The 2020 Quality 4.0 Virtual Summit

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WHAT AN INCREDIBLE EVENT!  

The Quality 4.0 Summit was a huge success! This past week, more than 200 quality professionals from around the globe gathered together online to learn how to draft a digital blueprint. Each of the three days was packed with amazing presentations and insights, followed by dynamic discussion.  With the variety of different events on the schedule, you had many options to chose from.  There was so much to see and do to engage with experts and peers.  There was even Happy Hour Trivia two nights in a row with the winners earning a free virtual registration to the 2021 WCQI event!  If you weren’t there, you missed an incredible Summit.   

Quality 4.0 aligns quality practices with the digital environment but we know implementing Quality 4.0 in organizations can be hard. This three-day digital event featured the most popular elements of the annual Quality 4.0 Summit–like innovative keynote speakers and future-focused sessions–while also adding new interactive components.  

For all of those who joined us for the 2020 Quality 4.0 Summit, thank you for being part of this first-of-its-kind virtual event! Keep reading to learn about some of the key take-aways from this week and put a reminder in your calendar now to plan for the Quality 4.0 Summit in 2021! 

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Sheryl Connelly presented “Confessions of a Corporate Futurist: Coming Trends that Will Revolutionize Your Business”. The future plays out in unexpected ways, despite the best efforts to prepare for the unknown. Most often, the success and failure of an organization comes down to two things: its ability to manage uncertainty and effectively identify how trends could have significant impacts to one’s business. Connelly revealed her secrets for how to think like a futurist, providing expertise and strategies necessary for effectively anticipating change. From the 10 megatrends that could change the world as we know it before the year 2050, to perspective that will forever change one’s approach to long-term planning and strategy, she delivered the insights necessary for organizations across industry sectors to prosper, innovate, and remain relevant in our world. 

Michael Gale led an interactive keynote presentation, “Excellence in a Digital Age: Where Quality Evolves in a World of Uncertain Opportunity”. Gale walked participants through the underlying shifts in thinking and architectures for the 28% of companies thriving with their digital transformations, and how they can apply that thinking to influence their own organizations. Gale showcased data from the research partnership between ASQE and Forbes Insights for the Insights on Excellence Benchmarking Tool and discussed how executives and quality professionals look at information. The session tapped into research for Gale’s best-selling book, The Digital Helix. Gale reintroduced and emphasized the five aspects of excellence, and how they can be used to implement Quality 4.0.  

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Mike Lipkin kicked off the third day of the Summit with his inspiring (and entertaining) keynote “Use Your Superpowers to Lead the Recovery”. Drawing on the post-pandemic reality organizations will have to adjust to, Lipkin provided examples of how the professional landscape is changing, and how listeners can breakthrough this new environment. Lipkin guided listeners through ten key forces that are shaping the immediate future and demonstrated the power of certainty, charisma, and conditioning.  

In the final keynote presentation, Radha Agrawal presented “Community Building 101”. She outlined the roles of attendee’s “friends”, “followers” and “users” and how all those relationships can still leave people feeling isolated. Radha Agrawal called this “community confusion.” She discussed how leaders need to cultivate their personal communities beyond business. When leaders find support, they create connections–both personal and within their teams—which studies show are key to happiness, fulfillment, and success. Radha shared the outcome of 18 months dedicated to synthesizing her key methods for community building called the CRAWL (core values, rituals, aesthetics, why, language) Method.  

This year’s event featured three focus areas that helped attendees customize their experience according to which part of Quality 4.0 was most interesting to them. Each focus area had a curated selection of workshops, and on-demand sessions. 

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For those just beginning their journey with Quality 4.0, or who want to brush up on their foundational knowledge, this focus area provided the building blocks of Quality 4.0, from terms and definitions to implementation strategies.  

In the session “Unleashing Quality to Support Industry 4.0” presenter Arron Angle outlined the issue that many quality professionals know to be true-only 15% of organizations believe that quality is a priority for executive management, but prioritizing quality can have large positive impacts to a company’s bottom line. Angle explained the value of Behavior Based Quality, or BBQ, to help executive leadership buy-in and promote a culture of quality across an organization. Angle laid out the ways that having a “breathing” BBQ can help aid participants in implementing their Quality 4.0 program.  

Attendees looking to contextualize their role within digital transformation found André Carvalho’s presentation especially useful. In “Why Digital is Not Enough: Finding Value with Quality 4.0”, Carvalho explained the limitations of technology-driven approaches to Industry 4.0. He gave examples of the ways that quality practitioner’s perspectives are valuable, even in organizational focus is heavily on technical innovation. With the variety of methodologies used in “traditional” quality, Carvalho emphasized the importance of creating an integrated approach to Quality 4.0, in order to identify the real value in the technologies, processes, and strategies adopted.  

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The ability to integrate quality into new technologies is critical for the success of Quality 4.0. With sessions highlighting data and automation, this focus area helped attendees see their role in digital transformation.  

Constantin Stan and Alexandra Niculae provided a great scope of information on the robotic process automation (RPA) in their presentation “How the 6 Sigma Belts Improve Robotic Process Automation”. They discussed how an improved process is more suitable for automation, and how a preliminary Lean Six Sigma project will bring even more results than the automation itself. The pair provided insights on how to prioritize the right processes for the robotic process automation, the right tools and deliverables for the process transformation, frequent errors – the efforts and mitigation plans, the Process Design Document which included content and traps to avoid for LSS professionals, as well as discussing roles and responsibilities of an LSS professional in every RPA project. 

In the presentation “Preparing for AI with Lessons from Your Gage R&R Past” Christopher Colaw explained how AI maturity depends on detection and classification capabilities, as well as an adequate source of training data, in addition to minimized hardware variation (visual cameras and lighting hardware). He grouped these focus areas can be grouped into two main actions for the organization; 1) qualification of the AI Algorithm, and 2) Attribute Gage R&R for the hardware which is used to capture the image and enable execution of the AI Algorithm. Colaw explained how only after these two actions are successfully satisfied can the Quality 4.0 organization display confidence in their efforts to ensure this new form of measurement variation is minimized. 

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This focus area aimed to help quality professionals understand how their organizations can build a cultural foundation of innovation through training, management, and measurement tools. 

Scott Burgmeyer and Tammy Rogers presented “Culture Through Self-Awareness & People Data”. During this workshop, participants delved into the science behind what drives people. By understanding the core drives, participants can use this people data to be an effective and productive team member and leader. Burgmeyer and Rogers used examples to showcase how understanding ourselves, our team members, and using people data builds high performance and positive employee engagement.  

Attendees of every generation found a lot of value in the session “Engaging the New Generations in Quality 4.0” lead by Luciana Paulise. Paulise provided relatable examples of the changing and evolving workplace, and how each generation behaves. It’s critical for leaders to learn how to attract, train, and engage the younger generations of quality professionals, and Paulise laid out ways to understand Millennials and Gen Z in order to build a new employee experience in Industry 4.0.  

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The Lighthouse Series helped attendees connect with the newest trends and emerging technologies in quality program implementation while learning from industry frontrunners. 

During “Easing into Big Data: From Logistic Regression to CART” speaker Kristine Nissen Bradley built upon quality professional’s foundation of data knowledge to explore the current machine learning approaches that are becoming common in the field. Nissen Bradley explains the Classification and Regression Trees learning technique and walks participants through how to interpret the analysis.  

In a very relevant on-demand session, Therese Costich presented “COVID-19-Forcing Digital Transformation”. Costich explained how the term disruption often connotes negativity when it should be considered an opportunity for positive change. In this session, participants discussed the opportunities that arise as a result of embracing disruption, how an organization can thrive by taking advantage of the opportunities, and how organizations in any industry can redefine how they do business by streamlining their digital transformation journey with an operational excellence platform. 

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On Wednesday, attendees got an exclusive preview of the new ASQExcellence offering, the Insights on Excellence Benchmarking Tool. ASQE chair Dani Picciotti and CEO Jim Templin led the presentation. The presentation highlighted how the Insights on Excellence (IoE) tool has been developed through the partnership with Forbes Insights, and described its functionality as an intuitive tool for a variety of employees within organizations. This tool will be a leading benefit of the new ASQE Organizational Membership levels, which are coming in early 2021.  

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Even though event participants couldn’t swap business cards in the hallway or chat over meals, the Summit created plenty of opportunities for the quality community to connect and learn from one another.  

Brain Dates, a new feature in the 2020 Summit, were small interactive sessions, that fostered group discussions around identifying solutions to common challenges. From learning how to publish a book, use storytelling to lead teams, to recovering customer relationships participants were able to get their questions answered and network with like-minded colleagues.  

Attendees also had the opportunity to learn more about the event sponsors, and ASQ and ASQE services through the Quality 4.0 Solutions Center. By clicking through this interactive portal, participants could explore new industry product and service offerings, download exclusive resources, and even pop into a video chat room to have real conversations with Solution Center representatives.  

At the end of the day on Monday and Tuesday, attendees were unable to unwind with Virtual Happy Hours featuring hosted trivia!  Both nights reflected an equal combination of competition and fun as attendees played to win a virtual registration to WCQI 2021.  It was a great way to end each full day of learning.

Thank you to everyone who joined us for a great Quality 4.0 Virtual Summit, we look forward to continuing to help you succeed with digital transformation, and we will see 2021!  

Be sure to keep an eye out for our upcoming events, including Medical Mondays in November. This new series will offer insights into how quality professionals in the healthcare community can not only manage the current conditions facing them but build meaningful quality processes and systems that will last.

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World Quality Month Begins In November

The 6th Annual World Quality Month is set to begin in just a few weeks. As in prior years, the mission of World Quality Month is to bring together the global quality community and help raise awareness of the vital importance of quality.

The 2015 World Quality Month website and will continue to be updated with new content, events, story submissions, and much more now through November.  This is your one-stop resource for trusted event planning information as well as new ideas for 2015 such as the World Quality Month Proclamation, ready to be filled in and signed by a local dignitary.  Versions in other languages are currently being developed.

Remember, in October you can submit ideas about the future of quality to ASQ on Facebook (contest hashtag is #quality2030). See the complete contest rules on the World Quality Month site. Prizes for the top three entries include a variety of World Quality Month coffee mugs, magnets, notebooks, luggage tags, and a World Quality Month jigsaw puzzle. Entries must be received by October 30. Everyone can vote for the contest finalists from November 9 to noon on November 20.

Also on the World Quality Month site, you can also request a free World Quality Month magnet through October 19 (extended to October 23 or as long as supplies last).  These are a great way to raise awareness of the event or events in your organization and start conversations.

Other things you can do in October, especially if you work in an organization: Hang World Quality Month posters in visible locations. Work with your marketing, communications, or public relations department to send the news release created in September about World Quality Month to the media.

Begin to promote your organization’s main event or events internally.  Create event-related posters to hang around the building. Be sure to include information in your internal newsletter and on the intranet. Send invitations for events (via email or internal newsletter or through internal mail, etc.).  See the World Quality Month Celebration Guide for details and more ideas.

There’s a lighter side to World Quality Month! Start sharing one of the fun facts from the quality trivia fact sheet each day with your colleagues or add a new fact each morning to your email signature.

As always, you can submit quality-themed events taking place now through November to the World Quality Month calendar.  We also invite you to see the World Quality Month guidelines and submit your quality success stories.

September Roundup – Does Mission Matter?

This guest post by Pat La Londe, ASQ Fellow and incoming ASQ board chair, asked the question how often is a company’s mission considered when choosing a retailer or business partner.  Following a global brand and reputation study, ASQ found that many respondents rated organizational mission as highly important in their consideration.
Throughout the month of September and into October, ASQ bloggers reflected on mission and the value placed on it.

Blogger Tim McMahon responded that vision, leadership and values are key, that companies must determine what its vision and direction will be, and management must decide what core elements are to be deployed.
Daniel Zrymiak did not consider that mission mattered since missions are aspirational. He wrote that he is more inclined to look at the track record and reputation as a predictor of future expectations.
Scott Rutherford also took issue with some aspects of Pat’s blog, adding that he had a different take of Mission, Vision and Values.  “Maybe it’s me but I was taught that an organization’s vision is what they strive to be and the mission is the how the organization executes the vision…Vision is aspirational, mission is clarity, and values are the bedrock from which to move.”

John Hunter writes that it doesn’t matter if it is just words on paper that has no impact on how business is done. And sadly that is more common than having a mission that actually matters because it actually guides how decisions are made and how the business delivers products and services.

Bob Mitchell writes that his experience in leading the ASQ Statistics Division, the Minnesota Section of ASQ and his 34 years professional work experience reinforces the importance of an understood, well-deployed, consistent mission to developing the organization’s strategic plan and then working the resulting business plans to achieve excellence.

Dr. Lotto Lai agreed that looking at vision, values and leadershipis a good place to begin and writes about the history of Hong Kong Science Park and how it has evolved over the last 14 years.

Luciana Paulise suggests that mission does matter and it should start working together with the purpose the new sharing economy.  She added that more and more companies are starting to focus not only on defining a mission, but also a purpose, which emphasize how the organization should view and conduct itself.

Author Aimee Siegler concluded that mission does matter and there is no way you’re going to be able to get where you’re trying to go if you don’t know why you’re going there.

Dr. Manu Vora concurred with Pat’s views and offered that the mission should be realistic and not a pie-in-the-sky statement.

Other Influential Voices Blog Responses:

Rajan Thiyagarajan responded to Arun Hanrahan’s post on Knowledge Management commenting on recent trends that are helping organizations transform knowledge management.

One Response to How Does Knowledge Management Complement Quality?

1. Jim Judge says:

September 16, 2015 at 10:22 am

Interesting that this is capturing an audience once again. In 2000 my Masters Thesis was on implementing a KM system in a QA environment. Actually bought the software and tried to make it work. Discovered that folks didn’t want to share their knowledge as that was considered the key to them keeping their jobs.

Hope that this generation will accept the concept now. There are so many advantages.

Charting A Strategy For Quality–And Beyond

Before joining ASQ, I spent my entire career in the U.S. Army. As you may guess, strategy was an essential part of my education.  I was fortunate to attend the British Army Staff College and the Naval War College, the Army having given up educating me at an early age. I had the chance to help develop and implement strategy at several stages in my career.

In recent months I have had the opportunity to work with the ASQ Strategic Planning Committee and see how the board and the staff work together to develop ASQ’s strategy.  I have been impressed by the passion, openness, and collaboration that characterized our process.

I am someone who loves the study of strategy and I firmly believe that the underlying principles of strategy apply to almost any field of endeavor, whether you’re working in a corporation, a nonprofit, a small business, an NGO, an educational institution, healthcare–you name it.

The purpose of strategy, after all, is to answer this question: How do you get from where you are to where you want to be?  What is your path?  How are you going to get there, what steps do you need to take, and in what order?

This month, I’d like to offer five key questions about strategy that you may find useful as you work on your own strategic planning. These principles served me well when I was in uniform, and I think they will serve ASQ well now.

One caveat: Determine how much time you have to spend on strategy and act accordingly. We all must get things done, so we must not fall to “paralysis by analysis.” We can only admire the problem for so long. A good rule of thumb many of us learned in the military is the one-third, two-thirds rule.  Each level of command (or management) takes one-third of the allotted planning time and leaves two-thirds to their subordinates.  If each level of command disciplines itself to that standard, there will be a fair allocation of planning time for everyone.

1.  What are your key facts and assumptions? All strategies are based on certain essential facts and assumptions. My suggestion: Write down your facts and assumptions.  Having them in your head isn’t enough. Expose them to the scrutiny of your boss and your colleagues.  If one of your key assumptions is the availability of a certain material, is it safe to assume it will be available to you at the price and in the quantity you need?  Finally, be especially aware of hidden assumptions—these are dangerous.   It’s an assumption you may take as a given, but, in fact, it may not be.

2.  What is your theory of victory? That is a way of saying,  okay, let’s say you can accomplish all the components of your strategy- will it get you to where you want to go?  There are many examples of both nations and corporations successfully accomplishing the vital aspects of their strategy only to find their theory about where it would get them was fundamentally flawed.

3. Can you actually accomplish each aspect of your strategy? I call this the feasibility test. Something in your strategy may sound good, “be first to market,” or “cut our price by 50%,” but can you actually do it?  If the honest answer is no, it cannot be part of your strategy.

4. Is your organization doing things that sit outside your strategy? These things may be good to do, but if they seem to be outside your strategy you should question them.  They are consuming resources – time, people, and money–, but you are not balancing their cost and benefit compared to the rest of your strategy.  I am very suspicious of activities that seem to be outside my strategic framework.

5. Have you left enough planning time to test your strategy? You must test your strategy before you deploy it.  The testing might be as sophisticated as thousands of computer-run simulations or it may be as simple as a bunch of your best staff people sitting around a table trying to poke holes in your strategy.  Ask others, especially other leaders, for feedback on your strategy before it’s finalized and presented.  I have learned that an 80% solution that has been tested can often be quickly improved and you will be far better off than a more polished product that is deployed with little or no testing.

That’s my approach to strategy. What’s your approach–in your organization, your business, your professional association, or even in your personal life?