I suspect many of you, like me, are always looking for the fact-based argument for quality. When pressed, I typically fall back on the cost-of-quality (poor quality) argument, and cite the statistics I’ve heard over the years.
Twenty cents of every dollar of revenue in manufacturing is lost to poor quality. Thirty cents of every revenue dollar in service is lost to poor quality. Seventy cents in healthcare, and I’ve never heard a number cited for government but everyone agrees it’s north of 70%. Often these numbers will capture the interest of the discussion enough that I can delve into a more elaborate explanation for what contributes to the cost of quality other than scrape and rework. I often end my epistle with something like, “And this 20% (30%, 70% or more) is available to every company without raising prices, or finding new customers. Twenty percent to the bottom line!”
I’m then troubled when lines don’t form at the door for more of this quality stuff. I just don’t get it.
I often wonder, then, what the unrealized benefit of quality is to society. Of course, I admit that I don’t have tools that are sophisticated enough to undertake the answer to the question and then move on to wondering who might have those tools. Do economists have tools that would make a compelling argument for the cost of poor quality at a societal level?
Well, short of an answer to my exact question, economists Albert N. Link, and John T. Scott (University of North Carolina, and Dartmouth College, respectively) used their economic tools to measure the net social value of the Baldrige Performance Excellence Program. It’s an interesting study and I recommend it to you.
And for two reasons. First, in the explanation of methodology they describe the “counterfactual evaluation method,” they used (pages 6 to 8), which goes along with the figures 1 and 2 (pages 23 and 24). Together the explanation and the figures offer a very interesting account of the market impact of improved quality performance. I’ve not seen this account before.
Secondly, the study describes the net social value of the Baldrige program. In 2001, when this study was first performed, the net social value had been found to be 207:1. Ten years later, with the expansion of the program to include healthcare, education, and the not-for-profit sectors, the value has grown to 820:1. Now, to be careful, this study is aimed at deriving the value of the Baldrige Program and the use of “public funds,” but the insights related to the larger question of the social value of quality are strong.
As governments and policy makers around the world look for approaches and tools to improve their economies – this study provides compelling evidence that quality is a known, and proven, contributor to improved and sustainable performance.
Once again, it’s time for New Year’s resolutions. In my December post, I reflected on the successes and disappointments of 2011, and invited ASQ Influential Voices bloggers to reflect on the year ahead. I’m heartened that they’re heading into 2012 with goals and optimism, raising their voices louder than ever.
Guy Wallace writes about raising the voice of quality locally and globally—through ASQ, by writing and publishing articles, and by being part of the International Society for Performance Improvement. He concludes his post with a reminder that success “takes a village – or rather, villages. And cooperation, collaboration, and sharing. Lots of sharing.”
Anshuman Tiwari writes that he is encouraged by quality professionals’ ability to make impactful decisions in troubled times and reminds his readers that Six Sigma and Lean theories were born out of such times. (One sign of troubled times, says Anshuman, is the U.S. government’s decision to cut funding for the Baldrige program. He hopes that the program will become international now that it’s not financially associated with the U.S. government.)
Jennifer Stepniowski cites her foray into social media—both for her company, ProQC, and as an ASQ blogger–as a success that she plans to continue into 2012. She writes that she worked hard to get a blog running for her organization and drafted content that would reach and inform both experienced and new industry professionals. And, of course, she did an excellent job blogging for ASQ as an Influential Voice.
Robert Mitchell, like many Influential Voices, describes his disappointment in the government’s decisions to cut Baldrige funding. But he also discusses the elevation of quality in C-suite levels of business through sustainability, corporate social responsibility and Total Customer Experience. This indicates an emphasis on performance improvement overall, writes Robert. Despite economic hardships, he is confident the global quality community’s influence will continue to grow in the future.
Chris Hermenitt also laments the government’s decision to cut Baldrige funding. This not only demonstrates a lack of understanding of quality and performance excellence, Chris says, but also a shift in the United States’ dominance in business leadership. Interestingly, Chris details his time working in China, and writes about similarities between his customers’ needs and expectations in China and in the U.S. This signifies the shrinking world of quality, he writes. In his current position, Chris is working to motivate his colleagues to bring more value to the customer. The first step, says Chris, is finding a common ground of understanding.
David Levy charts his professional goals and achievements over the last year—such as developing and implementing an improved QMS system for his division, improving his understanding of FDA regulations for his business, and pursuing Lean Six Sigma Black Belt training. This should inspire us all to create a project plan for professional and personal goals in 2012.
Rajan Thiyagarajan picks up on a significant shift in thinking about the quality community, commenting on the prominence of the word “voice” in the last year. “Voice” has almost replaced “member,” he writes. Appropriately, Rajan reassures his readers that ASQ’s Influential Voices will continue to spread the voice of quality, but also urges them to work together.
Dr. Robert Burney also notes a trend. He believes the term “quality” is too abstract and broad to convey the importance of quality in different industries. He discusses failed quality initiatives in the healthcare industry, and whether “quality” should have a more specific definition.
Finally, Bruce Waltuck writes about the three “Bs”: Baldrige, Berwick, and Beginnings. He is disappointed that Baldrige program funding was cut, but looks to new opportunities. He also discusses Dr. Donald Berwick’s departure as the top U.S. Medicare official and reflects on the U.S. health system. Finally, Bruce writes about his understanding of quality–that it is a relational and dynamic process that can change as the customer changes. Bruce concludes with his own wish for 2012 and the future of the quality movement. He hopes “that it will look into the Q-ball, and see only the bright reflection of its own potential to become better tomorrow than it was yesterday.”
Hello, readers. This is a guest blog by Laurel Nelson-Rowe, ASQ managing director. Last month I visited the Nokia headquarters and had the opportunity to talk with Nokia’s quality chief. Here are some reflections and video interviews from that visit.
Before the snow hit hard in Helsinki, Finland, Juha Kuismanen, newly named to the new Nokia quality and capabilities director role, laid out the many changes underway at the company–which still claims the title as the world’s largest mobile phone maker. The discussion came on the eve late last year of a critical Nokia product introduction–the Lumia smartphone line. Lumia, now shipping in many locales, is getting positive analyst and consumer attention, as it combines Nokia smartphone innovations, geo-services and all-important product and packaging quality with a next-generation Windows operating system and apps.
Kuismanen and team draw on the legacy of design and manufacturing excellence at Nokia, and are building anew, given the restructuring at the company over the last year. In this interview, he references the new organization, and the focus on quality tools, processes, systems and results within the Nokia ecosystem strategies.
As a new ASQ Enterprise Quality Roundtable member, Kuismanen says he will count on ASQ to deliver the global network of the best quality resources and experts, as Nokia operates, aligns, and targets growth around the world. Without a quality culture, and a pervasive use of quality tools, quality plans and systems, Kuismanen suggests that Nokia’s drive for increased market share on the vast mobile device front and a return to an innovative edge may run short. Backed by a commitment to quality from Nokia CEO Stephen Elop (once in the leadership ranks at Microsoft), the corporate strategy office, product and operating organizations, and manufacturing and design facilities worldwide, Kuismanen is confident Nokia’s renewed surge will run long.
Quality in mobile devices, and in smart-tech computing and communications spheres, often triggers strong commentary—from the supply side to the consumer experience. Does quality spur or impede innovation in 2012 and beyond? How can design and device makers deliver on the quality promise of product to consumers in challenging situations—such as when the supply chain or the network service companies experience failure modes?
You could say November 2011 was an epic month for ASQ. It was our second annual World Quality Month, where we celebrated the global quality community and its accomplishments. We released our inaugural list of 40 Under 40—a group of young, up-and-coming quality professionals. And we celebrated the one-year anniversary of ASQ’s Influential Voices blogging community.
A bit of history–last year, we invited quality professionals from around the world to engage with ASQ in an online conversation—a conversation about quality, about the future of the field, about what makes them and the quality community tick.
This November, our bloggers reflected on World Quality Month and their year of blogging. I want to thank the Influential Voices for investing their time in sharing knowledge and raising the voice of quality! I am also pleased to announce that we will expand the Influential Voices program in 2012 and invite additional quality bloggers to join the conversation. I’m anticipating robust debates and knowledge-sharing. Stay tuned for more details in the coming months!
In the meantime, I encourage you to read World Quality Month reflections by our current bloggers. You’ll feel inspired to raise your voice in the coming year.
Jennifer Stepniowski celebrated World Quality Month by taking part in the great American Teach-In, an event that stresses to students the importance of a good education. To drive home her point, she asked the students how they would feel if they received a LEGO kit that was damaged or missing parts. When they responded that they would be angry, she knew that she had imparted the basics of quality – that quality is good and poor quality is bad. Simple—but true!
Guy Wallace writes about the importance of cooperation among professional organizations. He claims that inter-group collaboration is necessary because there is more to do and accomplish than any one group can take on. Also, take a look at the video Guy created for our YouQ video contest, held as part of World Quality Month.
Rajan Thiyagarajan explains how ASQ and other associations help professionals keep-up-to-date with the best practices in quality and offer professional development opportunities. Rajan, for example, is a member of the standing board of reviewers at ASQ’s Quality Press.
Bob Mitchell reflected on his workplace, 3M, and its recognition of the vital value of quality, innovation and social responsibility. Bob credits former CEO James McNerney with bringing Six Sigma to 3M, and explains that commitment to quality is one of the company’s key values. Plus, Robert created a video about his personal quality journey for our YouQ video contest in November. Take a look!
In another workplace-themed reflections, Dr. Robert Burney ponders what quality means to healthcare. Robert writes—perhaps controversially–that the solution to the high cost of healthcare is to invest in price competition. He writes that “if we define quality as meaning price, then quality would improve as prices come down.”
Dennis Arter writes about the 40 Under 40 project and how proud he is to be friends with several of the professionals on the list. I’m sorry to say that Dennis will not be blogging as an Influential Voice next year, but he plans to maintain his blog nevertheless (read his knowledgeable and authoritative posts on audit quality).
I’m also sorry to hear that Matthew Heusser will not be blogging for Influential Voices in 2012. In his last blog post as part of the program, he reflects on his experience and the benefits of membership in professional associations such as ASQ. I’m humbled by Matt’s compliments for our 40 Under 40, and our online conversation platforms for quality professionals.
Like many bloggers, Cesar Diaz Guevara is surprised by how quickly the past year flew by. In 2011, Cesar literally raised the voice of quality–and his own–by doing media interviews to promote the 6th Conference on Quality in Ecuador, organized in tandem with Universidad Andina Simón Bolivar. Cesar plans to raise his voice in the next year and welcome new members to the program. Cesar also created a video for our YouQ contest about his commitment to quality. Take a look!
In the spirit of World Quality Month, Chris Hermenitt encourages his readers to think of quality both subjectively and objectively. The better question, he says, is not “what is quality?” but “what is quality to you?” Chris goes on to answer his own question, and writes that quality means “adding value to society and to the world. I will never stop trying to add value and improve the condition of the world, in big or small ways.”
Similarly, David Levy writes that quality should not be restricted to one month. No arguments there! David concludes his post by writing, “I live the profession and practice of Quality Management, Quality Engineering and Quality Improvement everyday of the year both at work and in my personal life. What more can I do? Invite others to learn and become active with the practices, after all, this is the 21st Century – the Century of Quality.” Hear hear.
I congratulate Aimee Siegler on her inclusion in our 40 Under 40. As a young quality professional, Aimee stresses the importance of finding the next generation of torch bearers to help raise the voice of quality and concludes by asking her readers for their ideas.
And I congratulate Anshuman Tiwari, another Influential Voices blogger included in our 40 Under 40. This month, Anshuman blogged about quality at The Coca-Cola Company and created a video about choosing quality as a profession.
Speaking of the 40 Under 40, the list also includes Influential Voices blogger Lori Dellinger. Again, congratulations! It’s an honor to work with such an accomplished group to build and transform the future of the field.
It’s hard for me to consider that it’s the middle of December already. There’s been something incredibly fast about this year. Don’t know whether it’s the advancement of my years, or if, as the ASQ Future of Quality Study suggests, it’s the “increasing rate of change.” I’d rather it be the latter, except for the trepidation of what lies ahead as the rate of change continues to accelerate.
I want to thank all the Influential Voices bloggers for reading View From the Q and using their good voices to get the word out. And thanks to the many blog readers and commenters for the gift of their interest and views. The quality community has much work to do if quality is to find its rightful place in society. Whether improvements are large or small, personal or social, it seems “modern” quality is not well-understood.
While ASQ has a voice, the community is making a mistake if it assumes our voice is enough. That’s why World Quality Month in November was exciting. It gave us a glimpse of what could be possible if more voices, those of the world’s quality organizations and their members, joined in harmony to bring attention to what we all know is true – quality works!
I’m frustrated by the gap between where we are and where we could be. I suspect that frustration helps stoke my fire. I’m frustrated by how poorly understood quality is, and frustrated more by how difficult it is to change the status quo. Now, I only need to look around me, turn on the news, pick up a paper, or scan the Internet to realize the quality community isn’t alone in its challenge to change the status quo. So perhaps I should look back to realize how far we’ve come. There are so many stories of success – those are the stories I tell – but there could be so many more.
A year ago I asked about your New Year quality resolutions, and many offered thoughtful actions. If that was the “do,” I’m curious now about the “check.” How did the year unfold? What successes were recorded? What disappointments? Or, maybe, what was the most significant quality event of the year for you, and why?
I’ll offer two disappointments. Both are close to home for me. The U.S. Congress deemed it necessary to discontinue funding of the Malcolm Baldrige National Quality Award Program and President Obama agreed by signing an omnibus bill. It was disappointing that all our efforts to inform Congress about the value of the program and its proven return on investment were, it felt, ignored. Soon you will see an economic study that measures the social benefit-to-cost ratio of 207-to-1, but it didn’t seem to matter.
On the bright side, we have a 23-year legacy to take into the future. We have a Baldrige Foundation, the Alliance for Performance Excellence, and nearly 40 state and regional programs. We also have the passion and dedication of an incredible team of people on the Baldrige Performance Excellence Program, and together we will transition the program into the private sector. While necessity may be the mother of invention, this necessity seems so short-sighted.
The day after President Obama signed the bill that ended federal funding of Baldrige, I received a notice from the U.S .Department of Health and Human Services announcing a new billion dollar grant program to stimulate innovation in healthcare. What if, instead of spending this money, we learned from the 2011 Baldrige recipients in healthcare (not to mention the other 15 healthcare recipients since 2002)! How much we could learn!
And while I’m on the topic of healthcare, my second disappointment is that Dr. Don Berwick left his position as administrator of the U.S. Centers of Medicare and Medicaid. Don’s lifetime of leadership in healthcare quality won’t end with his all too-short tenure at CMS, and I look forward to where his intellect will next take him.
Ending on a high note, the most significant experience I had this year was while attending the 8th China Shanghai International Symposium on Quality, hosted by the Shanghai Association for Quality. I had an opportunity to hear Shihong Tian, the Director General of the General Administration of Quality Supervision, Inspection and Quarantine (AQSIQ), describe what reads like a national quality plan. I know there’s a big difference between plans and results. But results seldom follow in the absence of plans. So, I will watch with interest and enthusiasm as the world’s most populous country and second-largest economy works to carry out its plans. The world may well benefit. Leadership is welcomed and needed.
Here’s to 2012! To you. To your families. And to quality!
The following letter went out to Baldrige Performance Excellence Program supporters and ASQ member leaders today. I invite your thoughts and comments. Thank you for raising your voice about the value of the Baldrige Performance Excellence Program. We will keep you informed about future developments for this essential program.
This past week Congress passed and the President signed an Appropriations bill that does not provide federal funding for the Baldrige Performance Excellence Program (BPEP) for FY 2012. We want to thank everyone who has and continues to be a part of the collaborative effort of many partners associated with the Program, who contribute to this national asset.
We all know that the Baldrige criteria offers tremendous value in driving performance excellence throughout the country – it is the top program for driving performance excellence across every sector and type of organization, and for making our business, health care, nonprofits and educational institutions more competitive, more efficient, and more successful in generating and sustaining positive outcomes. The need is greater now than ever to make Baldrige more accessible to the organizations and communities that need it throughout the country.
The Baldrige Foundation, the private 501(c)3 that has supported BPEP for over 20 years with the contributions of the private sector, has agreed to support operations of the Baldrige Program through 2012, while key program partners – representing the Baldrige Program, the Baldrige Foundation, the Alliance for Performance Excellence (of state/local quality award programs), and ASQ–explore alternative business and funding models to sustain the mission of Baldrige in the future.
Many of you as stakeholders have provided input into an emerging vision for our future–through focus groups and interviews, blog posts, surveys, and even informal conversations. We will welcome additional input as we shape our collective future together.
The data are compelling and the testimony is powerful: we all know that Baldrige is a proven way to fix what is not working in America and to help make us great again…one organization at a time. Thank you for your unwavering support in the past and for your confidence and support in our future. We will update you regularly on our progress.
Hello, readers. This is a guest blog by Laurel Nelson-Rowe, ASQ managing director. Several weeks ago I had the opportunity to visit The Coca-Cola Company and meet its quality chief, Carletta Ooton. Here are some reflections and video interviews from that visit:
Sitting amidst mid-20th century memorabilia and iconic imagery in the reconstructed office of longtime Coca-Cola Company CEO and board chair Robert W. Woodruff, Carletta Ooton posits the company’s current-day quality promise: “Deliver perfect product, trusted everywhere.” Bold yet simple, don’t you think?
While talking with Carletta, The Coca-Cola Company’s chief quality and product integrity officer, I’ll admit my mind wandered, just a bit. Woodruff’s workplace had me wondering about his and the company’s commitment and quality practices in the 1920s. What were the process maps? What did they root-cause analyze? And how did the business and quality management and systems grow, evolving from syrup and soda fountains to packaging and bottling and global operations and distribution and brand?
In these ASQ interview videos, Ooton reminds us that Coca-Cola promoted its product quality in the 1920s, saw it as a competitive advantage, and continues to do so today. Product quality is at the core of the 500 sparkling and still brand beverages produced by the world’s largest beverage company. Experience quality, Ooton notes, is in the refreshed thirsts of 1.7 billion servings consumed per day. Consumers become loyal, enthused, effervescent brand enthusiasts. Does your organization have such enthusiasts? How and why did Coca-Cola customers become such an energized base?
As Ooton’s comments convey, quality at The Coca-Cola Company is, now more than ever: product and packaging that is safe and that can be trusted, and mindful and sustainable business practices—wherever products and plants are. Quality is also in the feeling, emotion, and inspiration people associate with its advertising (“I’d like to teach the world to sing…”), with pictures of The Coca-Cola Santa. It’s in the very “bottle” itself, glass or aluminum.
In this interview, Ooton’s remarks range from the quality maturity continuum to the challenges of local production and global quality systems, to the blessing and challenges of working as “stewards of the world’s most valued brand.” And she speaks about ASQ, and her expectations of the world’s largest quality community as an Enterprise Quality Roundtable member.
Take a look, with the beverage of your choice in hand, of course.
A Quality Culture at Coca-Cola
The Evolving Meaning of Quality
Global Production and Quality
How Does Coca-Cola Symbolize Quality–in the U.S. and Globally?
The Challenges and Opportunities in a Global Market
November is World Quality Month. I invite you to visit www.worldqualitymonth.org and see what the world’s quality organizations are doing to raise the voice of quality in November.
These are excellent and laudable efforts. And they may encourage the world to realize the importance and impact of quality and improvement. Every voice helps. Every raised voice may reach another, and another. It happens all the time. A plant manager sitting next to me on a plane. My doctor making small talk during my annual physical. A mayor in casual conversation at a wedding. One of the world’s foremost leaders in the social responsibility movement attending an ASQ conference.
Speaking up for the importance of quality is our daily responsibility. We can explain what modern quality is. We can help others understand the remarkable opportunity for quality to make the world a better place. Just think–better education, healthcare, government, and communities. More competitive and innovative manufacturers. And more efficient and effective services. I see the lights go on. I see people excited by my passion for quality. I respond to people’s interest in knowing more. And one by one, the quality community grows.
If the 21st Century is going to be the century of quality, as Dr. Juran prophesized, those who understand have to raise their voice any time and any place they have a chance. It’s a calling and a calling that has no downsides. There’s no argument against quality that isn’t overcome be replacing misperceptions and old notions.
So in November raise your voice for quality. Every day. Make a point of it. I bet you’ll enjoy it. And when December 1 rolls around, you don’t have to stop. The biggest barrier quality faces is making people understand that excellence just doesn’t happen. Excellence isn’t good intent. Through quality, excellence is available to everyone.
In November, Quality Progress has put the spotlight on 40 Under 40. Forty young professionals who are passionate about quality. They’re making a difference in their workplaces, and in their communities. They have a lifetime of raising the voice ahead of them. Take a look at the story.
Here’s what I noticed: This group is excited about the future. Quality is global. Quality is reaching into every sector of the economy. Quality has a smile and brightness, and a shared vision for what the future may hold. If these 40 reach 40, and those 40 reach 40, we have a chance. But everyone one of us needs to join the effort. This is no time to sit on the sideline, assuming someone else will do the job for us.
When you see the light go on, don’t be shy about letting them know that the world is full of organizations dedicated to quality. Organizations create networks, provide information, and share remarkable quality success stories. Point colleagues and friends to ASQ.org or the World Quality Month website.
If you’re already an ASQ member, you have the opportunity in November to give the gift of a six-month, complimentary ASQ membership to someone. Most of us are members because someone told us about ASQ. I joined ASQ six years before I became an employee. Why? Because a heard a vice president of manufacturing explain why quality, over any other issue of the day, had the ability to drive improved competitiveness. And I wanted to know more. He suggested I take a look at ASQC (at the time)–I did and I joined. He, quality, and ASQ, changed my life. But only because he raised his voice.
This month, I invite you to reflect on how you raise your voice. Maybe you’ve told a colleague about ASQ. Maybe you gave the gift of an ASQ membership. Maybe you mentored a quality “newbie”–who could very well join our 40 Under 40 in the coming years. Maybe you organized a World Quality Month event in your company. Let me know on your blog or in the comments.
As we celebrate what is now World Quality Month,* I think of an IBM ad from long ago–“Here’s to National Quality Month and Eleven More Just Like It!”
Hear hear! And congratulations to our first 40 Under 40!
*just as an fyi: Formerly, National Quality Month was celebrated in October. ASQ wanted to build on the growing relevance of quality on a global scale. November had World Quality Day and we felt that the momentum around this day on a global scale allowed us to transition the month from October to November.
If you want to spark conversation in the quality community, even among everyday consumers, talk quality and cars. Last month’s interview with General Motors’ global quality chief, Terry Woychowski, sparked plenty of debate among ASQ’s Influential Voices. (And for more car and quality talk, see ASQ’s interview with Ford.)
Opinions ranged regarding the new GM quality culture: some believe that its quality promises are new and refreshing, while others claim they are based on old quality principles.
Guy Wallace, for example, believes that GM’s quality goals, along with its mission and value statements, are based on concepts that he learned more than 30 years ago. Is that a “bad” thing? No, says Guy—this interview may in fact be very useful to those new to the quality movement.
Bruce Waltuck suggests ways that GM can build on its current quality culture. He revisits the teachings of quality greats and states that to succeed in the auto industry, companies must rely on more than conformance and freedom from error or defect. Rather, companies must understand that quality is defined by both the provider and the consumer.
Several other threads ran through the responses:
Many were impressed with Terry’s clarity of vision for GM quality culture. Anshuman Tiwari notes that while GM isn’t completely recovered from its crisis two years ago, there are plenty of lessons to learn from the company, including its focus on the three Ps–Promise, Personal, Performance–and the belief that the quality of its products are a direct reflection of its employees and management.
Cesar Diaz Guevara, too, discusses GM’s three Ps and suggests two more—Pointing and Passion. Cesar argues that passion is the component that should bind everything together.
Rajan Thiyagarajan writes about GM’s success in India. He explains how this global company has done a great job of catering to specific markets by customizing the design of vehicles for different regions.
Dr. Robert Burney praises how GM incorporates quality culture into the organization by defining each employee’s role. As a healthcare professional, he suggests that conversely, too few hospital employees could successfully recite their institution’s mission statement. Robert says that GM’s real lesson is simply to “have a mission and get everyone on board to achieve it.”
Other bloggers discussed whether a radical reshuffling of a company’s priorities is necessary to recognize the importance of quality. Jennifer Stepniowski believes that companies should assess organizational change on a regular basis and make small changes when necessary and avoid radical overhauls. Chris Hermenitt argues that problems must be faced as they arise–letting issues accumulate becomes a risky situation, whether in a personal or business situation.
Noteably, Steve Jobs was frequently mentioned in recent Influential Voices observances, with some remarking on his death and his impact on quality at Apple. Matthew Heusser, for example, focuses on quality lessons GM and others can learn from newer generation companies, such as Apple or Netflix. And that’s a great transition to ASQ CEO Paul Borawski’s latest blog post on learning from two “greats” who recently passed away: Steve Jobs and Motorola’s Bob Galvin.
America and the world lost two business visionaries and leaders this month: Steve Jobs and Bob Galvin.
I knew Bob well enough to call him Bob. He wouldn’t have expected Mr. Galvin, although he wouldn’t have corrected anyone for using either. I can’t imagine anyone calling Steve “Mr. Jobs.” Funny how comfortable we become with our great leaders, as if they are somehow friends. Both men had genius, and through their vision and leadership both men created industries– at least one each. They were much different people–different generations, different educations, and different paths to the top. Steve built his own business; Bob took over his father’s business. Each had different gifts of leadership.
I always thought of Bob as the Dean of American business. I don’t think Steve would have made that claim, or even wanted the title. Bob gave quality a lot of visibility, both in the way he approached leading his business and in his public leadership. I think everyone would agree Six Sigma was birthed at Motorola. Bob wasn’t the father, but he nurtured it none the less. Bob provided the leadership that set Motorola on its journey to receive a 1988 Baldrige Award and then had the courage to tell Motorola’s supplier community that if they wanted to do business with Motorola, they, too, would have to apply. He knew what the benefits would be to his business and the country.
Bob took an early position on ISO9000 and said its requirements weren’t strong enough to drive excellence. Dr. Juran had said the same thing. I’m guessing Bob asked Dr. Juran about it. Bob gave Dr. Juran a lot of credit and a great deal of respect. Bob left us with a raft of sound bites of wisdom. A couple that come quickly to mind are, “Start with a billion dollar business and grow it by 15% for 10 years and you got something.” He wasn’t a status quo guy. He said, “No dollar invested in developing people was ever wasted.” He believed in the value of people. In the 1980s, Bob followed the lead of David Kearns, then CEO of Xerox, and hosted a summit of business and engineering school deans. In a meeting room filled with the who’s who of the country’s elite education leaders, he was posed this question: “Mr. Galvin, what do you do if you’re unable to convince your senior executives that this quality stuff is the right thing to do?” It didn’t take Bob more than a heart-beat to answer, “I fire them.” Of course the room burst into applause and laughter. But when you looked at Bob’s face on the screen – bigger than life – he wasn’t laughing. He was serious.
Mr. Galvin last joined ASQ in 2009 when he attended the World Conference on Quality and Improvement in Minneapolis. He attended ASQ’s Executive Roundtable along with Val Feigenbaum. They had great stories about the early days of quality. Their presence was a real gift.
It seems important to thank Bob for his leadership, for his vision, for the jobs and careers his vision helped create. To thank him for taking risks. And in the case of quality, to thank him for speaking up. He knew quality was essential to success and the quality he spoke about was more than the quality of products. He cared about the quality of his business. Mr. Galvin was a pioneer. His legacy lives on in the hearts of his family and in the hearts of the tens of thousands of people who worked for Motorola under his leadership. His legacy lives on in the companies now led by Motorola’s executives. His legacy lives on in the millions of people inspired by his example of leadership and his conduct.
Bob said once that he didn’t really know what responsibility was until his father handed him the keys to the business. In that metaphor, I think those who understand quality should feel similar responsibility.
Steve and Bob changed the world for the better, and they both understand that they had a responsibility to do so. Who are the great business leaders who have inspired you to raise your voice while they made the world better?
