1 S.O.A.R. Update April Board Meeting Presentation.
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Transcript of 1 S.O.A.R. Update April Board Meeting Presentation.
2
S.O.A.R. Office Objectives
• Orchestrate Summit 3 Key Themes, Low Hanging Fruit, and Already in Process
• Manage emergent issues from Theme Work• Communicate progress to the various stakeholder
communities• Clearinghouse for unplanned resource requests
3
S.O.A.R. Project Office Team
• SOAR Project Office– Grace Duffy– Paul Borawski
• Architecture – David Little– Karla Riesinger
• ML Communications– Connie Faylor– Laurel Nelson-Rowe
• Educ/Training– Larry Smith– Brian LeHouillier
• BoK– Sue Jacobs– Bill Tony/Chris
Bauman
4
Direction from October 2005
• 3 Key Themes from multi-voting process:1. Improve Member Leader communication
2. Design and implement a new system-wide ASQ Education and Training process.
3. Create a unified ASQ BoK Content Development process.
• Address the “Low Hanging Fruit” opportunities identified during the Summit.
• Continue to resolve the “Already in the Works” activities reinforced by attendees.
5
Interim status to Board in Orlando
• Team leadership in place.
• Charters, objectives and scope of task reviewed.
• General timelines for short term Low Hanging Fruit and Already in Process.
• Individual Key Theme milestones in place for input to 2006-07 Business Plan.
6
Progress is Significant!!
• SOAR is receiving excellent partnership support from SAC and DAC leadership.
• Staff and volunteers working together for common goals.
• Strong working teams in place for all 3 key themes.
• Project management in place and working.
7
Here is the snapshot!!
• Member Leader Communications–Connie Faylor and Laurel Nelson-Rowe
• Education and Training –Larry Smith and Brian LeHouillier
• Body of Knowledge–Sue Jacobs and Bill Tony
• Architecture–David Little and Karla Riesinger
9
ML CommunicationsTask Force
Charter
Opportunity Statement: As identified by member leaders at the October 2005 Summit; member leaders’ efficiency, effectiveness, awareness and performance are hampered by ineffective and inefficient communications on a Society-wide basis.
Work Statement: The Task Force will document the current state of communications for and among member leaders (the “as is”) and will establish, document, deploy and monitor improvements from a new member leader communications system (“to be”). The system is expected to improve member leaders’ efficiency and effectiveness and will ultimately improve ASQ members’ experience and membership value.
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ML CommunicationsTask ForceTeam Members:
Connie Faylor: Member LeaderLaurel Nelson-Rowe: Staff LeaderRebecca Marquardt: Project LeaderMember Leader Participants: Kristin Case, Don
Singer, Pete Johnson, Jeff Lackey, Stephen Jones, Woody Rabon, Charles Volk
Staff Participants: Anita Fox, Cynthia Nazario, John Van Slyke, Donna Wycklandt, Rochelle Dickinson (research advisor)
11
ML CommunicationsTask Force
Actions To Date:• Communications Log Exercise
• 42/3000 returned by member leaders• 80% of HQ managers provided activities
• Benchmarked Best Practices• Lessons Learned
• Several email delivery systems are in place• Consistency will improve the process• Awareness and usage of many tools very low, i.e.
SharePoint• Late March Team Meeting in Milwaukee• Using TRIZ Innovation toolkit to devise “as is”
and begin “to be” system• Interim improvement steps and training
determined; New system work continues
14
ML CommunicationsTask Force
• New Communications System Foundation = PDCA
• PDCA-based Communications System is design-plan mode
• Yet, even as we “P” and design, the team determined interim improvements for the “Release 0” including:
– Reduce the number of emails– Format Communications– Develop Expectations documentation– Training
15
ML CommunicationsTask ForceInterim Improvement “Rel. 0” Includes:
• E-mail--System for message priorities--Conventions for “header” info--Templates, guidelines--Matrix to be built to eliminate redundancies
• Develop, communicate “Communications Expectations”
– Add to ML Position Description document– Utilize in ML Community of Practice
• Training--On conventions, templates, prioritization--On expectations, behaviors…of communications leaders
16
ML CommunicationsTask Force
Measuring Results
• Qualitative– Training and feedback session at Community Leadership
Institute today– Feedback gathered during Committee calls (ETB, PB,
DAC, SAC)– Feedback gathered via Community of Practice online
• Quantitative--Section, Division leadership surveys (annual)--Survey research via Community of Practice--Surveys deployed with “Release 0” and with new system--Short, periodic telephone polls, sampling member leaders--Customer Measurement System—member loyalty and
awareness improvements
19
Mission (Purpose)
• There is a shared belief that ASQ could create a much more responsive system to provide the quality community with education and training.
• A centerpiece of that system could be sections as training and education deliverers and divisions as forums and knowledge generators.
20
Objectives
• Start with a clean slate and develop a vision and long view for our training and education efforts.
• Develop something modern, something responsive to the needs of customers and members, and something that makes the best use of ASQ’s tremendous talents and capabilities.
• This planning will merge nicely into our business planning cycle to assure we allocate the right resources for our plan and implementation in the next fiscal year.
21
Education and Training Approach - 1
• Establish and maintain two tiers of cross-functional teams:
– a steering team consisting of members who are organization stakeholders in the team’s mission and whose buy-in is critical for implementation;
– working teams consisting of members who have more detailed knowledge and time to perform the needed tasks.
• These teams will communicate via conference calls on a bi-weekly basis.
22
Education and Training Approach - 2
• Kick-off the effort with a two-day concentrated focus workshop utilizing generous cross-functional representation. Tap the knowledge of this team to establish a draft vision for education and training, identify and prioritize inhibitors, formulate system relationship map, and identify and prioritize solution options.
• The final membership for the steering and working teams will be outcomes of this initial effort.
23
Education and Training Approach - 3
• The use of team time and knowledge will be efficiently and effectively organized through a blend of Seven Management and Planning, and TRIZ tools.
• The working team will develop the detailed actions and strategy to support business plan implementation.
24
Steering Team
• Paul Borawski• Pat Corkran• John Dew• Grace Duffy• Clay Hodges• Gary Johnson• Brian LeHouillier
• Jerry Mairani• Laurel Nelson-
Rowe• Dick McKeever• Larry Smith• Art Trepanier• Susan Westergard
25
Vision
ASQ’s education system enables anyone, anywhere, anytime to improve themselves, their organizations and their world through quality concepts, technologies, and tools.
ASQ’s educational system is the seamless integration of HQ, member communities, education professionals, and members.
27XMega Events
XBenchmarking
XXXXVOC Research
XXXXRegional Service Reps
XXSales & Marketing – Business Trends
XXXModular Material Design
XXIntegrated systems
XWin/win incentives
XHQ/MU Collaboration
XXXProduct Development
XMeasurement Tools of maturity
XXCertify Instructors/Courses
XSubsidiary
XIP Policy
XLeveraging Certification
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Solution Prioritization
• by:• Importance vs.
Implementation• Effect on other
Solutions• Effect on Vision
and Inhibitor Elements (weighted and not weighted)
28
Solution Strategy
• “Low Hanging Fruit” with SAC
• Voice of Customer Research
• Management Structure
• Modular Material Design
29
“Low Hanging Fruit” with SAC
• 4/3 Create Questionnaire• 4/21 Solicit Input from SAC Members• 4/30 Review Questionnaire Results
at SAC Meeting• 4/30 Select “Low Hanging Fruit”
Projects and FormImplementation Teams
• 9/1 Finalize Plans• 10/1 Implement
30
Voice of Customer Research
• 5/5 Form Team• 6/1 Define Customers• 8/1 Gather/Organize Information
System-Wide and IdentifyKnowledge Gaps; Implement asLearn
• 10/1 Conduct Needed CustomerResearch
• 12/1 Analyze Data and Establish aMulti-Year Plan to Improve theEducation and Training System
31
Management Structure
• 4/10 Form Team• 5/1 Document Current Structure• 6/1 Establish Benchmarking Venues
and Questions• 8/1 Analyze Benchmarking – Identify
Lessons Learned and BestPractices
• 9/1 Draft Vision-DrivenStructure/Options
• 10/1 Board Recommendations forImplementation
• TBD Pilot Recommendations• TBD General Deployment
32
Modular Material Design
• 8/1 Form Team• 9/1 Categorize Offerings and Develop
Criteria/Strategy for ASQ andProvider Material
• 10/1 Establish Workplan to ModularizeCurrent/Past Material
• 11/1 Product Development ValueStream Map for On-going ModularProduction
• 12/1 Revise Product DevelopmentProcess
• TBD Pilot Process• TBD General Deployment
35
S.O.A.R BoK
Sue JacobsMember Leader
Chris BaumanASQ Managing Director
Bill TonyASQ Staff
SOAR BoK SOAR BoK Team MembersTeam Members
Pablo BaezASQ Staff
Dennis BeecroftQMD Division
Rosemarie ChristopherRegion 7
Rick Pearlman FD&C
Geoff Vining Statistics Division
Steven WalfishBiomedical Division Susanna Quirch
Houston Section
Keith ConerlyDAC DMP Chair
APRIL 2006
37
Case StudiesMagazine Articles
Books
Training Materials
Conferences Presentations
White Papers
Web Content
Research Reports
Certification Preparation
Newsletter Articles
Standards
Audio/Video
Speeches
Discussion Boards
ASQ Body of Knowledge
38
PROCESS
INPUT OUTPUT
SOAR BoK Process
• Develop incentives to encourage members and member units to identify and acquire BoK content
• Target new members and “nontraditional” quality content contributors and users
• ASQ BoK Development Process will increase
– the number of content developers and peer reviewers,
– the number of participating member units,
– BoK usage by customers through improved access/availability
– content volume, availability and delivery
• Recognize BoK content contributors– individual content contributions– member unit content contributions
• Recognize effective delivery of BoK• Align with existing recognition
programs– DMP– SMP– Certification
39
Project MilestonesFeb 06 BoD Charter approval
Apr 06 Resource SOAR BoK Team
Apr 06 Communication Plan to differentiate between Q-BoK Conceptual Plan (EA) and SOAR BoK
Apr 06 Current Practices Surveya) identifying and acquiring BoK, b) disseminating and delivering BoK, c) recognition and reward for BoK contributions
May 06 Define BoK inputs and outputs
Jun 06 Outline desired process
Jul 06 Recognition incentives
Sep 06 Pilot process for peer review
Nov 06 Present pilot results to BoD
Nov 06 Implement
41
Membership and
Community Growth and
Development
ASQ Member Leader Summit
Follow-up to Low Hanging Fruit
42
Low Hanging Fruit Updates
• Make new members feel welcome–Welcome calls to new members in US,
Canada, and Mexico–Revising how-to kit for sections and
divisions–Developing e-Welcome and e-Welcome
Back as part of Fiscal 06-07 plans–Updating new and renewing member
welcome kits
43
Low Hanging Fruit Updates
• Better Member Relations–New member calling program–Revising renewing member calling
program for both individuals and sustaining members
• Better timing• More relevant information based on member
profile (ongoing script development)
45
Stakeholder Dialogues
• A communication method which promotes lively, small group conversations which evolve into a flow of knowledge, ideas and participation that enriches the collective pool of wisdom around a specific theme.
• ASQ utilizes this information to develop Living Strategy themes.
46
Stakeholder Dialogues
• Nine Stakeholder Dialogues have been hosted since 9/21/05
• Ten Stakeholder Dialogues are scheduled through 8/31/06
• ASQ desired to host 20 during our 2005-2006 membership year.
47
Stakeholder Dialogues
• Outlook for 2006-2007– ASQ is actively pursuing additional Stakeholder
Dialogues:• 25 Sections, Divisions or Forums• 10 Organizations
– ASQ’s process of identifying groups has been reviewed and stepped up
– Additionally, the materials and information have been revamped in alignment with the 2005 Futures Study
– The how-to materials have been refreshed for our newest release of Information Kits.
48
SOAR—Low Hanging FruitWeb Help for Member Leaders
Continue to Develop the ML CommunityNetworking—assure ML’s increased
opportunities to network in meaningful ways
51
SOAR—Low Hanging Fruit
These three initiatives are integrated within the new Member Leader Community of Practice web area
Larry Smith, Champion, of the ML Discussion Board initiative indicates that he and the moderator, Steve Prevette, consider the discussion board a success. Recommendation: Continue the ML Discussion Board.
The ML Community will be expanded in Phase 2 with the inclusion of additional ML’s from ASQ’s councils, committees and task forces.
53
Already in Process• No cost training for Section Use
Susan Westergard (4 online (none used), 6 new topics in development)
• Better member relations Rhonda Netzel-Lange (proactive call campaigns in process for ’06)
• Economic Case on Quality Laurel Nelson-Rowe (Essential Activity for ’06)
• Giving Information AwayChris Bauman & Bill Tony(Communicate effectively and often (9x) “Ring the Bell”)
54
Summary
• SOAR continues the strong response to Summit.
• All three themes are provided for as Essential Activity on 2006-07 Business Plan.
• The themes are large projects involving change (with resultant conflict and growth).
• Apply the knowledge we’re learning about change leadership (we DO have the tools).