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Speaker Presentation Abstracts

About ASQ
The American Society for Quality has been the world’s leading authority on quality for more than 60 years. With more than 90,000 individual and organizational members, the professional association advances learning, quality improvement and knowledge exchange to improve business results, and to create better workplaces and communities worldwide. Learn more about the history of ASQ, the benefits of membership, and the services and certifications ASQ offers.

Baldrige
Started by the United States Congress in 1987, the Baldrige Performance Excellence Program provides a framework that any organization can use to improve overall performance. The Award is the highest level of national recognition for performance excellence that a U.S. organization can receive. To receive it, an organization must have a role-model organizational management system that ensures continuous improvement in the delivery of products and/or services, demonstrates efficient and effective operations, and provides a way of engaging and responding to customers and other stakeholders.

This presentation will cover more of the interesting history of the Baldrige program, an overview of the process improvement framework, the benefits of being a Baldrige examiner, and examples of organizations that have seen success implementing the Baldrige criteria.

ASQ’s International Transformation
The American Society for Quality’s vision is to make quality a global priority, an organizational imperative, and a personal ethic – and to become the community for everyone who seeks quality technology, concepts, or tools to improve themselves and their world. In keeping with its vision, and in response to growing global opportunities, ASQ is actively expanding and enhancing its presence and activities in the quality community outside North America. Efforts are underway to transform the Society into an international organization in order to better serve members around the world. A task force has been established to make recommendations to the ASQ Board of Directors about the Society’s global presence and structure. This presentation focuses on the work of the task force, what goals have been established, and what results have been realized to date.

Making the Economic Case for Quality
The economics of quality can’t be denied. Increasing evidence concludes that when company executives choose to invest in quality, they are investing in their company’s bottom line. Implementing quality tools, processes and principles reduces error, waste and defects. While quality ultimately leads to a better product or service, customer and employee satisfaction is increased along the way. Consequently, customer satisfaction promotes a good reputation – and that is reflected in revenue and customer retention rates. This presentation details the economic case for quality and why no company can afford not to focus on quality and the company-wide benefits it offers. Reducing costs and producing revenue are measurable affects of quality that organizations can’t deny, while service value and satisfaction are affects of quality that the customer can’t deny. Maintaining quality is just as important as implementing it. This presentation will also identify risks of using quality as a quick fix, as opposed to allowing it to transform practices and become a permanent institution for long term financial prosperity. 

The Future of Quality   (ASQ’s Futures Study – The Forces of Change)
Every three years, the American Society for Quality (ASQ) conducts a futures study to brainstorm and envision what the society might look like in 10 to 15 years. In 2005, 62 participants from 14 countries evaluated several dozen social, political, economic and technical forces that could shape the future of quality. Six key forces were identified, scenarios surrounding these forces were discussed and the implications that resulted were made applicable to the quality community. In detailing the futures study’s findings, this presentation will enable more relevant strategic plans to be crafted and give quality professionals the ability to boost their skills in anticipation of the future. 

Innovation
A look at how quality fits into innovation and how innovation and ASQ fit into the future of quality.  In terms of the Future of Quality, innovation means that we are instituting significant change that adds value to the organization. This is done by increasing the efficiency of how work is done, increasing the effectiveness of how work is done, and reducing the costs of doing business - all of which reach the bottom-line. The fourth change, developing new profit streams, is a change that reaches the top-line. These are certainly elements we discuss when we use our quality methodology to improve processes. But does quality fit into innovation?

Experiential Quality / Service Quality
Quality plays an important role in service quality. Today’s consumers already have very high expectations for the products and services they buy. Those expectations will only continue to rise – encompassing product quality, seamless delivery, ever shorter lifecycles, and fresh features. 
The quality of the entire range of consumer experiences will become a stronger influence. Perfect quality and flawless service won’t be enough. In this world, value includes sustainability, elimination of waste, and the triple bottom line which measures societal, environmental and financial results. Quality will have to create value in everything. A customer’s experience is not just about the good quality product he receives, it is all of the events surrounding receiving the product—from the moment he begins researching products to after he begins using it—each event is part of the customer’s experience, and we play an important role in it.

Global Quality Management
Global companies are succeeding in markets far away from their headquarters. Senior managers of global companies are beginning to spend more time in countries where they are experiencing the most growth. There are two models that companies can use to guide their global quality efforts. The first model is the Baldrige Core Value and Concepts. The Malcolm Baldrige National Quality Award program criteria is used by many companies, schools, health care organizations and so forth to improve their operations. The second model is based on a report from the Boston Consulting Group called “Organizing for Global Advantage in China, India and Other Rapidly Developing Economies.” Both of these models provide an excellent framework for organizations to take advantage of opportunities to conduct business on an international scale. This presentation addresses the issue of continuous talent development and answers the question, “What are the organizational practices and design principles of companies that are operating successfully in rapidly developing economies around the globe?”

 

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