S.O.A.R. Update

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S.O.A.R. UpdateApril Board Meeting Presentation

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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

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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

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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.

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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.

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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.

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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

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ML Communications Task ForceUpdate – 2006

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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)

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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

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ML CommunicationsTask Force“As-Is Model”

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Benchmarking/Best Practices• ASAE• ASTD• APICS• IEEE• PMI

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• 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

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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

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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

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Are we communicating?Thank you!

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ASQ Education and Training Initiative

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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.

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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.

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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.

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• 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.

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• 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.

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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

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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.

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Education and Training System

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)

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Solution Strategy

• “Low Hanging Fruit” with SAC

• Voice of Customer Research

• Management Structure

• Modular Material Design

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“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

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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

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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

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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

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“Quality Begins and Ends with Education”

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ASQ BoK

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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

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Objective

• Create an effective process to –identify and acquire content –disseminate the BoK

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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

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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

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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

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ArchitectureLow Hanging FruitAlready in the WorksProject management

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Membership and

Community Growth and

Development

ASQ Member Leader Summit

Follow-up to Low Hanging Fruit

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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

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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)

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SOAR—Low Hanging Fruit

Stakeholder Dialogues

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• 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.

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• 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.

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• 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.

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SOAR—Low Hanging FruitWeb Help for Member Leaders

Continue to Develop the ML CommunityNetworking—assure ML’s increased

opportunities to network in meaningful ways

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Web Help for Member Leaders

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Continue to Develop the Member Leader Community

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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.

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Networking—assure ML’s have increased opportunities to network in meaningful ways

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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”)

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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).

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What’s next…• We asked

• The VOC spoke

• ASQ is responding as a partnership–Short term gains–Long term strategies

• Change is our business

• We are delivering results TOGETHER

S.O.A.R. Update

Documents

Transcript of S.O.A.R. Update