activities.
lone figure (Heraclitus, the Greek philosopher) The Toyota A3 report originally got its name from the
sitting on the stairs off to the side from the other A3 paper size on which it was printed (11 inches by 17
philosophers, his solemn face looking downward. inches). While improving the observational skills of
“He doesn’t have a normal knee,” she said. With
employees, A3 reports include data and descriptions,

as well as drawings and pictures, all of which enrich or from observations of the existing operations.
interpret the data. Additional techniques for root cause analysis, such
as five whys or fishbone charting, can be used to
A3 reports get to the bottom of the problem.
An example close to an A3 report is Leonardo da Vinci’s 3. The third section is the future state analysis, which
“Vitruvius Man,” a version of which is shown on pp. evaluates different improvement ideas or target con-
18-19, a perfect blend of art and science on a single ditions that mitigate or rectify the problem. Often,
sheet of paper. The Italian renaissance drawing is of a organizations refer to these improvement ideas as
man in two superimposed positions with his arms and countermeasures, with an understanding that the
legs apart (inscribed circle and square), and includes current solution for a problem is good until a better
text on the top and bottom sections. The drawing solution is discovered. Mindful of this objective, par-
and text are sometimes referred to as “the canon of ticipants visualize the future state through drawings
proportion,” based on the works of the ancient Roman and pictures that include data and descriptions. The
architect Vitruvius, who in Book III of his treatise, De future state diagram represents how the altered flow
Architectura, determined that the human figure is the or process will operate when the countermeasures
underpinning of the classical order of architecture. 5 are in place.
For example, Vitruvius estimated that the ideal body 4. The fourth section is the implementation plan, which
should be eight heads high. The creation by da Vinci identifies important steps to complete the future
incorporates the knowledge of the treatise with his own state diagram. Participants specify and prioritize the
careful observation of human anatomy. The accom- changes, and define a timeline to complete them.
panying text provides details of proportions, such as Finally, results of the implementation are included
a palm is equal to four fingers (top section), and the with a description of specific changes and benefits of
length of the outspread arms is equal to the height of improvements from such changes.
the man (bottom section).
There are many different formats of A3 reports for Implementation of A3 reports
different applications, but these reports essentially A3 reports are implemented to harness innovative
consist of four major sections or headings.6, 7 A3 reports ideas from the frontline for continuous improvement. To
can be conveniently printed on two regular-sized pieces do this, three important steps are necessary:
of paper, each having four sections (Figure 1): 1. A cross-functional implementation team is estab-
1. The first section is the problem statement, which in lished for driving the A3 implementations, assisting
one or two sentences concisely states the problems in writing the A3 reports, guiding the necessary
being addressed. changes and following up on the implementation
2. The second section is the current state analysis, results.
which analyzes existing conditions to determine 2. To promote A3 thinking, training of soft operational
root causes of the problem. The analysis is per- research (OR) analytics—such as drawing, charts and
formed using data from digital sources and facts pictures of wasteful activities—is essential for the
frontline.
3. Appropriate human infrastructure is necessary to
FIGURE 1
facilitate the implementation of A3 reports. Frontline
A3 report teams (also known as A3 teams) are established,

which communicate with intermediate champions,
who in turn connect with the implementation team for
Problem Implementation total coordination. Seasoned facilitators, along with
statement plan the implementation team, lead the frontline teams for
different A3 events, which generate A3 reports. Gen-
Science erally, each A3 event is completed in four weeks, and
Art
each week consists of a host of different activities.
Current state Future state
Week one—preparing and training: In addition to
analysis analysis learning data organization, the concept of waste and the
scientific thinking process, A3 teams go through training

F E AT U R E
QUALITY TOOLS
sessions that emphasize developing keen obser- writes the refined problem statement in one or two
vational skills. Typically, while studying operations, sentences. The facilitator fills in the appropriate sec-
people tend to focus their attention on a few import- tion of the A3 report.
ant parts, and the rest fade into the background Week two—understanding the current
or pass by entirely unnoticed. You must hone your state: To really understand the current state, the A3
observation skills to observe the whole, not just a few team should spend considerable time observing the
important parts. Initially, it may be difficult. However, existing processes and noting numerous wasteful
these enhanced observational skills can be put to activities. It is important to understand that, while
tremendous use. Consider this example from the field data analysis provides dots, observations connect
of medicine, which uses enhanced observational skills these dots, giving rise to a lattice structure that
for a better diagnosis. shapes your understanding of the existing processes.
It is a blend of art and science resulting in a full grasp
Lane English had a blockage, apparently of the current situation.
due to a stroke, behind her left eye that caused Consider this example from Toyota’s Georgetown,
temporary blindness in that eye. While her sight
marginally improved, doctors could not figure KY, plant, where managers were reflecting on the
out what was wrong with her. Following training initial days working under Fujio Cho, the plant’s first
on enhancing observations skills from artwork, president.9, 10
a group of students of medicine or physicians
listened to her story. 8
Suddenly, one student said, “Oh my God, look On the way in, managers noticed Cho standing
at her lip.” That physician noticed a spot that was and watching an operation. They passed by him,
a telltale sign of a hereditary condition known expecting Cho to notice and greet them, but he
as hereditary hemorrhagic telangiectasia (HHT), didn’t respond. He just stood and stared, as if off
which causes blood vessel malformations in the into space. They walked even closer. He continued
lungs that rob the body of oxygen. HHT can be to stare. The managers went about their busi-
fatal if not detected and treated. Tests confirmed ness, passing by Cho 15 minutes later. He was still
the suspected diagnosis. An expert in the detec- standing and staring. They wondered if he was ill
tion and treatment of HHT was able to correct the or frozen to the ground at that point. Finally, Cho
condition through an image-guided procedure— relaxed and, as if coming out of a trance, noticed
not surgery—to close off abnormal blood vessels, he wasn’t alone. “Good morning,” he said with
English noted. a smile. Later, there were some orders from the
The students were transfixed as English president’s office to tighten up some parts of the
described her ordeal. English became the embod- Toyota Production System in the plant.
iment of how keen observational skills can affect
the lives of patients, their families and the doctors Even though employees routinely work the exist-
who diagnose them. ing processes, their understanding of the processes
Because of English’s eye problem, the doc- greatly differs from one individual to another. A3
tors initially were thinking of stroke. The correct
diagnosis of HHT came about because someone teams should carefully observe and thoroughly
was looking at English with much more attention review the current state of the existing processes.
to small detail. Considering the process flow, A3 teams should
“That probably saved my life,” English said. closely follow the material flow, noting conditions of
the surroundings (organized versus disorganized),
Immediately following training, the A3 team spends unnecessary traveling of parts from one machine
time writing a problem statement relevant to their area. to another, and the limiting nature of functional
Generally, an A3 team comes up with many problem boundaries.
statements (for example, five to nine), and there is a A3 teams should create a flow diagram and a
lack of clear consensus among the participants. daily log of observations. Often, it is assumed that
At this time, the facilitator plays a crucial role in employees in existing processes work in a predict-
keeping the A3 team’s enthusiasm and painstakingly able environment, where things should happen as
narrows the number of problem statements down planned. But in reality, it’s a different story. Observ-
to two to three. Managing time wisely, the facilitator ing the existing processes, it becomes obvious that
goes through a couple of iterations to build consen- employees work in an unpredictable environment,
sus. Eventually, consolidating all inputs, the facilitator where things do not always happen as planned. A3

teams should note all wasteful produce extraordinary results.
activities in all aspects of exist- Consider this example from the
ing processes. Italian renaissance period:
The facilitator promotes
a rich exchange of art and Michelangelo’s statue of
science among the members David, an extraordinary work
of art from the Italian renais-
of an A3 team to see how the sance period, epitomizes a rich
existing processes work. When exchange of art and science from
data are necessary from other start to finish. Rejected by sculp-
functional areas (for example, Michelangelo’s “David,” 1501-1504. tors because a block of marble
finance and HR), the facilitator had imperfections or flaws,
Michelangelo looked beyond the
coordinates such activities. flaws and visualized David, or
Data can be gleaned from a the future state.
variety of sources, such as Just as Michelangelo looked It is believed that Michelan-
weekly operational review beyond the imperfections to create gelo created a wax model and
charts, parts issues and quality a masterpiece, the facilitator must submerged the model in water.
overlook the minor flaws of each As he worked on the statue, he
reports. At times, data also can gradually drained the water
be collected through personal alternative and develop consensus
and sculpted the statue with
observations and measure- on the best alternative. different chisels, based on what
ments in a specific area for he could see penetrating above
cycle time, queue time or movement of parts. the water. Working almost day
and night over a period of more than two years,
After organizing the data into charts and Michelangelo created a masterpiece statue 14 feet
graphs, the A3 team inserts drawings and pictures tall, with one leg taking the entire weight, and the
to pinpoint baseline performance. Often, simple other leg placed more forward, causing the hip
techniques, such as Pareto analysis, are used. After and the shoulder to rest on opposite angles and
organizing the data, the A3 team uses tools such curving the entire torso.
While the statue has a large head and an
as five whys and fishbone analysis to determine imposing right hand, it shows remarkable under-
the root cause of a problem in the current state of standing of human anatomy. This breathtaking
standard processes. After the analysis is finished, statue displays vigilant eyes with conspicuous eye
the facilitator completes the appropriate section of bulks, enlarged veins on the hands, curves of the
the A3 report. stretched torso and flexing thigh muscles.
Week three—visualizing the future state: The
facilitator initiates the discussion of how the future Just as Michelangelo looked beyond the imper-
state will look with the A3 team. Initially, A3 teams fections to create a masterpiece, the facilitator
may hesitate to participate, and the facilitator must must overlook the minor flaws of each alternative
gently persuade the A3 teams. Soon, A3 teams and develop consensus on the best alternative.
become comfortable and begin participating actively. After an agreement is reached, the facilitator
They spend time visualizing solutions and observing develops an extensive to-do list with action items,
mitigating problems with the existing processes. contact people and deadlines needed to complete
The facilitator should be careful and not hastily all tasks. In comparison with the current state, the
reject alternatives with flaws. At times, the best facilitator estimates the improvements in the future
solutions are created by looking beyond the flaws state and completes the appropriate section of the
and visualizing the future state. The facilitator should A3 report.
initiate discussions among the members of A3 teams Week four—implementing changes: The facil-
and encourage them to give their input. itator coordinates various activities to implement
As you know, people express themselves differ- all of the changes in the target area. Attention to
ently. Some rely more on data and descriptions, detail in the previous steps makes the transition
while others depend more on drawings and pic- to the changes relatively smooth. Regardless,
tures. The facilitator plays a crucial role in the rich there are going to be last-minute glitches because
exchange between art and science, which could the changes affect multiple facets (for example,

F E AT U R E
QUALITY TOOLS
materials, machines or methods) of the area. Driven from the bottom, 10, 2009.
To make the implementation a success, the an A3 report is an excellent 9. Jeffrey K. Liker, The Toyota
Way, McGraw Hill, 2004, p. 223.
facilitator keeps abreast of communications with tool to blend art and science. 10. Steven Spear and H. Kent
the different functional agencies. Although it may The thought behind the A3 Bowen, “Decoding the DNA
seem difficult at first, eventually the employees report is to include all the of the Toyota Production
System,” Harvard Business
adopt the changes and begin to operate under relevant information and Review, Vol. 177, September-
the changed conditions. After they experience the establish a clear representa- October 1999, pp. 96-107.
changed conditions firsthand, they openly discuss tion of the current problem,
EDITOR’S NOTE
the benefits of the changes. eliminating waste in the The article’s author died unex-
It is important to realize that immediately form of information that isn’t pectedly earlier this year. He
following the implementation, there may not be absolutely pertinent to the was 59. Visit https://tinyurl.com/
chakravorty-tribute for Kennesaw
improvement in the target area’s performance. In problem at hand. State University’s tribute to him.
fact, the performance may initially decline as the The idea is to streamline
employees adjust to new ways of operating. Not the report so it focuses only
long afterward, though, as employees settle down on the problem and its solu-
and get used to the changed conditions, there will tion—and nothing else. The
be performance improvement. A3 report is a powerful tool,
Typically, there are several follow-up activi- simple to understand and
ties after the completion of the implementation. easy to implement in any
The facilitator should return to the target area to organization.
document experiential learning gained from the
A3 event—specifically, what A3 event strategies REFERENCES
1. Satya S. Chakravorty, “Where
worked and didn’t work—and document modifica-
Process Improvement Projects
tions for future A3 events. Go Wrong,” Wall Street
In many cases, despite the A3 team’s best Journal (in collaboration
with MIT Sloan Management
effort, some of the planned implementation
Review), Jan. 10, 2010.
activities may not be completed. The facilitator 2. Ron Ashkenas, “Why
must organize these unfinished activities into Continuous Improvement
May Need to Be
follow-up action items with individuals responsible
Discontinued,” Forbes, July 24,
for the activities, and also determine the earliest 2013. Satya S. Chakravorty was
projected completion dates. The facilitator follows 3. Amy D. Marcus, “Doctors Enlist a Caraustar professor of
Paintings to Hone Skills,” Wall operations management at
up to ensure that the unfinished activities are
Street Journal, Dec. 31, 2014. the Michael J. Coles College
completed by the completion dates. 4. Robert Glatter, “Can of Business at Kennesaw
As the last activity of an A3 event—four to six Studying Art Help Medical State University in Georgia.
Students Become Better He earned a doctorate in
weeks following the implementation—the facilita-
Doctors?” Forbes, Oct. 20, 2013. production and operations
tor completes the appropriate sections of the A3 5. Vitruvius, Ingrid D. Rowland, management from the
report. An example of an A3 report is shown in ed., and Thomas Nobel Howe, University of Georgia.
ed., Vitruvius: Ten Books Chakravorty was an American
Online Table 1, which can be found on this article’s
on Architecture, revised Production and Inventory
webpage at www.qualityprogress.com. edition, Cambridge University Control Society (APICS)-
Press, 2001. certified fellow in production
Lesson learned 6. Satya S. Chakravorty, “Process
Improvement: Using Toyota A3
and inventory management,
certified in the theory of
Executives must rely more on the art of improve- Reports,” Quality Management constraints from the AGI–
ment—not solely on the science of improvement. Journal, Vol. 16, No. 4, 2009, Goldratt Institute and holds a
pp. 7-26. Master Black Belt in lean Six
They should promote a rich exchange between
7. John Shook, “Toyota’s Secret: Sigma from the University of
art and science to drive change in their organi- The A3 Report,” MIT Sloan Rhode Island. Chakravorty had
zations. While executives often instinctively rely Management Review, Vol. 51, several articles published in
Summer 2009, pp. 30-33. the Massachusetts Institute of
on digital-based skills, such as analytical think-
8. Daniel P. Jones and Karen Technology Sloan Management
ing and data modeling, they must also lean on Peart, “Class Helping Future Review, Wall Street Journal,
observation-based skills, such as creative thinking, Doctors Learn the Art of QP, APICS Advantage and
Observation,” Yale News, April Industrial Engineer.
drawing and visual learning.

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F E AT U R E
PROJECT MANAGEMENT
The Desired
Effect A practical view of project
management for quality
professionals | by Joanna Rusly

Just the
Facts
Many of the activities and tasks carried out for personal and
business purposes are project-based. Even tasks that aren’t directly Quality pro-
viewed as projects still go through the typical stages of a project fessionals
are uniquely
life cycle: gathering requirements, analyzing, planning, building or positioned to
executing, and controlling to deliver. That’s because, by definition, a manage projects
by applying their
project is a temporary endeavor undertaken to create a unique prod- knowledge of
uct or service. quality funda-
mentals and tools
Examples of personal project tasks include planning social events to the different
and parties. Many of the tasks involved in creating products and ser- stages of a proj-
ect’s life cycle.
vices in business environments also are project-based, such as those
shown in Figure 1 (p. 28). Applying quality
tools and funda-
But what is project management for quality professionals? And mentals to project
what value can quality professionals add to projects? management
adds value to the
First, let’s define quality professionals working on projects as: organization by
Everyone who wears a quality function hat throughout all project capturing process
flows, identi-
stages—from analysis to delivery. fying potential
With this definition, let’s explore each question in detail. problems and
improvement
opportunities, and
making data-
driven decisions.

F E AT U R E
PROJECT MANAGEMENT
FIGURE 1
project, quality professionals can use the tools cre-
Project-based tasks atively to achieve the desired business goals.

To help understand this concept, let’s work through
each stage using the example of a library that wants to
host a fundraising event.
Procurement 1. Analyze the plan and design. Analyze and under-
stand existing and desired automated and manual
Audits Software process flows
development using the seven
management and Quality professionals
planning tools: apply quality
++ Affinity diagram. fundamentals and tools
Projects to each project cycle
Community Software ++ Relations
services deployment diagram. stage to achieve the
++ Tree diagram. desired outcome.
++ Matrix diagram.
++ Matrix data
Improvement
Constructions analysis.
works
++ Arrow diagram.
++ Process decision program chart.
It’s important for quality professionals to perform
potential failure mode and effects analysis (FMEA)
What is project management during each project stage. This is done by documenting
for quality professionals? the risk of failures based on the current information,
Quality professionals either manage their own prioritizing and determining possible actions to take.
projects or work collaboratively on project teams. In the library example, the three fundraising activities
In a practical view, most projects must include the and their events were:
following tasks: ++ Musical concerts: jazz and classical music.
++ Analyze the plan and design. ++ Sale of library items: books and the library’s person-
++ Execute and build. alized items.
++ Test and monitor. ++ Gala receptions: evening dinners, lunch receptions,
++ Deliver the project to a close. and keynote speakers and receptions.
Quality professionals apply quality fundamentals The first tool used in this stage is the affinity diagram,
and tools to each project cycle stage to achieve the used to outline the activities, as shown in Figure 2.
desired outcome. Depending on the nature of the To determine what problems might arise during each
FIGURE 2
Affinity diagram
Proposed fundraising activities
♬ Musical concerts $ Sale of items Gala receptions
Jazz Classical Book Library's Evening Lunch Keynote

music music sales personalized dinners receptions speakers
item sale and
receptions

FIGURE 3
Process decision program chart

Proposed fundraising activities
♬ Musical concerts $ Sale of items Gala receptions
Jazz Classical Book Library's Evening Lunch Keynote

music music sales personalized dinners receptions speakers
item sale and
receptions
Inappropriate Not enough Attractive Unknown

room for variety price keynote
acoustic of books speaker topics
Call
Research for speakers
Review top 10 Find
shortlisted and review
favorite book donators shortlisted
rooms categories speakers
activity, summarize them using a process decision pro- voters, and each voter rated each event on a scale of
gram chart (Figure 3). one to seven, with seven being the favored event. The
Next, brainstorm the analysis, and nominate and votes for each event were tallied and the event with the
summarize discussion items using quality tools, such as most votes—book sales—was chosen.
multivoting, nominal group technique or consensus. The customers are the people who will attend the
Table 1 shows how the multivoting technique was fundraising event. Ensure outputs or outcomes meet
used to narrow down the list of fundraising events their requirements by capturing voice of the customer
and nominate the most popular choice. There were six (VoC) and using the Kano model to design input flows.
TA B L E 1 TA B L E 2
Multivoting technique Analysis of different needs

Event Votes* Must-have quality Performance quality Attractive quality
Jazz music 5 + 4 + 5 + 4 + 4 + 3 = 25 Price is affordable Condition of books Newer books
Classical music 6 + 6 + 7 + 3 + 7 + 6 = 35 More options on Books in different languages
event date, place
Book sales 7 + 7 + 6 + 7 + 6 + 7 = 40 and time
Library’s personalized item sales 2 + 3 + 4 + 6 + 1 + 2 = 18 Books are available for
different types of readers:
Evening dinner 3 + 1 + 3 + 2 + 2 + 4 = 15 kids, adults, hobbyists
Lunch receptions 1+2+1+1+3+1=9
Keynote speakers and receptions 4 + 5 + 2 + 5 + 5 + 5 = 26
*The vote was taken out of six people. Each voter rated each event
on a scale of one to seven, with seven being the favored event.

F E AT U R E
PROJECT MANAGEMENT
FIGURE 4
Waterfall project cycle

Analyze the Execute Test and Deliver
plan and design and build monitor to close
Table 2 (p. 29) analyzes the needs of the book sales custom- ++ Act: Redo planning, if required; otherwise
ers—their must-have quality, performance quality and attractive execute tasks for the sprint.
quality needs. When the project requirements are firmly
If customers have many requirements, prioritize them set and changes are infrequent—such as
using the house of quality to align VoC and internal technical the library’s book sales event—the waterfall
expertise. Check, review and validate the plan with relevant project cycle (Figure 4) is commonly used
stakeholders. to execute the plan,
Additionally, plan how the project will be executed. In proj- as compared to the
ect environments where requirements aren’t firmly set and agile project cycle
change frequently, a short project life cycle is used. This can be (Figure 5), which
achieved using plan-do-check-act (PDCA): goes through similar
++ Plan: Plan for a shorter project cycle using sprint duration. tasks, but with small,
++ Do: Review the backlogs and tasks to be performed for incremental work
each sprint. sequences to incorpo-
++ Check: Adjust (add or remove) backlog items and tasks rate frequent changes
accordingly after initial review. in requirements. These
work sequences are
also known as sprints.
Planning is done based on the project’s
FIGURE 5
needs and requirements. For the book sales
Agile project cycle event, the following areas were planned:

++ Logistics: Location, date, time, food,
drinks and other required materials.
Execute
++ Resources: How many volunteers were
and build
needed and from where to recruit them.
++ Book suppliers and donations.
++ Contingencies: During this project cycle,
it also is beneficial to use FMEA to doc-
ument anything that might fail, and take
actions to eliminate or minimize failures
with prioritization. An example of an
Analyze the Test and
plan and design
Sprint n+1
monitor FMEA table is shown in Table 3.
Sprint n The quality tools used during the plan and
design analysis stage of the project life cycle
Sprint 2
for the book sales event were the seven
Sprint 1 management and planning tools, VoC, Kano
model, house of quality and PDCA.
2. Execute and build. Execute plans on
processes, outputs and resources by:
Deliver
to close ++ Using lean to ensure resources are effi-
ciently used.

FIGURE 6 For the library fundraising example,
Continuous improvement the following descriptive statistics were

gathered and posted in a dashboard:
++ The number of people that attended
each of the three events.
Feedback Feedback ++ The number of items sold at each event.
March July September
event event event ++ The service time for each person in the
checkout lines and the performance
indicator that controlled the range of
desired service quality time.
++ The number of volunteers at each
++ Using PDCA and kaizen to plan and execute for continuous event.
improvement.
++ Ensuring there isn’t any backflow.
++ Striving for efficient processing with kanban.
It’s important to note that when
Incorporate actions to correct items identified in audit reports into the
the project deliverable is a
PDCA cycle. First, plan for the corrective action items, and review and
product or service that will be
implement a small set of changes. Next, check to see whether the changes
used or consumed by others, it’s
worked. If they did, implement the remaining changes. If they didn’t, revisit
highly suggested to create an
the plan and implement a different set of changes.
FMEA table during the test and
In the library fundraising example, three book sales events were planned
monitor stage.
throughout the year: in March, July and September. Feedback was gath-
ered and reviewed after each event, and any changes were incorporated
into the next event (see Figure 6).
The quality tools used during the execute and build cycle were lean The dashboard in Figure 7 (p. 32)
(scrum, kanban and kaizen) and PDCA. shows the total visitors during each event
3. Test and monitor. Use automated and visual options and tools to control, and how many books were sold during
monitor and check the performance and behavior of the outcome. Use each event.
quality tools such as: It’s important to note that when the
++ A fishbone diagram to categorize the potential causes of problems for project deliverable is a product or service
identifying its root cause. used or consumed by others, it’s sug-
++ A control chart to determine whether a process is in control. gested to create an FMEA table during
++ A Pareto chart to identify the top portion of causes to be resolved. the test and monitor stage. This ensures
++ A dashboard that contains several related charts, such as those that the possible product or service failures
measure the relationship between variables or show predicted behavior are noted, as well as how they can be
or outcomes. This is a great visualization tool and provides quick insights mitigated and supported when the proj-
to stakeholders. ect outcome is delivered to end users.
TA B L E 3
Failure mode and effects analysis table

Potential Potential effects Potential causes Recommended
Function Severity
failure mode of failure of failure actions
Book Some suppliers don’t Not enough Late delivery; 1 Request delivery
suppliers deliver books during the out of books of books one week
event before event date
Resources Some volunteers may Not enough help Emergency issue 2 Plan for additional
not be able to come volunteers
on the event date

F E AT U R E
PROJECT MANAGEMENT
FIGURE 7
Dashboard
Event: Fundraising book sale 2017
2,500
600 2,000
Total books sold

1,500
Total visitors
400
1,000
200
500
0 0
March July September March July September

Month Month
4. Deliver to close. Project team members carry out amount of cash received, favorite book suppliers and
one or more brainstorming sessions to review and event expenses.
summarize the project, teamwork, results, out-
come and lessons learned for future continuous Value add
improvement projects. It’s also great to celebrate Equipping the project lead and team mem-
the closing of the project and thank everyone for bers with fundamental quality knowledge
their work and accomplishments. and tools brings tremendous value to the
Use quality tools such as nominal group technique organization. When planning, reviewing
and multivoting to nominate and summarize discus- and executing tasks and processes, quality
sion items. professionals provide value by:
In the library example, the fundraising team mem- ++ Participating in the project life cycle.
bers generated the following lessons learned: Know the expectation from each project cycle stage
++ The preferred time of the event: Saturday morn- and the related deliverable items.
ing and afternoon, and Sunday afternoon. ++ Contributing to present and future risk man-
++ The preferred location of the event: Indoor. agement. Be a good analyst by using quality tools
++ The preferred duration of the event: Multiple creatively to control, analyze and predict the perfor-
event days. mance of the processes and throughput.
++ A summary of the work results: The number Be a champion for lean process improvement and
of books sold, top-selling books at each event, innovation by observing the process and identifying issues

Quality professionals are
well-equipped to work
collaboratively with other
stakeholders, and effectively and
creatively use quality tools and
fundamentals to manage projects.
and opportunities to plan, prioritizing and working with

the appropriate stakeholders for continuous improvement.
++ Contributing to the knowledge and data reposi-
tory and flows for insightful, data-driven analysis
and decisions. Ensure data are stored and used
Johanna Rusly is product, project
effectively to support data-driven decision making and program manager for a software
and other types of analyses using descriptive and organization in Redwood City, CA.
inferential statistics. She has master’s degrees in business
administration and industrial
Capture process flows well and ensure the relevant engineering from Rensselaer
stakeholders have access to the repository of informa- Polytechnic Institute in Troy, NY.
tion and reporting. Also, capture the lessons learned Rusly is an ASQ-certified Six Sigma
Black Belt, software quality engineer and quality auditor
and insights for current and future planning. and Project Management Institute-certified project
++ Participating in stakeholder management. Identify management professional. She is a senior member of
all stakeholders involved in the project stages to ASQ and leader of the ASQ San Francisco Section.
capture their voices and maintain a good working
relationship.
Quality professionals are well equipped to work
collaboratively with other stakeholders, and effectively
and creatively use quality tools and fundamentals to
manage projects. In doing so, they bring tremendous
influence and value when delivering tasks, outputs or
services to organizations and stakeholders.
BIBLIOGRAPHY
ASQ, “Learn About Quality: Quality Tools A
to Z,” asq.org.
Project Management Institute,
A Guide to the Project
Management Body of
Knowledge PMBOK Guide,
sixth edition, 2017.

F E AT U R E
RELIABILITY
Predicting
With Plots
A simple way to determine repair rates | by Wayne B. Nelson
Reliability textbooks lack information about a simple and informative plot for ana-
Just the lyzing test and field data on repeated repairs of a sample of systems. This plot:
Facts ++ Predicts future population numbers of repairs during warranty or design life.
The author uses
++ Shows whether the population repair rate increases or decreases with age (this is use-
a plot to analyze ful for making decisions on factory burn-in, preventative replacement in service and
repair data on sys- system retirement).1, 2
tems and predict
the number of
future repairs. The
plot is illustrated Transmission repair data
with transmission Table 1 presents typical transmission repair data for a sample of 34 preproduction cars in
repair data on a severe track test. Information sought from the data includes:
a sample of 34
preproduction 1. The mean cumulative number of repairs per car by 24,000 test miles, which is equiva-
cars in a severe lent to 132,000 customer miles (the car’s design life).
track test.
2. Whether the population repair rate increases or decreases as the population ages.
The plot also Table 1 shows each car’s mileage at each transmission repair and its latest observed
shows whether
the transmission mileage. For example, car 024 had a repair at 7,068 miles and its latest observed mileage
population repair is 26,744+ miles. The plus sign indicates how long the car has been observed.3
rate increases or
decreases with Censoring. A system’s latest observed age is called its censoring age because the
mileage. system’s repair history beyond that age is censored (unknown) at the time of the data
analysis. Usually, system censoring ages differ. This complicates the data analysis and

TA B L E 1
Automatic
transmission repairs
Repair Repair Current
Car mileage 1 mileage 2 mileage
024 7,068 26,744+
026 28 13,809+
027 48 1,440 29,834+
029 530 25,660+
031 21,762+
032 14,235+
034 1,388 21,133+
035 21,401+
098 21,876+
107 5,094 18,228+
108 21,691+
109 20,890+
110 22,486+
111 19,321+
112 21,585+
113 18,676+
114 23,520+
115 17,955+
116 19,507+
117 24,177+
requires the analysis described later. If a system has no failures,
then its data are just its censoring age, such as car 031. Other 118 22,854+
systems may have one or more repairs before its censoring age, 119 17,844+
such as car 027. 120 22,637+
Age. Age (or time) means any useful measure of system use, 121 375 19,607+
such as mileage, days, cycles or months. In the example, age refers
122 19,403+
to mileage.
123 20,997+
The population model and its MCF 124 19,175+
The following is a nonparametric model for the population: 125 20,425+
At age t, population system i has accumulated a total cost 126 22,149+
(or number) of repairs Ci (t). For ease of viewing, Figure 1 (p. 36)
129 21,144+
depicts the six systems Ci (t) as smooth curves. In reality, each Ci (t)
is a staircase function whereby the rise of each step is system i’s 130 21,237+
cost (or number) of repairs at that age. Ci (t) is called a system’s 131 14,281+
cumulative history function for cost (or number) of repairs. 132 8,250 21,974+
The nonparametric population model is the collection of all 133 19,250 21,888+
population Ci (t). In this model, all Ci (t) extend uncensored to any A plus sign indicates how long a car has been
age of interest. Censoring is a property of the sample data, not observed.

histories.
F E AT U R E
RELIABILITY
of the model. It is assumed that one

has a statistically random sample of
systems.
Mean cumulative function (MCF).
At any age t, there is a population
distribution of the cumulative cost (or The mean cumulative
number) of repairs, which appears function plot is a simple
vertically in Figure 1 as a continuous tool for analyzing test and
density for cost. For the cumulative field data on repeated
number of repairs, this vertical distri- repairs of a sample of
bution is discrete with integer values. systems.
The distribution at age t has a
population mean M(t). In Figure 1,
M(t) as a function of t is the red line.
M(t) is called the population MCF
for the cost (or number) of repairs.
It provides most of the information
sought from repair data. Like Ci (t),
the population M(t) is a staircase
function with many small steps, but
is typically regarded as a smooth
curve. M(t) is the vertical population
average of all the population Ci (t).
M(t) is analogous to the cumulative and interpretation. M(t) can exceed one
distribution function F(t) of a life dis- because the mean number of repairs
tribution but has a different meaning per system can exceed one.
Repair rate. When M(t) is the
number of repairs, the derivative m(t)
FIGURE 1
= dM(t)/dt is assumed to exist and is
called the population (instantaneous)
Population cumulative cost repair rate, or the recurrence rate. It is

expressed in repairs per unit time (the
histories and cost distribution measure of use) per system, such as

transmission repairs per 1,000 miles
per car.
Cumulative Some mistakenly call m(t) the failure
cost
rate, which causes confusion with the
quite different failure rate (hazard
function) of a life distribution for units
that fail once and are discarded. The
M(t) failure rate for a life distribution has a
different definition, meaning and use,
as explained by authors Harold Ascher
and Harry Feingold.4
Burn-in. Repair rate can be used
to determine the length of a fac-
tory burn-in. Systems are run and
Age repaired until the population repair
0 rate decreases to a desired value m’.
0 t Consequently, systems in service do not

FIGURE 2 experience the high initial repair rate.
Burn-in to age t’ achieves

An estimate of the needed length t’
of burn-in is obtained from the MCF,
as shown in Figure 2. A straight-line
repair rate m’ segment with slope m’ is moved until

it is tangent to the MCF. The corre-
1.8 sponding age t’ below the tangent
M(t) point is the desired burn-in time.
1.6
1.4
How to interpret
and use a plot
1.2 m' Des ired MCF estimate. Figure 3 is a plot of
the unbiased estimate M*(t), given
1.0
later, of the population M(t) for the
0.8 transmissions. Commercial software
(described later) calculate and plot
0.6 this nonparametric estimate, which
involves no assumptions about
0.4
the mathematical form of M(t) or
0.2 the process generating the system
t' Des ired T ime t
histories. M*(t) is a staircase function
0.0
0 20 40 60 80 100 that is flat between repair ages, but
the flat portions don’t need to be
plotted. The MCF of a large popula-
FIGURE 3 tion typically is regarded as a smooth
Transmission MCF and 95% curve; thus, a smooth curve is usually

imagined through the plotted points.
confidence limits
Interpretations of such plots appear
in the book Recurrent Events Data
Analysis for Product Repairs, Disease
Recurrences, and Other Applications.5
Mean cumulative number. An
estimate of the population mean
cumulative number of repairs by a
specified age is read directly from
such a curve through the plotted
points. For example, from Figure
3 (or Table 2, p. 39), the estimate
M*(24,000 miles) is 0.31 transmission
repairs per car, information that was
sought. This high value indicates
that transmission improvements are
needed. The plot shows the approx-
imate confidence limits for M(t)6 as a
dash above and below the M*(t) stair-
case at each repair age. In theory,
each dash extends to the next repair
age, but these line segments are
omitted for simplicity. The two-sided
95% confidence limits for M(24,000)

F E AT U R E
RELIABILITY
+
in Figure 3 are 0.10 and 0.52 transmis- reading. For a censoring age, the
sion repairs per car. observed mean number of repairs
Repair rate. The derivative of such is zero, corresponding to a blank
a curve (imagined or fitted) estimates Plots help predict future in column three. However, the cen-
the repair rate m(t). If the derivative repairs and evaluate soring ages determine the r values
increases with age, the population whether repair rates of the repairs, thereby censoring
repair rate increases as systems increase or decrease ages are properly handled.
age. If the derivative decreases, the with age. 4. In column four, calculate the MCF
population repair rate decreases estimate M*(t) for each repair age.
with age. The behavior of the rate is For the earliest repair age 28 miles,
used to determine burn-in, overhaul this is the corresponding mean
and retirement policies. Figure 3 number of repairs per system,
shows that the transmission repair namely, 0.03 in Table 2. For each
rate decreases with mileage. Conse- Calculation of the MCF successive repair age, this is the
quently, preventive replacement does estimate and its plot corresponding mean number of
not reduce transmission failures in The following steps yield an unbi- repairs (column three) plus the pre-
service. ased nonparametric estimate M*(t) ceding mean cumulative number
Software. Minitab 18, JMP 13, the of the population M(t) for the mean (column four). At 19,250 miles, for
SAS RELIABILITY Procedure and cumulative number of repairs from a example, this is 0.04 + 0.27 = 0.31.
ReliaSoft Weibull++ are commercial random sample of n systems. For the Censoring ages have no mean
software that calculate and plot the transmissions, n = 34 cars. cumulative number.
MCF estimate and the confidence lim- 1. List all repair and censoring ages 5. For each repair, plot on a graph its
its for M(t)7 from data with exact ages in order from smallest to largest, mean cumulative number (col-
and right censoring. The complex as shown in column one of Table umn four) against its age (column
calculation of these limits requires 2. Denote each censoring age with one), as shown in Figure 3. This
such software, which can analyze a plus sign. If a system’s repair plot displays the nonparametric
the number and cost (or value) of age equals its censoring age, put estimate M*(t), which is a staircase
recurrences and handle positive and the repair age first. If two or more function. Censoring times are not
negative values. systems have a common age, list plotted but are included in the MCF
Literature. Most models and data them in a suitable order, possibly estimate.
analysis methods for repair data apply random. Cost. The MCF estimate for cost
only to counts of repairs, not costs. 2. For each sample age, write the (or value) data is obtained with the
They are parametric and involve more number r of systems that ran same calculation, where the mean
assumptions, which often are unreal- through that age (“at risk”) in number 1/r for a repair is replaced
istic. For example, Max Englehardt8 column two. If the earliest age is a by C/r, where C is the cost of that
and Ascher and Feingold9 present censoring age, write r = n-1. If the repair.12
such models, assumptions and anal- earliest age is a repair age, write
yses for counts of repairs of a single r = n. Proceed down column two A useful tool
system, not for a sample of systems. writing the same r value for each The MCF plot is a simple tool for ana-
The simplest parametric model for successive repair age. At each lyzing test and field data on repeated
counts of repairs is the Poisson pro- censoring age, reduce the r value repairs of a sample of systems. Plots
cess. Two books10, 11 present the MCF by one. For the last censoring age, help predict future repairs and eval-
estimate for costs, downtimes and r = 0. uate whether repair rates increase or
other values associated with repairs, 3. For each repair, calculate its decrease with age. The plot applies
whereas previous estimates apply observed mean number of repairs to most systems and products.
only to simple counts of repairs. per system at that age as 1/r and
This simple plot of the sample MCF list them in column three. For the ACKNOWLEDGEMENT
is informative and widely useful. It repair at 28 miles, for example, The author thanks his client, Richard J.
requires minimal assumptions and is 1/34 = 0.03. Only two decimal Rudy of Daimler-Chrysler, who granted
permission to use the transmission repair
simple to make and present to others. places are shown here for easy data.

TA B L E 2
Mean cumulative function (MCF) calculations

No. r Mean No. No. r Mean No.
Mileage MCF Mileage MCF
observed 1/r observed 1/r
28 34 0.03 0.03 20,425+ 21
48 34 0.03 0.06 20,890+ 20
375 34 0.03 0.09 20,997+ 19
530 34 0.03 0.12 21,133+ 18
1,388 34 0.03 0.15 21,144+ 17
1,440 34 0.03 0.18 21,237+ 16
5,094 34 0.03 0.21 21,401+ 15
7,068 34 0.03 0.24 21,585+ 14
8,250 34 0.03 0.27 21,691+ 13
13,809+ 33 21,762+ 12
14,235+ 32 21,876+ 11
14,281+ 31 21,888+ 10
17,844+ 30 21,974+ 9
17,955+ 29 22,149+ 8
18,228+ 28 22,486+ 7
18,676+ 27 22,637+ 6
19,175+ 26 22,854+ 5
19,250 26 0.04 0.31 23,520+ 4
19,321+ 25 24,177+ 3
19,403+ 24 25,660+ 2
19,507+ 23 26,744+ 1
19,607+ 22 29,834+ 0
REFERENCES Cost or Number of Product Repairs,” Modeling, Inference, Misconceptions and

1. Wayne B. Nelson, Recurrent Events Data Technometrics, Vol. 37, No. 2, 1995, pp. Their Causes, see reference 4.
Analysis for Product Repairs, Disease 147-157. 10. Nelson, Recurrent Events Data Analysis
Recurrences, and Other Applications, 7. Ibid. for Product Repairs, Disease Recurrences,
Society for Industrial and Applied 8. Max Engelhardt, “Models and Analyses and Other Applications, see reference 1.
Mathematics, 2003. for the Reliability of a Single Repairable 11. Cook, The Statistical Analysis of Recurrent
2. Richard J. Cook and Jerald F. Lawless, The System,” Recent Advances in Life-Testing Events, see reference 2.
Statistical Analysis of Recurrent Events, and Reliability, 7CRC Press, 1995, pp. 12. Nelson, Recurrent Events Data Analysis
Springer, 2007. 79-106. for Product Repairs, Disease Recurrences,
3. Nelson, Recurrent Events Data Analysis 9. Ascher, Repairable Systems Reliability: and Other Applications, see reference 1.
for Product Repairs, Disease Recurrences,
and Other Applications, see reference 1.
4. Harold Ascher and Harry Feingold,
Repairable Systems Reliability: Modeling,
Inference, Misconceptions and Their Wayne B. Nelson is a statistical consultant based in
Causes, Marcel Dekker, 1984. Schenectady, NY. He earned a doctorate in statistics
5. Nelson, Recurrent Events Data Analysis from the University of Illinois, Urbana-Champaign
for Product Repairs, Disease Recurrences, and is an ASQ fellow. Nelson is the author of
and Other Applications, see reference 1. Recurrent Events Data Analysis for Product Repairs,
6. Wayne B. Nelson, “Confidence Limits Disease Recurrences, and Other Applications (Society
for Recurrence Data—Applied to for Industrial and Applied Mathematics, 2003).
Contact him at WNconsult@aol.com.

F E AT U R E
CERTIFICATION
Just the
Facts
Over the years,
ASQ has developed
a methodical,
detailed and com-
prehensive process
to develop and
maintain its certifi-
cation offerings.
The process
involves several
workshops and
subject matter
experts who build
the certification
exams and main-
tain them.
Through the rig-

orous and robust
exam development
process, ASQ
maintains the
integrity, validity
and quality of its
exam programs.

The
Standard
An inside look at how ASQ certification exams come to life | by James L. Bossert
Quality is all about process. Naturally, it comes as no surprise that ASQ’s From this approach, ASQ certifica-
process for developing and maintaining its stockpile of professional cer- tion offerings—which now have grown
tifications teems with quality. It’s methodical, detailed, documented and to a total of 18—have become the most
comprehensive. It involves many steps, sources and perspectives to check prized endorsements of an individual’s
and recheck—and check again. skills and knowledge in our quality
discipline.
This year, as ASQ marks 50 years
FIGURE 1 of offering what has become the
ASQ exam development

gold standard of quality-related
certifications, it’s worthwhile to look
back at how the certification process
developed into what it is today. We
5-7 year review
of existing product Job analysis Test also must acknowledge the count-
workshop Job analysis specification
survey workshop less members over the years who
New certification (12 SMEs)
(12 SMEs) have volunteered their valuable time
product
poring over content, debating what
needs to be included in the exams, and
Camera formulating fair-but-challenging test
Exam review Item review Item writing
review questions and answers.
workshop workshop workshop
proof of exam
(12 SMEs) (12 SMEs) (16 SMEs) In essence, it’s ASQ members who
(2–3 SMEs)
build these certification exams and
maintain them to ensure they remain
the gold standard.
Cut score Item and
workshop Administer statistical Score exams and
exam
(12 SMEs) analysis notify candidates
Beginning the process
Indeed, the ASQ certification exam
Overall time frame: 12-18 months Workshop length: 15-18 hours SMEs across process: 78-79 process is lengthy, as shown in Figure
SME = subject matter expert 1. However, it’s one that is necessary to

F E AT U R E
CERTIFICATION
maintain the integrity and completeness of each certification being serving as chair. I worked with Ken Love,
developed. I’ve been working with the ASQ certification process chair of the CQA exam, and served as the
since the early 1990s, helping formulate exams for ASQ certifi- recertification chair and vice chair of the
cations such as certified quality auditor (CQA), certified quality CQA exam committee. At that time, ASQ
manager of organizational excellence, quality engineer, Six Sigma was working with an outside testing service
Black Belt (BB) and Six Sigma Master BB. to execute the certification development
When I first joined the certification committee, Ron Kingen was process.
The CQA exam was the first certification
developed by ASQ’s new Quality Audit
Division. Before then, the Quality Auditing
Technical Committee handled the exam.
According to ASQ bylaws at the time, a
technical committee could only exist for a
designated period before it had to disband
or become a division.
The committee felt the exam was needed,
and the way to make it happen was to
become a division and congregate resources
to make it a reality. Love was chosen to lead
this effort as the exam chair, who plays an
important role in the process. The exam
Why Certify?
chairs coordinate with ASQ to fulfill all the
steps and items listed in the process in
Figure 1. For a new exam, it is a time-
consuming and rigorous process.
It differentiates who you are. It proves you Job analysis

have demonstrated a proficiency in and comprehen- The outside testing service began working
sion of a specific body of knowledge. with ASQ and the Quality Audit Division to
find 12 members—subject matter experts
It enhances your earning potential. (SME) in the auditing field—willing to vol-
Previous QP Salary Surveys have shown that U.S. qual- unteer and meet at ASQ headquarters to
ity professionals who hold an ASQ certification can collaborate and develop the job analysis of
make more than those without an ASQ certification. a quality auditor. A job analysis is basically a
breakdown of what knowledge and tasks a
It helps you evaluate opportunities and job entails.
The current eligibility criteria to par-
build your career. It opens career doors—even ticipate in an ASQ exam development
some you didn’t know existed. workshop is to be a current member and
hold the respective certification. When we
It increases peer and leadership were creating the initial quality auditor certi-
confidence in you. Using information from a fication, the sponsoring division defined the
specific certification’s body of knowledge shows you eligibility criteria for being a quality auditor
have a proven skill set and can apply it. SME. Participation in the quality auditor
exam development was well sought after,
It expands your network. It helps you con- and volunteers were nominated and voted
nect with like-minded quality professionals to share on by the division.
your knowledge and make the world work better. In building the quality auditor job anal-
ysis, the challenge is making sure that it’s
industry neutral. In other words, the SMEs

specification. This time, we had a mix of
Certification people from the technical committee who

participated in the job analysis and those
Preparation and Training who were new to the process. It created a

good team dynamic by ensuring we had
clarity of the task before us and how to
ASQ certification preparation courses help refresh a practitioner’s accomplish it.
familiarity with a specific body of knowledge (BoK) before sitting
for an ASQ exam. These courses are designed as a review, and are The output of the test specification
not intended to serve as training for someone who is new to topic workshop is the information that everyone
areas. who is interested in a given ASQ certifi-
Choose certification preparation courses if you: cation sees: the breakdown of categories
++ Are a practitioner getting ready to sit for an exam. that will be covered, with major and minor
++ Have experience in many areas of the BoK, but still struggle in
a few. headings. The test specification determines
++ Are looking to brush up on some topic areas that you don’t use how many test questions will be dedicated
often in your career. to each major category, and it essentially
++ Want to practice exam-style questions mixed with a review of creates the roadmap for the rest of the
the content areas. exam development. When ASQ reviews a
There’s a full catalog of certification preparation courses at
asq.org/training/catalog/categories/certification. Consider a certification every five to seven years, the
question bank to practice answering exam-style questions with content detailed in the body of knowl-
detailed feedback and to simulate a timed exam. Each question edge (BoK) is updated to reflect current
bank includes three unique sets of exam questions. practices.
If you’re new to most of the topic areas and looking for a foun- The team of 12 SMEs reviews the survey
dational understanding of the BoK, visit ASQ’s training catalog at
asq.org/training/catalog. results and, based on the statistics, the
team reaches consensus on what should
be included in the BoK and be tested in the
exam.
must pinpoint the skills and functions that are the same with the Below is an excerpt from the CQA BoK:
job—regardless of where they are being used. Believe me, this I. Auditing Fundamentals
was easier said than done with this first exam. (27 Questions)
During that first job analysis session for the CQA exam, SMEs A. T
ypes of Quality Audits
from the nuclear industry, manufacturing (aircraft, chemical and 1. Method
process, and medical equipment), the food industry and others Define, differentiate and analyze
tried to reach a consensus on the common functions of a quality various audit types by method:
auditor. Our facilitator was very good and patient as the team product, process, desk, depart-
struggled with the discussion and debate. ment, function, element, system
This survey was sent to ASQ members because the Quality and management. (Analyze)
Audit Division was new and still growing. We wanted to make 2. A uditor-auditee relationship
sure to include everyone who worked in the field of quality audit- Define, differentiate and analyze
ing. After collecting an adequate sample of feedback, we created various audit types by auditor-
a test specification, which is a content outline for the exam. auditee relationship: first-party,
second-party, third-party, inter-
Test specification nal and external. (Analyze)
To develop a test specification, a large enough sample of survey 3. Purpose
responses is necessary to have valid results. ASQ has guidelines Define, differentiate and analyze
on how many responses are necessary. Fortunately, we received various audit types by purpose:
the necessary number the first time we sent out the job analysis verification of corrective action
survey for the CQA exam. (follow-up) audits, risk audits,
ASQ compiled the results, and letters were sent to the accreditation (registration) and
Audit Division membership to get another group of 12 SMEs compliance audits, surveillance
together for a two-and-a-half-day workshop to develop the test and for-cause audits. (Analyze)

F E AT U R E
CERTIFICATION
As you can see, “I. Auditing Fundamen- written. A good item does not lead the test taker to only one
tals” identifies how many exam questions answer, but makes the test taker decide what is the best answer.
are related to the category, as well as the In this respect, it forces the team not to create “throw-away”
breakdown of the knowledge topics. It also answers as options. Our facilitator was meticulous and ensured
includes an explanation of the subcategories the questions were written correctly so there wasn’t any bias or
(“Method,” “Auditor-auditee relationship” unintentional clues to the right answer.
and “Purpose”) to show what areas will be Quickly, we discovered that item writing is challenging. There is
covered in the exam. a lot of learning and practice that goes into creating a good item,
The last piece of the test specification and there are specific ways to which we had to conform.
process is the assignment of a Bloom’s tax- Next, we broke into groups. Each group was assigned an area
onomy cognitive level to each subcategory. of the BoK and was required to write 50 questions in a four-hour
In the example earlier, the subcategories are timeframe, regardless of how many questions from that BoK area
assigned to the “Analyze” cognitive level. would be included in the exam. For example, in “Auditing Fun-
This defines the maximum level of knowl- damentals,” there had to be a total of 27 questions on the exam.
edge needed for the exam question. It also However, the team created at least 50 questions so that if some
serves as an indicator for how in-depth a questions were thrown out because they were not good or too
candidate should study. The cognitive level easy, there would be other questions the teams in the next ses-
is important for the item writers, who are sions could use as substitutes.
responsible for writing the test questions, For the CQA exam, we also planned to include case studies, so I
as well as the candidates using the BoK to asked a team of three people to develop a few. CQA is the only cer-
prepare for the exam. tification exam that includes case studies. As a team, we created a
fictional narrative describing a scenario that a typical auditor might
Item writing workshop face, and wrote four to five questions based on that. This allowed
The item writing workshop for a BoK update us to develop some crossover questions that addressed areas in
is generally attended by 16 SMEs and the BoK that showed more depth of understanding because candi-
spans across two full days. In the case of dates had to relate it back to the case study.
developing the brand-new quality auditor To draft these items, ASQ provides reference material and books
certification, we had a larger group and took to the item writing team to check facts and confirm the informa-
two-and-a-half days to write the questions. tion being used. That also is an item writing requirement: We must
In the first hour of that first item writ- provide the references used to write the items and that support
ing workshop, the facilitator reviewed the the correct answer. This is important because if a question is chal-
terminology we would be using. An item, lenged later by test takers and reviewers, the reference can show
for instance, refers to a test question. We how the question is supported by a reference.
learned how an item is expected to be I can honestly say that the amount of learning that goes on in
Recertification
There are 13 ASQ certification exams that, after passing, require recertification. That means
you’ll have to stay up to date on these valuable credentials. There are two ways to
recertify:
++ Retake the certification exam at the end of the three-year recertification period.
++ Obtain 18 recertification units (RU) in a three-year recertification period. RU credits
are activities such as being an ASQ member, attending section or division events,
taking refresher courses, attending ASQ conferences or volunteering for ASQ test
development activities. To keep tabs on your credits, you must complete a journal
that documents these activities.
There are many more details related to recertification, including timelines and fees,
renewing different certifications with different recertification dates, and submitting
the recertification journal and application. Visit asq.org/cert/recertification for this
essential information.

Certifications vs. Certificates
An authentic professional certification, such as those provided by
ASQ, is formal recognition by a respected, recognized and estab-
lished professional organization that an individual has demonstrated
item writing sessions is amazing. Egos are a proficiency in, and comprehension of, a specified body of knowl-
left at the door as these volunteers make edge (BoK).
a commitment to dedicate their time and An ASQ certification, like most authentic professional certifica-
energy to creating the best possible prod- tions, requires individuals to demonstrate these competencies by
passing an exam and having a track record of expertise in one of the
uct—that is, the best certification exam—for specified quality disciplines, such as Six Sigma. ASQ does not require
the quality profession. you to take ASQ training—or any other particular courses—as a con-
I assure you that most people who attend dition of awarding such certifications.
these item writing workshops will say Certificates are sometimes awarded for attending a particular
they are intense and rewarding. Bringing training session or completing a course or specified courses. Numer-
ous training organizations, educational institutions and individual
together the great minds of these SMEs training consultants are competing to sell training courses that
challenges everyone and helps people learn purportedly include “certification.” In many cases, these are not cer-
more about the contrasts and similarities of tifications based on a noncommercial standard BoK as developed by
their respective industries. objective third-party entities, but rather paper certificates awarded
Many of the shared ideas generated at for participating in specific training.
For more on the differences between certifications and certifi-
an item writing workshop—and throughout cates, visit asq.org/cert/resource/pdf/certification/
the process, for that matter—are carried certification-vs-certificate.pdf.
back by the SMEs to their organizations and
implemented. I saw this first with the CQA
item writing, and have seen it replicated in
every other exam development workshop
I’ve participated in.
Item review workshop

After the item writing workshop wraps up,
the next session is the item review work-
shop. This session has 12 different people
who review all of the items (questions) that
were developed in the previous workshop.
If items are deemed too easy or too difficult,
they are rewritten or thrown out.
This is important because no matter how
hard you try, sometimes items just do not
make sense, are too easy or need rephrasing
and wordsmithing. The facilitator remains
firm and thorough, making sure that all
questions are reviewed and references are
checked. the best people from the prior sessions to participate. They were instructed
The output of this session is a bank of to take the exam under the same conditions as would be required of anyone
clean items that are used to compile the test. else taking the test—that is, in one four-hour session, using only approved
This session is useful because the facilitator references and no calculators. These volunteer test takers then became the
pulls everyone together to refine items and exam review team. When they arrived for the exam review workshop, they
bring the team to a consensus. The team- received their exam back and saw how they scored. Sometimes, this can be a
work and cooperation in these sessions is very humbling exercise.
incredible. It is at this stage that the workshop team reviews the entire test—item by
item. The distribution of scores is shown on a screen so everyone can see
Exam review workshop how everyone answered the questions (anonymously). Occasionally, there are
Finally, in developing the CQA exam, the questions that everyone answered correctly, and other questions that no one
next step involved ASQ putting together a answered right.
test exam and sending it to 10-12 volunteer The challenge is not to have too many questions that are too easy or too
test takers. What we tried to do was ask difficult. If no one answered a question correctly, we want to know why.

F E AT U R E
CERTIFICATION
More Details on ASQ’s 18 Certifications

++ Certified biomedical auditor under- ++ Certified quality auditor understands analyzes quality costs and other quality
stands the principles of standards, the standards and principles of auditing data, and applies fundamental statisti-
regulations, directives and guidance and the auditing techniques of exam- cal methods for process control.
for auditing a biomedical system. The ining, questioning, evaluating and ++ Certified reliability engineer under-
auditor uses various tools and tech- reporting to determine a quality sys- stands the principles of performance
niques to examine, question, evaluate tem’s adequacy and deficiencies. evaluation and prediction to improve
and report on that system’s adequacy ++ Certified quality engineer understands product/systems safety, reliability and
and deficiencies. the principles of product and service maintainability.
++ Certified calibration technician tests, quality evaluation and control. ++ Certified Six Sigma Black Belt is a
calibrates, maintains and repairs elec- ++ Certified quality improvement associate professional who can explain Six Sigma
trical, mechanical, electromechanical, has a basic knowledge of quality tools philosophies and principles, including
analytical and electronic measuring, and their uses, and is involved in quality supporting systems and tools.
recording and indicating instruments improvement projects, but doesn’t ++ Certified Six Sigma Green Belt operates
and equipment for conformance to necessarily come from a traditional in support of or under the supervision
established standards. quality area. of a Six Sigma Black Belt, analyzes and
++ Certified HACCP (food safety) auditor solves quality problems and is involved
understands the standards and princi- in quality improvement projects.
ples of auditing a hazard analysis and ++ Certified Six Sigma Yellow Belt is a
critical control points (HACCP)-based certification aimed at those new to the
(or process-safety) system. A HACCP world of Six Sigma who have a small
auditor uses various tools and tech- role or interest, or need to develop
niques to examine, question, evaluate foundational knowledge. Yellow Belts
and report on that system’s adequacy can be entry-level employees that seek
and deficiencies. ++ Certified quality inspector uses the to improve their world or executive
++ Certified manager of quality/organiza- proven techniques included in the certi- champions who require an overview of
tional excellence leads and champions fication’s body of knowledge in support Six Sigma and define, measure, analyze,
process improvement initiatives that of and under the direction of quality improve and control.
can have regional or global focus in engineers, supervisors or technicians. ++ Certified software quality engineer
a variety of service and industrial ++ Certified quality process analyst is a understands software quality develop-
settings—from small businesses to paraprofessional who, in support of and ment and implementation, and software
multinational corporations. under the direction of quality engineers inspection, testing, verification and
++ Certified Master Black Belt is the mark or supervisors, analyzes and solves validation. The engineer implements
of career excellence and aimed at quality problems and is involved in software development and mainte-
individuals who possess exceptional quality improvement projects. nance processes and methods.
Six Sigma expertise and knowledge of ++ Certified quality technician is a para- ++ Certified supplier quality professional
current industry practice. professional who, in support of and works with an organization’s supply
++ Certified pharmaceutical GMP pro- under the direction of quality engineers chain and suppliers to continuously
fessionals understand the good or supervisors, analyzes and solves improve performance of key system
manufacturing practices (GMP) quality problems, prepares inspection components (increase lifecycle, reduce
principles as regulated and guided by plans and instructions, selects sampling scrap, improve repair processes) by
national and international agencies for plan applications, prepares procedures, implementing process controls and
the pharmaceutical industry. trains inspectors, performs audits, developing quality assurance plans.
Can we fix the question? Do we trash used as the actual certification exam. This is what this workshop is all about:
it altogether and replace with another? debate and discussion, and coming to a final consensus.
Some people get frustrated because they
feel no answer is correct. Questions that Camera review proof
the group feels have issues are reviewed, As one last check, ASQ staff sends the completed exam form(s) to the
revised or sometimes put on hold for respective volunteer committee to review spelling, grammar and style, and to
future work. sign off as a final review before the exam is administered to candidates.
This entire exam review workshop can It can be a tedious step, but ASQ is dedicated to producing the right prod-
be a demanding exercise because this uct and maintaining the standard of excellence that has been established
collection of questions and answers will be over the years.

Cut score review to target and improve areas of weakness. Sometimes, even test takers who
In the next workshop, 10-12 SMEs review passed an exam ask ASQ to identify areas in the exam in which they didn’t do
the exam form and recommend the so well. However, the policy is not to share that information with the success-
minimum score a candidate must have ful candidates, only with those who failed the exam. The reason is this guide
to pass the exam and be considered is not meant to be a detailed review of the exam, but of main categories that
certified. This is an important point: ASQ might have given unsuccessful candidates trouble.
exams are not a test for how competent
a candidate is in relation to the BoK, but Other perspectives
rather a test for whether they are compe- Over the years, ASQ has looked at different venues to host these workshops.
tent in the respective BoK. Now, all workshops are held at ASQ headquarters in Milwaukee. In the past,
One tool the cut score review team however, some have been offered in places such as Phoenix in the days lead-
uses to establish its recommendation ing up to the ASQ Lean and Six Sigma Conference.
is something every ASQ exam form ASQ has always tried to find ways to get different people to participate in
has: questions called “equaters.” These these sessions simply because ASQ wants as much of its membership to be
are questions that have been used on engaged as possible. Admittedly, it is not always easy to get people together
previous exams and serve to determine to devote time to these workshops. It is fair to say that this approach provides
whether the exam is easier or more diffi- a variety of sources and perspectives that helps keep the exams fresh and
cult than prior exams to fairly adjust the
passing point for each form. These items
are not modified or changed in any way
between exam forms. For the first exam,
the equaters are chosen based on their
strong statistical performance.
Computer-Based Testing
Once the team of SMEs arrives at a Two years ago, ASQ broke away from traditional pencil-and-pa-
recommended cut score, a technical per exams and moved to computer-based testing. Certification
advisory committee that includes the candidates now take ASQ certification exams at a Prometric
testing facility where the test is administered via computer in a
respective certification chair, subcommit-
proctored, secure environment. Advantages of computer-based
tee members, and the certification board
testing include:
chair and vice chair work with ASQ staff ++ An increase in annual exam administrations—from two to six.
to review the recommendation and arrive ++ An increase in the availability of days in which the exams can
at a fair final cut. be taken—from four days per year to 102 days per year.
++ An increase in the number of testing locations—from 350 to
Administer exam and 8,000.
further analysis ++ Faster test results, from 10 days to zero to four days.
After the exam is administered publicly ++ The convenience of retesting, reducing time from six months
to candidates, the chair discusses the to two months.
exam further with ASQ and reviews any For more details on computer-based testing, visit asq.org/
cert/computer-based-testing.
questions that are not performing as
expected—those that everyone gets right
and others that hardly anyone answers
correctly. If any questions are deemed
to be unfair or have errors, all candidates
receive credit for those questions. This
discussion serves as one more final check
before scoring the exam and notifying
the candidates whether they passed.
As a study guide for those who do not
pass the exam, ASQ can provide them
with a detailed analysis breaking down
the number of items they had incorrect
in each BoK category. This is helpful

F E AT U R E
CERTIFICATION
relevant, but it takes much effort to do so.
Helpful Links
Each certification exam has a volunteer team, composed of the exam chair
and subcommittee members. They work with the divisions to recruit SMEs—
which can be anyone who holds the current certification and an active ASQ
membership—for workshops. Participants on certification exam committees
are rewarded with recertification units. All certification exam chairs are part
ASQ CERTIFICATION AND
of an overall certification board that works with the ASQ staff to help guide
CERTIFICATION PREPARATION
the certification department. Exam committees often are engaged to review
RESOURCES
and approve exam content several times before candidates take the test.
It is through this rigorous and robust exam development process that ASQ
Certification guidebook
maintains the integrity, validity and quality of its exam programs. The col- (https://tinyurl.com/asq-cert-guide)
laborative knowledge from a diverse group of members, organizations and ASQ has compiled a comprehensive
industries has been refining these exams for 50 years. online guidebook that includes detailed
descriptions of each certification,
frequently asked questions about
The future of certification ASQ certifications, testimonials from
In essence, ASQ’s thorough, comprehensive certification exam development certification holders, and an eight-
process has remained the same since I became involved in the early 1990s. step approach to help navigate the
ASQ did, however, shift its exam development, facilitation and psychomet- certification process. The 20-page
ric duties in-house. More certification exams have been developed (see the flipbook contains multiple links to other
ASQ resources related to certification
sidebar, “More Details on ASQ’s 18 Certifications,” p. 46), and those essential
activities.
workshops have become more efficient and effective, maximizing the time
and energies that these talented volunteers devote to developing the exams. ASQ certification
ASQ and those responsible for maintaining what I referred to earlier as the (asq.org/cert)
gold standard of quality certifications haven’t been standing still, however. Here’s the starting point to learn about
the available certifications, computer-
Two years ago, for instance, ASQ introduced computer-based testing (see
based testing, translated certification
the sidebar, “Computer-Based Testing,” p. 46) to make the actual test-taking exams, recertification and more.
experience more efficient, as well as tally test scores and report results more
quickly. ASQ training
This year, ASQ announced it would begin the pursuit of assessment (asq.org/training)
Explore the training courses ASQ offers
accreditation by the National Commission for Certifying Agencies and ANSI/
to get you up to speed on topics such as
ISO/IEC 17024 Conformity by the end next year. These accreditations will lean, quality management, Six Sigma,
formally recognize ASQ’s certification development activities and process as standards and more.
the gold standard.
In addition, ASQ is planning to unveil details about shifting the recertifica- ASQTV certification channel
(https://tinyurl.com/asq-tv-cert)
tion process online (check asq.org/cert/recertification for more details later
Watch video episodes and extended
on) and exploring the possibilities of offering micro-credentials, a digital form interviews with experts on a variety of
of certification that shows that a person has reach a certain level of compe- topics related to ASQ certifications,
tency in a specific skill. including advice on preparing for exams
All these developments really shouldn’t be a surprise to anyone. It’s what and how certifications can propel your
career.
ASQ and quality are all about: Not only reaching high standards, but also main-
taining them and moving forward in the name of continuous improvement.
James L. Bossert is a Master Black Belt at the Joint the 2012 recipient of ASQ’s Distinguished Service
Commission in Oakbrook Terrace, IL. Bossert, an Medal. Bossert has been active in ASQ’s certification
ASQ fellow, holds a doctorate in quality systems program since 1992, holding several positions for
from Indiana State University in Terre Haute. He is an different certification exams. He is the author of the
ASQ-certified quality auditor, engineer, manager of Supplier Management Handbook (ASQ Quality Press,
quality/organizational excellence, Six Sigma Black 2004) and the outgoing editor of Six Sigma Forum
Belt and Six Sigma Master Black Belt. He is also Magazine.

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Standards-related developments and activities
Standard Issues
GUIDANCE DOCUMENTS
A Well-Known
Secret
The often-overlooked guidance
++ ISO 10001-10004 and 10008 pertain to guidelines for
customer satisfaction. The customer is the most import-
ant interested party. If an organization doesn’t have
customers, it ceases to exist. These standards include
guidelines for determining customer satisfaction provi-
sions, handling complaints, resolving complaint disputes,
documents that can help improve and monitoring and measuring customer satisfaction.
your quality management system They also provide insights for measures, processes and
improving customer loyalty. These customer satisfaction
| by L.L. “Buddy” Cressionnie and Paul Palmes standards are:
++ ISO 10001—Quality management—Customer sat-
isfaction—Guidelines for codes of conduct for
Every organization has room to improve its quality organizations.
management system (QMS), but where can it turn for ++ ISO 10002—Quality management—Customer sat-
expert guidance? isfaction—Guidelines for complaints handling in
What if we said there is a series of secret docu- organizations.
ments, written by international subject matter experts, ++ ISO 10003—Quality management—Customer satis-
designed to help organizations improve their QMSs? It faction—Guidelines for dispute resolution external to
would prevent users from having to start from scratch organizations.
and question the authenticity of the information they ++ ISO 10004—Quality management—Customer satisfac-
find via internet searches. tion—Guidelines for monitoring and measuring.
International Organization for Standardization (ISO) ++ ISO 10008—Quality management—Customer satisfac-
Technical Committee (TC) 176’s subcommittee (SC) tion—Guidelines for business-to-consumer electronic
3 publishes these secret documents that provide commerce transactions.
guidance related to ISO 9001—the same TC 176 that ++ ISO 10005—Quality management—Guidelines for
publishes ISO 9000 terminology in SC 1 and recently quality plans helps organizations isolate and document
released ISO 9001:2015 and ISO 9004:2018 in SC 2. requirements to provide increased confidence that they
Of course, these documents aren’t secret at all, but will be met.
are published standards in the ISO 10000 series. Unfor- Other key benefits of implementing this guidance
tunately, there is a significant lack of awareness about document include greater assurance that processes
their existence. Baskar Kotte, chair of U.S. TAG to ISO/ are in control, the motivation it can provide to those
TC 176/SC 3, made it clear when he said: “In essence, involved, and insight into opportunities for innovation
ISO/TC 176/SC 3 develops supporting technology and improvement.
guidance documents for implementing the ISO 9001 Recent revisions to ISO 10005 include the following
requirement standard.” key changes:
To provide visibility and encourage use of the ISO ++ A new structure (not high level) was adopted.
10000 series, ISO 9001, Annex B includes a description ++ The terms and concepts of ISO 9000:2015 are used.
of these documents. The following list briefly details each ++ It’s aligned with the new requirements of ISO
guidance document: 9001:2015.

++ It promotes a broader applicability of ++ ISO 10007—Quality management—Guidelines for
quality plans in different types of organi- configuration management provides a framework and
zations and in different circumstances. method for conducting configuration management
++ ISO 10006—Quality management—Guide- activities, including developing the structure and con-
lines for quality management in projects tent of a configuration management plan.
provides enhanced control of project pro- This standard is the authoritative source for config-
cesses and project products or services to uration management for implementation based on an
meet customer and other interested party organization’s size and the nature of its products and
requirements. It recommends how organiza- services, and reflects the needs of specific life cycle
tions can manage projects and their processes, phases. It was recently updated with the new ISO 9000
products and services systematically to and ISO 9001 language and describes:
enhance coordination and compatibility. ++ Responsibilities and authorities for configuration
Recent revisions to ISO 10006 include the management process, such as planning, identifica-
following key changes: tion, change control, status accounting and audit.
++ It’s aligned with ISO 9000:2015, ISO ++ Management activity that applies technical and
9001:2015 and ISO 21500:2012. administrative direction over a product or service’s
++ It employs the process approach, which life cycle, its configuration identification and status,
incorporates the plan-do-check-act and related product and service configuration
cycle and risk-based thinking. information.

Standard Issues
++ Identification and traceability, the status of its
physical and functional achievement require- What if we said there is a series of
ments and access to accurate information in all secret documents, written by inter-
phases of the life cycle. national subject matter experts,
++ ISO 10012—Measurement management systems— designed to help organizations
Requirements for measurement processes and improve their QMSs?
measuring equipment provides guidance for mea-
surement processes and metrological confirmation
of measuring equipment. It provides insight into ISO
9001, clause 7.1.5’s requirements on monitoring and
measurement resources.
++ ISO/Technical Requirement (TR) 10013—Guidelines
for quality management system documentation is ++ ISO 10018—Quality management—Guidelines on peo-
under revision. The requirements for documented ple involvement and competence provides guidance on
information changed considerably in ISO 9001:2015. implementation strategies to engage people in the orga-
++ ISO 10014—Quality management—Guidelines for nization (Quality Management Principle 3) and ISO 9001,
realizing financial and economic benefits provides clause 7.2 competency requirements. A QMS is effective
management application principles, and method and when competent people are engaged in meeting the
tool selection that enable an organization’s sustain- strategic direction and objectives of the organization.
able success based on management principles. The ++ ISO 10019—Guidelines for the selection of quality
ISO 9001:2015 standard’s management principles management system consultants and use of their ser-
reduced from eight to seven, which will profoundly vices provides guidance on ensuring the competence of
affect this document. acquired consultants and that service expectations are
++ ISO 10015—Quality management—Guidelines for met.
training provides additional guidance regarding edu-
cation and training related to the ISO QMS standards. Expert assistance
ISO 9001:2015, clause 7.2 references competence, This diverse set of guidance documents is an excellent
which includes education and training that would illustration of the broad demands of subject and techni-
be valuable for an HR department to consider when cal writers often brought into the discussion during the
improving its processes. revision process. These documents can be invaluable to
++ ISO/TR 10017—Guidance on statistical techniques QMS practitioners searching for expert guidance and
for ISO 9001 provides guidance on statistical methods support as they grapple with the day-to-day demands of
that can be observed in the behavior and results of their professions.
processes, even under conditions of apparent stability.
NOTE
ISO 9001:2015, clause 9.1.3 and AS9100D, the aero- U.S. TAG to TC 176 is looking for volunteers to work on these
space industry QMS standard, reference ensuring standards. If you’re interested, contact standards@asq.org for
process effectiveness and product conformity. further information.
L.L. “Buddy” Cressionnie is Paul Palmes is principal consultant with

President of ASD Expertise, LLC, Business Systems Architects Inc. in Fargo,
with industry leadership positions ND, and Prescott, WI. He is chair of the U.S.
of Americas Aerospace Quality Technical Advisory Group to ISO/TC 176,
System Committee (AAQSC) chair and chair of ISO/TC 176, subcommittee 1,
and AAQSC leader of requirements, responsible for ISO 9000:2015. He is the
projects and AS9100. He is active coauthor of Business Sustainability: Going
in standards development as a Beyond ISO 9004 (ASQ Quality Press, 2018)
liaison member to the International Organization for and ISO 9001:2015: Understand, Implement, Succeed! (Prentice
Standardization (ISO) Technical Committee (TC) 176, Hall, 2015), and author of Process Driven Comprehensive Auditing,
including writing ISO 9001:2015 and ISO 9004:2018, and second edition (ASQ Quality Press, 2009) and The Magic of Self-
participating in the ISO 9001 Interpretations Committee. Directed Work Teams (ASQ Quality Press, 2006).

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YOUR SCHEDULE AND BUDGET
Whether it’s the convenience of choosing the time and place that fits your
schedule, or the flexibility of attending an online course, ASQ provides
e-learning options designed for your unique needs.
Learn on your own with web-based instruction materials, or with virtual

training led by subject matter experts.
For more information, visit asq.org/training/catalog.

Seeking innovation through tools, techniques and approaches
Innovation mperative
BALDRIGE
Innovation
And Excellence
Ways to enhance how the Baldrige
framework addresses innovation
by Peter Merrill
Innovation is now an important com- Innovation,”3 it captures the essentials

ponent of the Baldrige Excellence of innovation and includes the critical
Framework. Those tasked with champi- statement: “Taking intelligent risks requires
oning innovation in the context of Baldrige a tolerance for failure and an expectation
must be aware of the points in the Baldrige that innovation is not achieved by initiating
criteria in which innovation is addressed. only successful endeavors.”4
In 2014, Baldrige introduced innovation However, the glossary provides a
in a significant way—using the term nearly definition of “innovation” that could cause
70 times. Today, there are 11 core values for problems for an innovation professional:
Baldrige, and six of them directly reference “Making meaningful change to improve
innovation. I have worked through the your organization’s products, services,
approximately 30,000 words of the 2018 … processes, … and business model, with
edition and extracted the elements that the purpose of creating new value for
reference innovation. In fact, there are now stakeholders.”5
84 direct references to innovation. The improvement mindset pervades the
At the same time, I have identified what Baldrige document and the phrase “mean-
may be regarded as gaps in the criteria ingful change to improve” in the definition
from an innovation perspective, as well as of innovation shows a misunderstanding
statements that might be open to dispute of innovation. Throughout the document,
from the innovation community. the term “innovation” seems watered down
with adjunct text.
Building the framework The remainder of the “Core Values and
The “Core Values and Concepts” section1 Concepts” section does a fine job explaining
of the framework and the framework’s what is needed for innovation. However, the
glossary2 act as the platform on which the text in these areas needs scoping, structur-
framework’s categories are built. ing and rewriting to eliminate the current
Looking at the principle, “Managing for rambling and overlap. Read them together.

To assist you, I have extracted some key points. ++ Taking intelligent risks become part of the learning
The definition of the term “innovation” includes: culture.
++ Adopting an idea that is new. ++ Identifying strategic opportunities involves the entire
++ A “breakthrough” … in results, products, or processes. organization and partners.
++ A willingness to pursue intelligent risks. ++ Innovations in other industries may be adapted for a
++ A multistep process of development and learning. breakthrough in your industry.
The concept “Managing for Innovation” brings out these ++ Innovation builds on accumulated knowledge.
additional points: However, within the definition of innovation is a flaw:
++ Innovation and … continuous improvement are different, The statement “Innovation involves adopting an idea”
but complementary. fails to distinguish opportunity from concept solution.
++ Innovation is not just the purview of research and devel- As quality professionals know too well, separation of
opment departments. opportunity (the problem) from the solution (the idea)
is critical. Just asking for ideas will cause innovation to
degenerate to suggestion schemes. I have seen this
repeatedly in organizations. Innovation starts in the
marketplace.
In addition, the document does not provide a defi-
nition of improvement that separates the term from
innovation. There is an urgent need for these terms to
be distinguished. More thought must be given with the
confusion created between “innovation” and “continu-
ous improvement.”
The other principles

The following principles are addressed far better than
the innovation principle
“Organizational Learning and Agility”
++ Agility requires a capacity for rapid change …
++ Learning is focused on building and sharing knowl-
edge …
++ A major success factor is cycle time from research to
commercialization.6
“Visionary Leadership”
++ Your leaders should ensure strategies …. stimulating
innovation.
++ Senior leaders should serve as role models … for
innovation.7
“Valuing People”
++ Major challenges include creating an environment
that encourages intelligent risk.8
Organizational description
The first significant questions to be addressed in the
criteria are in “Organizational Description,” which

Innovation Imperative
defines the “Organizational Environment.” Extracts

from the description are:
++ Product offerings. What is the relative impor-
tance of each to your success? To its credit, Baldrige was one of the first
++ Customers and stakeholders. What are their key entities to adopt knowledge management
requirements and expectations? many years ago, and this is a vital platform
++ Competitiveness changes. What key changes … for innovation: “How do you collect ..
create opportunities for innovation? workforce knowledge … for use in your
In this section, questions should be asked about innovation and strategic planning?”
mature products and products under pricing pres-
sure, as well as unmet customer needs. This then
opens the mind to the need for innovation. Right now,
the questions are not sufficiently forward looking. This category fails to address identifying innova-
tion opportunity. Customer engagement and the
Categories 1-5 voice of the customer are critical for this. You don’t
The actual Baldrige criteria are then described: ask customers what they need. You ask, “Where do
“Category 1—Leadership” asks how senior leaders’ you waste time?” and “What are your hassles?” You
actions … create organizational agility; cultivate find customer pain. This is where innovation starts.
organizational learning, innovation and intelligent “Category 4—Metrics, Analysis and Knowledge
risk taking. Management” again allows improvement and
This category asks the right basic questions of innovation to get confused. However, to its credit,
leaders. Read it together with this passage from Baldrige was one of the first entities to adopt
the “leadership system” term: “Effective leadership knowledge management many years ago, and this is
… supports innovation, and appropriate risk taking; a vital platform for innovation: “How do you collect
subordinates organizational structure to purpose .. workforce knowledge … for use in your innovation
and function; and avoids chains of command that and strategic planning?”13
require long decision paths.”9 Innovators should pay close attention to this
That leads quite naturally into “Category 2—Strat- often-ignored activity. One issue that’s overlooked
egy,” which asks: “How your organization develops and could be included here or in the workforce
strategic objectives and action plans, implements category is collective knowledge. Techniques for
them, changes them if circumstances require, and obtaining collective knowledge are one of the great
measures progress.”10 differentiators for innovation.
This refers to the need to pivot when deploying an “Category 5—Workforce” asks “How does your
innovation plan—hence, the need for agility. It also organization reinforce intelligent risk taking to
asks,“How does your strategy development … incor- achieve innovation, a customer and business focus,
porate innovation? How do you identify strategic and achievement of your action plans? How does
opportunities … imagining a different future.” your learning and development system support …
Strategy notes then continue: innovation. “Learning from failure could be a wel-
++ Strategic objectives might address market- comed addition in this category. It is only mentioned
changing innovation. in under “Safety”14 in “Category 6—Operations.”
++ Consider significant anticipated innovations in
services and technology.11 On to operations
“Category 3—Customers” asks: “Category 6—Operations” treats innovation too
++ Voice of the customer: How do you listen to former lightly after earlier promise in “Category 1—Leader-
customers, potential customers and competitors’ ship ” and “Category 2—Strategy.” It asks:
customers to obtain actionable information? “How your organization designs, manages,
++ Customer engagement: How do you determine improves, and innovates its products and work
customer and market needs and requirements for processes … to deliver customer value and achieve
offerings?12 ongoing organizational success … How do you

discontinue pursuing opportunities?”15 be addressed in a broader context. These issues are
This is where the activities of defining opportu- imperative for achieving the sustainability refer-
nity, concept solution, working solution and solution enced in the framework’s introduction.18 One other
delivery should be addressed for potential new point missing in the “Customer Results”19 category
products and services. Instead, there’s a simple note is that customer dissatisfaction identifies innovation
included: “Your process for managing opportunities opportunity.
for innovation should capitalize on strategic oppor- Finally, “From Fighting Fires to Innovation: An
tunities identified in 2.1a(2).”16 Analogy for Learning”20 needs serious rethought.
It was introduced in 2014 but fails to distinguish
Opportunities to improve between improvement and innovation. Distinction
Finally, “Category 7—Results” is a disappointment. between innovation and improvement is somewhat
Product and process results appear to address inno- similar to the distinction between correction and
vation in process effectiveness and efficiency, but prevention. It is a continuum, and the continuum
not clearly in product and service: deserves a better explanation.
++ “What are your product performance and process I first encountered the Baldrige criteria in 1992
effectiveness results?” when IBM, one of my clients, used it as a framework
++ “What are your current levels and trends in key for its market-driven quality. I first wrote about the
measures and innovation?” criteria in the first edition of Do It Right the Second
++ “Measures of work process effectiveness might Time21 five years later. At that time, the criteria were
include work system innovation.”17 on the cutting edge, and I still have the highest
New product introduction needs attention here. respect for their global impact.
In subsection 7.2, “Customer Results,” there’s a great I hope these observations serve as a wakeup call
opportunity to address the impact of new offerings. for the writers of the criteria and are taken in the
In subsection 7.5 “Financial and Market Results” way they are intended. Borrowing from the title
under “Marketplace Performance,” this issue should of one of the bestselling business books ever, this
column is in search of excellence.22 
ACKNOWLEDGEMENT
The author thanks Jane Keathley, past chair of ASQ’s
Innovation Division and a former Baldrige assessor, for
reviewing the column and offering feedback.
EDITOR’S NOTE
References listed in this column can be found on the
Innovation Imperative webpage at qualityprogress.com.
Peter Merrill is president

of Quest Management Inc.,
an innovation consultancy
based in Burlington, Ontario.
Merrill is the author of several
ASQ Quality Press books, including Innovation
Never Stops (2015), Do It Right the Second Time,
second edition (2009), and Innovation Generation
(2008). He is a member of ASQ, previous chair of
the ASQ Innovation Division and current chair of the
ASQ Innovation Think Tank. Merrill also is head of
delegation for his country to ISO/TC 279 Innovation
Management.

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Service Systems Engineering and Management
A. RAVI RAVINDRAN, PAUL M. GRIFFIN AND VITTALDAS V. PRABHU ❚ CRC PRESS ❚ 2018 ❚ 618 PP. ❚
$129.95 LIST (BOOK).
This book is a comprehensive retrospective on quantita- What is missing is some

tive methods applied in the design and control of service reference to big data analytics,
systems. It is mostly aimed at the industrial engineering supervised models and unsuper-
community, but economists, operations researchers and vised predictive algorithms. In
quality engineers also will find it interesting. addition, the book does not refer
The chapters on forecasting demand for services, eval- to important statistical methods
uating service systems, financial engineering and revenue such as the design of experiments
management are examples of topics of interest to the wider or multivariate process control.
audience listed above. So, even though the book is quantitative in focus, it does
The text is clear, the examples are effective and the level not provide coverage of data-driven methods. The authors
of information is adequate as an introduction to readers should have at least mentioned these in the various chapter
with basic background in math and statistics. The availabil- summaries. Future editions of this comprehensive textbook
ity of exercises makes the text a good choice for advanced could do that.
undergraduate and graduate courses. —Ron S. Kenett, Raanana, Israel
Additions to your quality library
Footnotes
The Nexus Framework for Scaling Scrum: Continuously Delivering an Integrated
Product With Multiple Scrum Teams
KURT BITTNER, PATRICIA KONG AND DAVE WEST ❚ ADDISON-WESLEY PROFESSIONAL ❚ 2017 ❚ 176 PP. ❚
$34.99 LIST (BOOK).
The book is intended for IT profes- product. Using goals, actors, inputs and deliverables, and sizing
sionals who work on teams and product backlog items as tools, there is a significant amount
have working knowledge of scrum of communication among team members. A daily rhythm is
methods. Traditionally, scrum is defined, which generates transparency through daily scrums
intended for use by one team. The and daily nexus coordination. Retrospectives are used as a stan-
authors take it to the next level by dard tool and incorporate lessons learned and best practices to
creating a nexus framework that quickly improve the process under review.
allows three to nine teams to work The rest of the book covers evolving teams that become
on complex software projects at the same time. healthy over time by balancing the workload such as manu-
Chapter one builds on the foundation of explaining Agile facturing. There is guidance on how to handle emergencies
software development as a given entity in IT. Taking scrum to created by different cadences in teams and venture capitalists’
scale requires an additional framework called an exoskeleton for intrusion, and using “scrumbling” to step back and evaluate.
multiple complex operations and integration of the teams. The The true test is how teams react to a crisis.
authors call this process nexus. In the overall final retrospective, the five values of scrum are
The authors go into further detail about how to form a nexus emphasized: commitment, focus, openness, respect and cour-
group and run a sprint. A sprint is a boxed timeframe of 30 age. Three additional ones have been added: have fun, enjoy
days or less that helps keep teams focused on the short term working together and keep your sense of humor.
while working back-to-back sprints to deliver the longer-term —Bill Baker, Santa Fe, NM

The Lean Strategy: Using Lean to Create Competitive Advantage,
Unleash Innovation and Deliver Sustainable Growth
MICHAEL BALLE, DANIEL JONES, JACQUES CHAIZE AND OREST FIUME ❚ MCGRAW HILL
EDUCATION ❚ 2017 ❚ 304 PP. ❚ $35 LIST (BOOK).
This is an excellent book showing the the organization to identify and reduce or
approach to using lean as a foundation for eliminate waste. The authors give an excel-
organizational improvements in lieu of other lent guide on how to establish sustainable
methods. The authors present their principle learning programs to set up the transition
well. and sustain of the shift and strategy for
The book provides examples from actual success.
organizations and helpful implementation After the authors show best practices
guidelines for not just how to execute lean and real-world examples of how to lead an
strategy, but also how to prepare for the organization into a lean strategy approach
implementation. It further recognizes that to improvement, they continue to show
improvement initiatives fail due to inad- the impact of how real organizations have
equately preparing an organization for a sustained lean improvements, and continue
successful transition. to drive growth and reduce waste. Step-by-
One of the top key principles presented step guidelines will prepare organizations for
in this strategy is developing organizational continued success.
learning strategies to leverage all levels of —Conor Leahy, San Diego
The Perils of Un-Coordinated Healthcare: A Strategic Approach

Toward Eliminating Preventable Harm staffing models and safety culture.
PATRICIA W. MORRILL ❚ ROUTLEDGE ❚ 2017 ❚ 100 PP. ❚ $54.95 LIST (BOOK).
The second part of the book covers
the importance of the coaching role
The topic of eliminating preventable executives must play in leading change
medical errors made by staffs working and process improvements.
in medical institutions—whether they In this part, the author introduces
are large hospitals or small clinics— the 10-step process improvement
has been in news for many years but strategy deployment model that
recently has gained more interest. is based on the plan-do-check-act
This book focuses first on the details method. Recommended research
of a real-life case of preventable death, topics are included for each of the 10
followed by the introduction of a improvement steps.
10-step model. The model, if followed, The last section of the book includes
could lead to the improvement of guidelines for each department in
healthcare processes and consequently, a medical institution on using the
reduction and ultimately elimination of improvement strategy through the
preventable medical harms. case study’s seven patient scenarios:
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NOVE M B E R 2018 | QUALIT YPROG RE SS .

Banking The Rigor ISO 10000:

The official publication of ASQ

The Global Voice of Quality

Improve the Way

www.etq.com • info@etq.com • 800.354.4476

View or download the full issue at: asq.org/pub/sixsigma/ or call

Place your order today at asq.org/annual-print-qmj

26 The Desired Effect

34 Predicting With Plots

Your Opinion Matters

qualityprogress.com ❘ November 2018 QP 3

6 Seen & Heard 16 Career Coach 60 Footnotes

Graphic Designers Article Submission Process express permission of Quality

4 QP November 2018 ❘ qualityprogress.com

TCC Daniella A. Picciotti, QMS Alliance Administrative Committee

qualityprogress.com ❘ November 2018 QP 5

A PROPER APPROACH TIMELY ADVICE

THE REACTION GAUGE

Amazon, many consumers rely on reviews to

6 QP November 2018 ❘ qualityprogress.com

How do I access myASQ?

Visit my.asq.org today

8 QP November 2018 ❘ qualityprogress.com

qualityprogress.com ❘ November 2018 QP 9

improved their own mobile banking providers and customers. His-

10 QP November 2018 ❘ qualityprogress.com

qualityprogress.com ❘ November 2018 QP 11

AME Recognizes 4 Manufacturers Amazon’s Future May Soon

To get a roundup of the week’s most noteworthy

New Lean &

Customer satisfaction with personal computers—including desk-

Review tops, laptops and tablets—remains unchanged at 77 (on a 0 to 100

Magazine scale), according to the American Customer Satisfaction Index’s

Mr. Pareto Head By Mike Crossen

qualityprogress.com ❘ November 2018 QP 13

14 QP November 2018 ❘ qualityprogress.com

Being a member of ASQ is the answer to

LEARN MORE AT asq.org/membership.

16 QP November 2018 ❘ qualityprogress.com

qualityprogress.com ❘ November 2018 QP 17

Blending analytics with creativity

18 QP November 2018 ❘ qualityprogress.com

qualityprogress.com ❘ November 2018 QP 19

Raphael’s “The School of Athens,” 1509-1511.

In the past two decades, it’s likely that your orga-

20 QP November 2018 ❘ qualityprogress.com

A3 report teams (also known as A3 teams) are established,

qualityprogress.com ❘ November 2018 QP 21

22 QP November 2018 ❘ qualityprogress.com

qualityprogress.com ❘ November 2018 QP 23

24 QP November 2018 ❘ qualityprogress.com

Go to asq.org/pub/ or call 800-248-1946

to subscribe or modify your membership

A Cloud Storage Service Quality Trust Model

Blockchain for Supply Chain: Improving

Cryptocurrency and Blockchains in Emerging Economies

26 QP November 2018 ❘ qualityprogress.com

qualityprogress.com ❘ November 2018 QP 27

Project-based tasks atively to achieve the desired business goals.

♬ Musical concerts $ Sale of items Gala receptions

Jazz Classical Book Library's Evening Lunch Keynote

28 QP November 2018 ❘ qualityprogress.com