S EAPUTGE U

MSBTE R
2 021091 |9 Q| UQAULAI L
T IYTPYRPORGORGERSESS. S
C .OCM
OM

Text Text Text

page TK page TK page TK

The official publication of ASQ

We ARE
Doing It!
Diverse experiences, united purpose
strengthen the women of quality
Quality goes up.
Headaches go down.
That changes everything.
Quality isn't just a box you check. It’s not limited to a process or even a department. It’s the
ultimate differentiator. The MasterControl Platform helps you digitize, automate and connect critical
processes, documents and data so you can improve quality across your entire product life cycle.

Explore how quality changes everything at www.mastercontrol.com

Begin Thriving in Disruption!
Achieving excellence through quality means embracing the future to thrive in the
digital age. ASQ’s Quality 4.0 Summit challenges you to recognize quality’s role in
driving positive change while helping you navigate through the next cycle of disruption.

Attend this year’s Summit to:

• Prepare for leading innovation in your organization through three critical
focus areas essential for Thriving in Disruption: People, Process, and Technology.
• Learn how to respond to disruption and gain real-world examples of the successes
and pitfalls other quality professionals have experienced.
• Leave with a Quality 4.0 implementation roadmap of actionable ideas, strategies
and tools for adapting, integrating, and advancing digital transformation, and
professional and organizational growth.

Whether you’re just getting started on the journey toward implementing Quality 4.0 initiatives
or have already begun, this event connects you with what to do, how to do it, and who can help.

REGISTER TODAY FOR THRIVING IN DISRUPTION: asq.org/Quality4.0Summit

CHECK OUT
THESE NEW BOOKS
FROM ASQ QUALITY PRESS!
THIS MONTH’S PICKS!
Baldrige Users Guide:
Organization Diagnosis,
Design, and Transformation
In this detailed guide, you’ll
discover how to transform your
organization using examples taken
directly from Baldrige recipients.
Three essentials—focus, framework,
and discipline—can help you
drive performance excellence
and achieve transformation.
Item: H1565
Crafting
Service Processes
Using a storytelling approach,
this book showcases a range
of services from the everyday
to the more complex and
provides a path toward an
improved bottom line. You’ll
learn to differentiate your
organization by making
every service experience
a memorable one.
Item: H1560

ASQ members receive discounts!

Learn more about these books through the
Quality Press bookstore at asq.org/quality-press. Excellence Through Quality
TM
 FEATURES

INSIDE
EXCLUSIVES
at qualityprogress.com

Shiny Finish
Additional figures and tables to
describe cumulative sum sequence

September 2019
plots, the topic of this month’s
Statistics Spotlight column,
“Getting the Luster Back” (p. 46).

‘Critical’ Additions
VOLUME 52 ● NUMBER 9 Four more figures to illustrate how to
align project and quality requirements
14 We ARE Doing It! to meet customer needs, the topic
of this month’s Back to Basics
Hear from women who are making a difference in the world
column, “Critical Objectives” (p. 72).
of quality, about the challenges they face and the advice they
can offer to women entering the field today.
Back to Basics
Volviendo a los fundamentos en español.

28 Data: Guilty Until Proven Innocent

There’s a better measurement system
analysis method to evaluate the
accuracy and precision of a system’s
data outputs.
by Jamison V. Kovach

38 Going the Distance

How one university adopted lean Six
Sigma to improve the way instructors
managed the quality of their online
courses, which improved the success
rate of their students.
by Wendy Athens
Illustration: Heather Landis

qualityprogress.com ❘ September 2019 QP 3

INSIDE
September 2019

8 10 54 68

5 Foreword 46 Statistics Spotlight SPECIAL SECTION

A Rosie picture. Understanding the underused 59 THE ASQ 2019 QUALITY

cumulative sum sequence plot. RESOURCE GUIDE
6 Seen & Heard
50 Six Sigma Solutions
8 My Quality Story When business goals conflict
A glimpse into the life with improvement efforts. 68 Marketplace
of an ITEA judge.
54 Standard Issues 70 Footnotes
10 Progress Report Sustained success requires
Survey: Organizational consistent quality. 72 Back to Basics
culture can cause stress. Don’t miss the critical
PLUS quality objectives.
Getting to Know …
Kathy Lyall 72

12 Mr. Pareto Head

Cover illustration: Heather Landis

Advertising Production Article Submission Process Copying for other purposes

Editor in Chief and Publisher
Seiche Sanders
@ASQ_Seiche
Associate Editor Mark Edmund
@ASQ_Mark
Assistant Editor Lindsay
Pietenpol @ASQ_Lindsay
Manuscript Coordinator
Valerie Ellifson
Copy Editor Amanda Hankel
Creative Services Manager
Cathy Milquet
Barbara Mitrovic Quality Progress is a peer-
reviewed publication with
Digital Production Specialist 85% of its feature articles
Julie Wagner written by quality professionals.
To learn more about article
Design GLC submission and the manuscript
glcdelivers.com review process, visit www.
Media Sales Naylor LLC qualityprogress.com under
866-277-5666 “Tools and Resources” and click
Editorial Offices 414-272-8575 on Author Guidelines.
Mail Photocopying Authorization
Authorization to photocopy
Quality Progress/ASQ
600 N. Plankinton Ave. items for internal or personal
Milwaukee, WI 53203 use or the internal or personal
use of specific clients is granted
Telephone Fax by Quality Progress provided
800-248-1946 414-272-1734
the fee of $1 per copy is paid
Email editor@asq.org to ASQ or the Copyright Clearance
Center, 222 Rosewood Drive,
Danvers, MA 01923, 978-750-8400.
requires the express permission
of Quality Progress. For permission,
write Quality Progress, PO Box
3005, Milwaukee, WI 53201-3005,
call 414-272-8575 x7406, fax
414-272-1734 or email reprints@
asq.org .
Photocopies and Reprints
Article photocopies are available
from ASQ at 800-248-1946. To
purchase bulk reprints (more than
100), contact Barbara Mitrovic at
ASQ, 800-248-1946.
List Rentals
Orders for ASQ’s member and
nonmember buyer lists can be
purchased by contacting Michael
Costantino at the Infogroup/Edith
Roman List Management Co.,
402-836-6626 or fax 845-620-1885.

Quality Progress (ISSN 0033-524X) is published monthly by the American Society for Quality, 600 N. Plankinton Ave., Milwaukee, WI 53203. Editorial and advertising
offices: 414-272-8575. Periodicals postage paid at Milwaukee, WI, and at additional mailing offices. Institutional subscriptions are held in the name of a company,
corporation, government agency or library. Requests for back issues must be prepaid and are based on availability: ASQ members $18 per copy; nonmembers $26
per copy. Canadian GST #128717618, Canadian Publications Mail Agreement #40030175. Canada Post: Return undeliverables to 2835 Kew Drive, Windsor, ON N8T 3B7.
Prices are subject to change without prior notification. © 2019 by ASQ. No claim for missing issues will be accepted after three months following the month
of publication of the issue for domestic addresses and six months for Canadian and international addresses.
Postmaster: Please send address changes to ASQ, PO Box 3005, Milwaukee, WI 53201-3005. Printed in USA.

4 QP September 2019 ❘ qualityprogress.com

FOREWORD Share Your Thoughts!
The quality inside Quality Progress

A Rosie
Tell us about your experiences as a woman in the workforce
or what you’ve done to promote diversity and inclusion in
your organization. Go to my.asq.org and log in with your
ASQ username and password.

Picture
Women ARE doing it, but there’s more to do
Rosie the Riveter—with a quality twist—serves as this month’s
QP cover girl: the face for our special issue focused on women
in quality.
You’ve likely seen the original iconic image of Rosie, which was
used to recruit women to factory work as men vacated those jobs
to serve in World War II. The campaign was crazy successful, and
Rosie’s visage still resonates today as a representation of fierce,
fearless females who are capable of “getting it done.”
For QP’s portrayal of Rosie, we commissioned an illustrator
(female, of course) to capture the diverse roles of women in the
workforce. Whether in a lab, on the shop floor or in a board-
room, these women are committed contributors, dedicated
to quality and making a difference in every arena.
This month’s cover article, “We ARE Doing It!,” p. 14, tells
the stories of 12 women in the profession. We asked them what
challenges they’ve faced, how they’ve overcome them and what
advice they’d give to other women entering the workforce
and quality roles.
One key takeaway of a discussion about any specific demo-
graphic in the workforce is the importance of diversity, and why
fostering inclusion drives innovation. Several of our featured
women wrote about how unique and varied viewpoints lead
to better solutions.
Contributor Binafza Bhattacharyya sums it up well: “A diverse
workforce offers diverse perspectives on problem solving and
business operations, which becomes a competitive advantage
for any organization.”
Creating greater diversity requires concerted effort. We all
need to do our part. Because, as quality professionals, nobody
knows better than you do that despite whatever progress has
been made, we can—and should—always
do more.
Seiche Sanders
Editor in Chief and Publisher

Directors Administrative Committee

Edwin Garro  XS Performance
P Brady Boggs, Randy Brull, Jim Jaquess,
Excellence Solutions Scott Laman, Lou Ann Lathrop, R. Dan Reid,
Christianna Hayes Purple Innovations Richard Stump
Jane Keathley Keathley and Company, LLC
James Kittredge Adaptimmune US Technical Reviewers
Scott Moeller GI Supply Naveen Agarwal, Ashraf Ali, Suresh Anaganti,
Excellence Through Quality
TM

Luis Morales Verizon Telematics Inc. M. Onur Artan, Andy Barnett, Matthew Barsalou,
Nancy Nouaimeh Abela & Co David Bonyuet, David Burger, Brooks Carder,
ASQ’s Vision
Susan Peiffer HSHS Sacred Heart Hospital Bernie Carpenter, L.N. Prabhu Chandrasekaran,
ASQ will be the thought leader
Gideon Roth Cabiran Ken Cogan, Linda Cubalchini-Travis, Ahmad
and community of choice for individuals
Paulo Sampaio Universidade de Minho Elshennawy, Sureshchandar G.S. Mark Gavoor,
and organizations seeking excellence
Lars Sorqvist Sandholm Associates Kunita Gear, Daniel Gold, T. Gourishankar,
through quality.
and the Royal Institute Roberto Guzman, Ellen Hardy, Lynne Hare,
of Technology Victoria Jones, Trevor Jordan, Ray Klotz,
ASQ Administration
Wanda Sturm Bearded Fox Brewing T.M. Kubiak, William LaFollette, Scott
CEO William J. Troy
Company Laman, Pradip Mehta, N.S. Narahari, Arind
Vijai Venkata Daikin Parthasarathy, Larry Picciano, Gene Placzkowski,
Senior Leadership
Allen Wong AKW Consulting LLC Tony Polito, Peter Pylipow, Imran Ahmad Rana,
Chair Benito Flores, Universidad De Monterrey
Narahari Vittal Rao, John Richards, James
Chair-Elect Austin Lin, Google
Administration Rooney, Ayman Sakr, Brian Scullin, Abhijit
Past Chair Elmer Corbin, IBM Corp.
William J. Troy, CEO Sengupta, Amitava Sengupta, Mohit Sharma,
Treasurer M ark Moyer, Moyer Consultant
Seiche Sanders, Publisher A.V. Srinivas, Adrian Tan, Joe Tunner, B.
Group, LLC
Vaithiyanathan, Manu Vora, Keith Wagoner,
GCC Sylvester (Bud) M. Newton Jr., BBCS LLC
QP Editorial Review Board Jack Westfall, Doron Zilbershtein
TCC Daniella A. Picciotti, QMS Alliance
Randy Brull, Chair

To promote discussion of issues in the field of quality and ensure coverage of all responsible points of view, Quality Progress publishes articles representing conflicting
and minority views. Opinions expressed are those of the authors and not necessarily of ASQ or Quality Progress. Use of the ASQ logo in advertisements does not necessarily
constitute endorsement of that particular product or service by ASQ.

qualityprogress.com ❘ September 2019 QP 5

SEEN&HEARD
Reader reactions from around the world

Agor2012 via Getty Images

TRENDS IN LEARNING
“Back to Basics: A Formula for Learning” (July
2019, p. 56) was a great refresher for those
who develop training curriculums, schedule
training classes and present training materials
to employees. I agree that a PowerPoint presen-
tation should be short and hit the major points
of what the training is supposed to accomplish.
The column indicates a good method for present-
ing knowledge, and I support the creativity part.
The question I have regarding all training and
educational presentations is: Did all the
participants in the training class understand
and gain knowledge of the key points?
Computer-based testing (CBT) is a train-
ing method used by corporations. Is the
trend changing to a mix of classroom-type
training and CBT? Or does the trend indi-
cate something different? I still see a lot
of CBT used by corporations.
Jerome Fields, Everett, WA

CONTINUAL VS. CONTINUOUS

In response to “In No Uncertain Terms” (May 2019,
pp. 18-24): I remember this controversy years ago,
THE REACTION GAUGE
as discussed at W. Edwards Deming and Deming-related
this month’s question
seminars. In one of those sessions, the panel agreed that
a useful way to think about the difference is to compare In this month’s cover story "We ARE Doing It!" 12 women offer
a linear (say, 1-to-1, but really any constantly rising) function their perspectives on being a woman in quality today. They share
to a step function. “Continual” implies the step function and how they’re making a difference, the challenges they face and
“continuous” refers to the constantly rising function. advice to women entering the field. Do you have experiences
I’m interested in knowing what manufacturing organi- or advice to share? What can be done to reduce gender biases
zations are constantly improving in their systems. In my and stereotypes, and make the workplace more inclusive?
experience, it’s much closer to the step function. I don’t
see any point in changing the term. Just because three
times as many people use “continuous improvement”
Join the discussion on myASQ at my.asq.org, or on LinkedIn
doesn’t make it the correct term.
at www.linkedin.com/groups/3633.
Ralph Stauffer, Reston, VA

6 QP September 2019 ❘ qualityprogress.com

 UPCOMING
CERTIFICATION
EXAMS
• Biomedical Auditor

• HACCP (Food Safety)

Auditor

• Manager of Quality/
Organizational
Excellence

• Quality Inspector

• Quality Technician

• Reliability Engineer

• Six Sigma Black Belt

• Six Sigma Yellow Belt

• Supplier Quality
Professional

GET YOUR
ASQ CERTIFICATION
Looking for a way to stand out in 2019? ASQ certification can help with
that. Choose from 18 certifications that are sure to not only differentiate
you from your competition, but can also result in a higher salary or help
land a promotion. It’s time to become a recognized expert in your field.
Apply for the November 2019 exams today!

2019 UPCOMING APPLICATION DEADLINE – October 4

TESTING WINDOW – November 1 – 17
Excellence Through Quality
TM

Explore your certification pathways and apply today at asq.org/cert.

 Personal stories from quality professionals

P R O FE S S IO NAL D E VELO P M ENT

A Day in the Life

What it’s like to be an ITEA judge by Narahari Rao ++ The project satisfies its key stakeholders.
ASQ’s International Team Excellence Award (ITEA) is a global
benchmark award program. It provides organizations from
around the world with a platform to showcase the success
of a process improvement project their organization success-
fully implemented. The program also gives organizations the
opportunity to assess their performance against other organi-
zations. And yes, there’s even a prize.
The ITEA, which originated in 1985, offers global recognition
to organizations against an accepted team excellence framework. There was a strict time limit of 45 minutes for each presentation,
With participation from thousands of teams from more than 30
countries, the ITEA enhances and shines a spotlight on the results
of any project-based approach to improvement.
I found out about the competition in an email from ASQ
asking for people to apply to become an award judge.
The minimum qualifications to be a judge are:
1. You must be an active ASQ member.
2. You must possess team process experience as a team mem-
ber, leader, facilitator or through another type of team role. tations of the criteria to convince others of our point of view.
3. You must have experience evaluating results against criteria,
either as a judge or quality auditor.
4. You must have strong written and oral communication skills.
5. You must be involved in an organization’s team process.
6. You must have previous judge training and experience at the
organizational, state, national or international level.1
Two weeks after I submitted my application, I was selected
to be a judge. From there, I attended a two-day session
where, on the first day, I was trained with the other judges ​
on the ITEA criteria—how to score, what tools are used,
how to work toward building consensus with fellow judges
and the expectations of preparing a feedback report. On day
two, we worked in panels to score and reach consensus on
one or more team presentations and helped prepare a written
objective feedback report for each team.
The ITEA award criteria focus on a performance excellence
framework that determines how well:
++ A team explains the motivations behind its project selection. scribed criteria, which not only helps you do well in the ​
++ A team details the overall architecture of how its project
is organized.
++ A team understands its overall project, including
the key metrics used to gauge the project’s success.
++ The project has been presented.
Judging
The teams weren’t present during the evaluation phase,
so a proxy read the project transcripts as the presentations
played on a screen. As the presentation played, we noted our
scores against about 45 criteria and any comments we had.
and any additional time counted as a penalty against the team.
After the initial presentation and a 10-minute buffer for us
to finalize our initial ratings, a pre-consensus entry was made
into a spreadsheet. This was the undiluted, raw version of how
we rated each criterion. We had in-depth discussions for each
criterion with a spread of ratings or lack of consensus, using
persuasion, logical reasoning and our personal interpretations
of what the participants were trying to say versus the expec-
Personally, this was an illuminating experience on how well
I could make an elevator pitch justifying my rating. I learned
to speak more effectively while also listening actively.
After we resolved all the criteria for which there was lack
of consensus, we accorded a final rating to the criteria, and
the spreadsheet automatically calculated the teams’ scores.
Next was the all-important and crucial task of writing feed-
back. It was imperative we provided sensible feedback for all
criteria we rated either below or above certain thresholds.
This helped the teams understand our rating for each criterion.
Apply
As tedious as it may seem, the entire process provides
an excellent platform for teams to present their projects
with the assurance of a rigorous, fair and time-tested judg-
ing framework. I highly recommend applying for the ITEA
competition—all it takes is judiciously following the pre-
competition, but also equips you with a framework to use
for future projects.

8 QP September 2019 ❘ qualityprogress.com

 International Team Excellence
Award recipients.

If you’re like me and have a strong quality and process You also get to meet and network with other judges who
Photo: asq.org/programs/team-excellence/judges

improvement background, apply to be a judge. Not only will
you add value to ASQ’s ITEA judging process by sharing your
experience, expertise and insights, you’ll also aid your own
personal growth.2 Being a judge gives you a ringside view
of the whole process. If you later decide to participate as part
of a team, you are well versed in the criteria and how they
are judged.
The entire judging process is a microcosm of teamwork and
consensus building. I appreciate that as the biggest takeaway
from the judging process. The preliminary round of judging
involves critically analyzing the participating teams’ presenta-
tions. As a judge, I had to summarily digest the context of the
presentation quickly while scoring for each criterion. During
the consensus period, if your scoring differs from that of your
fellow judges, you must explain why you scored in that way
and listen to the other judges’ perspectives.
represent other Fortune 500 organizations in varied indus-
tries. As a true quality professional would say, the judging
process is a perfect way to continuously improve your overall
standing in the quality profession.
REFERENCE AND NOTE
1. ASQ, “Team Excellence: Judging Process,” asq.org/programs/
team-excellence/judges.
2. For more information on the International Team Excellence Award
application process or how to become a judge,
visit asq.org/programs/team-excellence.
Narahari Rao is a business process
architect at Schlumberger in Houston.
He holds a master’s degree in mechanical
engineering from Texas A&M University
in College Station. He is a member
of ASQ.

PLAN FOR YOUR

FUTURE IN QUALITY
ASQ’s Emerging Quality Leaders Program provides experiential learning opportunities to a select group of
rising quality professionals, further developing executive knowledge on 10 leadership topics. The 12-month
curriculum utilizes virtual and on-site events, connecting cohort participants with subject matter experts, 1:1
mentoring, and cross-industry networking. Get all the details, including program fees, FAQs, and a sample
curriculum, at asq.org/emerging-quality-leaders.

$500 EARLY BIRD DISCOUNT AVAILABLE NOW!

APPLY TODAY FOR 2020 – 2021 PROGRAM ENROLLMENT.
Contact emergingqualityleader@asq.org for more information.

qualityprogress.com ❘ September 2019 QP 9

 A digest of
trends, research
& late-breaking
news

W O R K P L A C E C U LT U R E

Organizational Culture
Causes Stress, Survey Says
Nearly six out of 10 employers admit they must increase
focus on helping their staff build resilience, and 66% say
organizational resilience must be driven by the organization’s
leadership, a recent survey showed.
But more than one-third of employers (34%) also admit their
organization’s culture creates stress at work, and employees
questioned for the study say employers are not honest during
recruitment about the demands on staff and the impact in stress.
The new report, titled “Mental Health and Stress: Building
Employee Resilience in the Fourth Industrial Revolution” and
compiled by MetLife UK, also highlights progress in address-
ing the issue of stress at work: 64% of employees say their
firm offers support now compared with just over half when
MetLife first researched the issue.
What employees feel is real, and despite views from man-
agement that they are taking action, it is clear that more must
be done, said Adrian Matthews of MetLife UK.
“This shouldn’t deter employers. While some programs come
with a cost, many initiatives can be created and implemented
that do not,” Matthews said.
Some strategies outlined in the report include focusing
on the role of the line manager and recognizing the pressures
they are under by supporting them with training and employee
assistance programs.

SIphotography via Getty Images

10 QP September 2019 ❘ qualityprogress.com

Stock Foundry/Iconghor via Getty Images

WORK ENVIRONMENT H E A LT H C A R E

Survey: Employees Prefer Open Majority of U.S. Hospitals

Office Space, Coffee Perks
New research suggests that office environments can make work-
ers happier and more productive.
More than 20% of business owners and employees surveyed
by MoneySuperMarket, a price comparison website, said that office
environments are “vitally important.”
Overall, most employees want open office spaces, free coffee
machines and to be located close to home.
The vast majority also favor having permanent desks, as well
as flexible working hours.
Other findings from the recent survey include:
++ Style: Business and HR, and media and marketing workers
prefer light and airy offices (between 23% and 29%). Almost
half of the creative employees surveyed said they favor
traditional and functional buildings.  the standards.
++ Luxury features: Business and HR, and media and marketing
employees want free snacks, coffee, meals and soft drinks.
Creative types, meanwhile, want video games (46%) and
sleeping pods (44%).  president and CEO.
++ Location: In contrast to the 63% of business owners overall who
want parking spaces, 62% of media and marketing employees
and 54% of creative employees want transport options.
For more on the research, visit https://tinyurl.com/
survey-perfect-office.
Fail to Meet Surgical
Safety Standards
Most U.S. hospitals do not meet minimum hospital
or surgeon volume standards for safety, and they do not
have adequate policies in place to monitor for appropri-
ateness, according to a new study by the Leapfrog Group,
an independent national healthcare watchdog organization.
The report analyzed eight high-risk procedures to
determine which hospitals and surgeons perform enough
of them to minimize the risk of patient harm or death,
and whether hospitals actively monitor to ensure that
each surgery is necessary. 
Rural hospitals are particularly challenged in meeting
“It’s clear from this report that patients should be very
careful before they choose a hospital for one of these
high-risk procedures,” said Leah Binder, Leapfrog Group’s
For more on the study, titled “Safety in Numbers,”
visit https://tinyurl.com/leapfrog-safety-in-numbers.

A S Q C E R T I F I C AT I O N

Tool IDs Specific ASQ Certifications to Target

There’s a new tool to help you narrow
down which of the 18 ASQ certifica-
tions you might want to pursue.
The online instrument, called the
Certification Pathway Tool, allows you
to select different variables to pinpoint
the certifications that make the most
sense for you and your career. From that information, the tool identifies
For example, users are asked to select the certifications that most apply to you
areas of interest, educational background, and those you’re qualified to obtain.
years of work-related experience and Check out the new tool at
years in a decision-making position. asq.org/cert.

qualityprogress.com ❘ September 2019 QP 11

 S TA N D A R D S
Upcoming Celebrations
Planned on Standards
World Standards Day will be held Monday, Oct. 14. Members
of the International Electrotechnical Commission, the Interna-
tional Organization for Standardization and the International
Telecommunications Union are leading the event and will
focus the day on video standards.
“The innovation of recent decades has driven a huge leap
forward in video quality. And video also has become more
accessible, helping people worldwide to share their stories
in vivid, moving pictures. These gains in both the sophisti-
cation and accessibility of video are built on international
standards,” according to the organizers.
For more information about World Standards Day, visit
www.worldstandardscooperation.org/world-standards-day.
Meanwhile, another organization is making plans around
this year’s World Standards Week, scheduled for Nov. 4-8
in Washington, D.C.
The American National Standards Institute is organizing
meetings and events “designed to inspire open dialogue
about standardization, conformity assessment and workforce
development priorities.” Events include a conference, a legal
forum and an awards banquet.
Visit www.ansi.org/wsweek in the coming weeks for more
details and agendas as they become available.
Mr. Pareto Head By Mike Crossen
12 QP September 2019 ❘ qualityprogress.com
AUTOMOTIVE
Study: Lexus,
Irina_Strelnikova via Getty Images
Subaru Customers
Most Loyal
Customers of automakers Lexus and Subaru are the most
loyal when compared to customers of all other vehicle
manufacturers, according to a new study by J.D. Power.
The study calculated whether an owner purchased
the same brand after trading in an existing vehicle for
a new vehicle purchase or lease. Customer loyalty was
based on the percentage of vehicle owners who chose
the same brand when trading in or purchasing their
next vehicle.
Subaru ranked highest among mass market brands—
and highest overall—with a loyalty rate of 61.5%. Lexus ranked
highest among luxury brands with a 47.6% loyalty rate.
“Customer loyalty is perhaps the most important metric
for manufacturers because it incorporates many factors
that lead customers to become brand ambassadors,”
said Tyson Jominy, vice president of data and analytics
at J.D. Power. “When a brand can connect emotionally
with owners through the vehicle’s content, capabilities
or prestige level, owners are much more likely to come
back and purchase that same brand again.”
To see more of the loyalty rankings, visit https://tinyurl.
com/jdpower-auto-loyal.
 CONFERENCE

ASQ Quality 4.0 GETTING TO KNOW…

Summit Nears Kathy Lyall

The third annual ASQ Quality 4.0 Summit will be held current position education
Nov. 18-19 in Dallas.
Master’s degree in engineering
Keynote speakers and programming are being finalized Quality director, RTI Surgical, management at Western Michi-
Marquette, MI.
for the conference, which is themed “Thriving in Disruption.” gan University in Kalamazoo.
The summit offers presentations, demonstrations and discus-
sions led by technology experts, industry leaders and quality What was your What is the best What activities
professionals covering a range of topics, including Industry introduction career advice you or achievements
4.0, digital transformation, change management and the to quality?  ever received? outside of ASQ
future of quality. do you think are
My undergraduate There is a big
degree is in industrial difference between noteworthy?
To register or to receive updates about the two-day
engineering. I elected not being aware of
conference, visit asq.org/conferences/quality-4-0. to earn a minor a problem, and being I’m president of the
In the coming weeks, updates on speakers and other in quality, which aware of a prob- National Council of
ignited my passion lem and not doing Phi Sigma Rho, an
activities planned for the event will be posted. for the profession. anything about it. engineering sorority.
In addition, I joined As a quality leader,
the student chapter I am constantly Any recent awards
ANAB of ASQC in 1996. coaching employees
that after they are or honors?

New Accreditation Unveiled

aware of a problem,
Is there a teacher they are obligated to I became an ASQ
who influenced do something. They fellow in 2015, and
must raise the con- I received a lifetime

For Environmental Labeling

you more than cern so the issue can achievement award
others? Why? be properly inves- from Phi Sigma Rho
tigated, contained in 2014.
Two of my professors and corrected.
There’s a new ANAB accreditation program for certification were extremely pas-
programs of type one environmental labeling. sionate about quality: Personal: 
Third-party type one environmental labeling certification Donna Summers Previous notewor-
at the University thy jobs? Married with two
programs are proven to accelerate the application of best of Dayton in Ohio dogs.
practices, promote green consumerism and increase public and David M. Lyth Director of supplier
participation in environmentally positive programs. at the Western Mich- quality at Whirlpool
igan University. Their What books are
A certification body that gains ANAB accreditation would Corp.
enthusiasm led me you currently
be demonstrating competencies and credible assurance of to choose the pro-
continual improvement and risk assessment met in accor- reading?
fession and continue What ASQ
dance with internationally recognized standards. advancing in it. activities do you To continuously
Certification bodies seeking ANAB accreditation to con- participate in? improve as a leader,
duct type one environmental labeling certification are Do you have a I read one book
required to comply with requirements of ISO 14020, ISO I served several terms related to leadership
mentor who has or interpersonal skills
14024, PRO-PR-178: Sector-Specific Accreditation Program as chair of the Battle
made a difference Creek/Kalamazoo each month. Recently,
for Type I Environmental Labeling Certification Program, I’ve read: QBQ! The
in your career? Section. I’m currently
and relevant ANAB accreditation rules. chair of the Hromi Question Behind the
Visit https://tinyurl.com/anab-environment-label. Medal Committee Question by John G.
Fellow ASQ mem- Miller, What Every
ber Gregory S. Gay and chair of the
Inspection Division’s Body Is Saying by
inspired me to pursue Joe Navarro and The
ASQ fellow status. marketing committee.
Five Dysfunctions
Correction With his mentorship
and guidance, I earned
of a Team by Patrick
In “Bring the Energy” (August 2019, pp. 32-39), equation Lencioni.
that designation
4 was recreated incorrectly: Addition signs were used in 2015.
instead of the minus signs. The equation has been updated What was the last
in the online version of the article at qualityprogress.com movie you saw?
to reflect the authors’ original intentions.
“Bohemian Rhapsody.”

qualityprogress.com ❘ September 2019 QP 13

 We ARE
F E AT U R E
WOMEN IN QUALITY

Doing It! Diverse experiences, united purpose strengthen the women of quality

Illustration: Heather Landis

14 QP September 2019 ❘ qualityprogress.com

 In July, the FIFA World Cup-winning U.S. women’s national
soccer team used a world-stage podium to draw attention
to pay disparity in men’s and women’s professional soccer.
But it’s more than just sports and salaries. Even though
women have made strides in closing gaps that have held
them back in terms of wages, biases and stereotypes, we
know anecdotally and through research that the issues per-
sist. In quality, there typically has been ground to make up
as women are proportionally underrepresented in science,
technology, engineering and mathematics-related fields, in
some cases making the glass ceilings and predispositions
more difficult to shatter.
With current awareness heightened around challenges
specific to women inside the workplace, QP decided to
reach out to female ASQ members and contributors to tap
into their experiences and world views on the workplace—
and how they perceive the past, present and future for
themselves and their peers. We asked:
++What are the unique challenges they face?
++What obstacles did they overcome?
esemelwe via Getty Images

++What indications are there that positive changes

are happening?
++What advice would they offer to female colleagues
or newcomers to the quality profession?
The 12 individual perspectives in this article paint a picture
of the state of women in quality today. While you’ll read
about some of the challenges they face, you’ll see threads
of the resolve, ambition and tenacity that have driven their
progress and led to their many accomplishments.
They stressed the importance of actively encouraging an
open dialogue and  discussion  about women in the  work-
place and the challenges they face. They are optimistic
about the future, but they know that to keep advancing the
gains, everyone must commit to educating others, mento-
ring those less experienced, pointing out inequalities and
challenging the status quo.
—QP editors

qualityprogress.com ❘ September 2019 QP 15

F E AT U R E
WOMEN IN QUALITY

What was your first job in quality? ​

Was it difficult for you to decide to enter
the quality profession? Were there any
unique challenges or obstacles you
faced in getting a quality-related job
because of your gender?

Nicole Radziwill
Vice president of quality and supply chain practice
Intelex Technologies Inc., Toronto
She has spent 21 years in quality and holds a doctorate in quality systems and technology management.

I was introduced to the quality field serendipitously.
It was my third job out of college, and one that
wasn’t specifically focused on quality. As a systems
analyst for the National Oceanic and Atmospheric
Administration weather forecast lab, I helped a scientist
scale a 60-site observing system to 1,000. Scaling
up any operation is a challenge that involves peo-
ple, processes and technology. In this case, it also
included what we’d now call big data. My officemate,
an ASQ member, taught me the value of structure
and process in tackling such a huge challenge—
which made us more productive and innovative.
I was intrigued.
A year later as a software development man-
ager for a telecom organization, I applied all the
lessons my former officemate taught me to my
new team. This same organization had a dedicated
quality department, staffed with lean and Six Sigma
practitioners. The department celebrated wins loudly
whenever it made a process more efficient or effec-
tive, saved the organization money or launched a
breakthrough improvement. The staff was having
so much fun. I wasn’t part of their department—
but I wanted to be just like them.
I didn’t enter the quality profession—it found me.
I know this is a common refrain in our community.
I have to admit, I didn’t notice the gender issues
in my jobs until much later because (for me) they
manifested as small things—requests for me to take
notes in meetings, bring the snacks for the group
events, focus on project management instead of tech-
nical work or do the touchy-feely work of managing
conflict resolution in teams. I missed some opportuni-
ties as a result.

16 QP September 2019 ❘ qualityprogress.com

Jennifer Stepniowski Share Your
Experience
Regional director
North America,
Pro QC International, Denver
She has spent 21 years in quality and holds an MBA.
Have you ever been faced with similar issues
in the workplace? What’s your take on the
I entered the quality industry straight out of college.
state of women in quality today? What are
I recall interviewing for positions closer to my
things you and others can do to encourage
undergraduate focus, but I was drawn to a small
change in the workplace and support
advertisement featured in a local publication and
women in quality? Start a conversation
couldn’t help but interview and learn more about
about it at ASQ’s new online community—
the opening. Although it’s now more than two
my.asq.org—and share your story.
decades ago, the discussion about the quality
industry was distinctive.
The organization was founded in the mid-1980s
as a result of the manufacturing boom in Taiwan,
and I was sold on being a part of ensuring that
consumers’ expectations were met by checking
quality throughout the production process. I was
sold on evaluating suppliers around the world to
ensure social accountability and quality manage-
ment. I was sold on being a part of making the
world a better place.
One notable challenge I faced early in my career
was that I was primarily working with engineers
and executives at organizations of all sizes and
industries, and most of these individuals were men.
The issue wasn’t really that they were a particular
gender, but rather that a certain level of credibil-
ity needed to be established that wasn’t there.
I wasn’t an engineer and didn’t have the experi-
ence in quality to back up my recommendations. ​
As a marketing and communications person,
I was an outlier in the quality community.
To solve the credibility gap, I leveraged ASQ’s
manager of quality/operational excellence cer-
tification. I started publishing industry-related
content. I learned. I engaged. I gave back through
teaching others. The knowledge and experience
went a long way in those conversations with engi-
neers and organizational leadership. Still today,
I make an extra effort to stay updated regard-
ing the industry and expand my skills whenever
opportunities exist.

qualityprogress.com ❘ September 2019 QP 17

F E AT U R E
WOMEN IN QUALITY

Sheronda Jeffries Grace Duffy

Technical leader President
Cisco Systems, Durham, NC Management & Performance Systems,
She has spent more than 25 years in quality. Orlando, FL
She has spent 30 years in quality.
My first job in quality was direct out of college working
as a quality control (yes, control, not assurance) engineer My first job in quality was in 1990 develop-
for an organization that no longer exists. I spent most of ing the quality training for 1,200 top IBM
my day attempting to supervise a small team of mostly executives. As head of IBM’s corporate
male individuals who had no desire to work under the technical education, I worked with a team
leadership of a young woman with little work experience. to develop and deliver market-driven
At least that’s what I thought. quality training at IBM headquarters
After I realized I needed to be creative in my commu- in Armonk, NY.
nication and leadership style, and most importantly, after This was my first introduction to quality
the team realized that management was paying attention as a separate concept. I always had consid-
to the changes we made and the results we achieved, ered quality a requirement of any business
things changed. I recognized that as a woman, what I said process. This assignment grew out of the
and how I said it mattered a lot. It was difficult learning Motorola quality improvement efforts that
to communicate assertively without sounding shrill. eventually became Six Sigma. IBM was
And it was difficult learning to communicate a beta test organization using Motorola
with a team of men who had never worked communications devices during the 1980s,
with a female leader. That team allowed and I was one of the test managers using
me to learn and pushed me to take risks. their early technical dispatch system.

59.9%
Women earn more than half
of all master’s degrees

BACHELOR'S ASSOCIATE’S DOCTORATE

51.7% 61.1% 51.8%

Source: https://nces.ed.gov/programs/digest/d15/tables/dt15_318.10.asp.

18 QP September 2019 ❘ qualityprogress.com

 o you feel like you were ever overlooked
D
for a job or promotion in the quality field
because of your gender? Do you feel like
that type of treatment still happens today?

Grace Duffy Sheronda Jeffries

I have never felt overlooked in my quality positions because of gender. Being a woman has helped me as an
My approach always has been to produce at the highest level. This has auditor and as a consultant. There were
worked well so far. Where I did have an issue was with my ASQ fellow always a few people who would chal-
nomination because none of my quality positions ever had the word lenge my knowledge and ability to
“quality” in their title. It was not until I associated each position with stand firm when a nonconformity was
a component of ASQ’s manager of quality/organizational excellence identified. However, my gender allowed
body of knowledge that my nomination package advanced beyond others to be more open to my questions
administrative screening. I don’t see bias in gender; I see it in whether when auditing and my suggestions
we use the language of quality versus the language of business. when consulting.

Do you see any bright spots or positive developments

for women working in the world of quality today?

Binafza Bhattacharyya
Corporate quality senior engineer
Tenneco, Grass Lake, MI
She has spent seven years in quality
and is an alumnus of ASQ’s Emerging
Quality Leaders Program.

Women in today’s workplace have greater opportunity and sup-

Women hold
port than ever before. I feel fortunate to have had the guidance
of strong female role models and mentors throughout my career.
We, the workforce as a whole, must do more to equalize the
ratios of women to men in manufacturing and quality through
51.1%
things like sponsorship of women, leadership opportunities
and flexible work schedules. A diverse workforce offers diverse
of all managerial
perspectives on problem solving and business operations, which and professional positions
becomes a competitive advantage for any organization.
Source: www.bls.gov/cps/cpsaat09.htm.

qualityprogress.com ❘ September 2019 QP 19

F E AT U R E
WOMEN IN QUALITY
Jamison V. Kovach
Professor
University of Houston
She has spent 20 years in quality.
Yes. Gender is not something you can leave at the door.
It’s an inherent part of you, and it makes you who you
are. That being said, earlier research clearly demon-
strates that the workplace—particularly in technical
and male-dominated fields—is not yet a fair playing
field for women.
June International
ng i ne eri n
23 Wo m e n i n E
Day
Nicole Radziwill
Women must work harder and longer to establish
professional credibility, and they must work daily
to combat subconscious bias. Women are not immune
to the subconscious bias against other women, either.
For years, if I had a choice between a technical
book written by a woman and one written by a man,
I’d choose the book written by the man. Today, I call
out those biases and (hopefully) make more informed
decisions because I’m aware of them.
Also, it’s only recently that industrial environments
have started taking steps to be more inclusive.1
For years, if you wanted to go on site to get some
improvements in place, you had to put on your hard
hat, lace up your steel-toe boots and just try to act
like one of the guys.
REFERENCE
1. Dean Balsamini, “Construction Company Rolls Out First
Inclusive ‘At Work’ Signs,” New York Post, Dec. 8, 2018,
https://tinyurl.com/ny-post-construct-sign.
20 QP September 2019 ❘ qualityprogress.com
Do you feel gender
is a factor in today’s
workplace?
Sheronda Jeffries
I work on a global team, which is com-
posed of an equal number of men and
women. Our team is self-directed, and
much of the work we do can be consid-
ered consulting and auditing. Having
an equal gender balance enhances our
team’s ability to seek balance in our con-
sulting and auditing work.
g
Michelle D. Gaydos
Quality engineer
Caterpillar Inc., Peoria, IL
She has spent 13 years in quality.
Gender and all types of diversity are a factor
in today’s workplace, and that’s a good thing.
As humans, we always will see differences
between ourselves and other people and solu-
tions. I would love to work with people who are
all just like me, but that workgroup would not
produce many new ideas or processes!
My current role is in global quality. Our team
is responsible for several organizationwide pro-
cesses regarding product quality. I am one of three
technical instructors for our continuous product
improvement process. We are an all-female team!
Being global instructors requires us to embrace
and adapt to cultural differences, as well as vari-
ous world viewpoints.

How do gender
disparities
manifest in
the workplace?
Jamison V. Kovach
Unfortunately, many still believe the myth that
women are less intelligent or competent than men,
even though women have earned more bachelor’s
degrees than men since 1982.1 As a result, women
often are expected to constantly prove their worth
at work.
While the human mind is an incredible instrument,
the mental frameworks we use to explain the world
around us can be misleading sometimes, especially
when we let ourselves (unconsciously) confuse
gender with sex. That is, our schemas regarding
gender often lead us to expect that all men should
act in ways that exhibit masculine traits (for example,
be aggressive, think of themselves first and take
risks) and all women should act in ways that exhibit
feminine traits (for example, be soft-spoken, think
of others before themselves and need others to
protect them). Hence, women must constantly walk
a fine line (a tightrope, if you will) between the two
extremes of being:
++ “Liked, but not respected” if they are perceived
as being too feminine.
++ “Respected, but not liked” if they are perceived
as being too masculine.
The reality is that our implicit biases, held by men
and women alike, result in women receiving less
credit for their accomplishments, accumulating less
advantage over time, and being slower to advance
in their careers. No wonder just 24 of 2018’s Fortune
500 companies have female CEOs.2
REFERENCES
1. Terence P. Jeffrey, “Women Earn 57% of U.S. Bachelor’s
Degrees—For 18th Straight Year,” CNS News, June 8, 2018,
https://tinyurl.com/cns-news-women-degrees.
2. Zameena Mejia, “Just 24 Female CEOs Lead the
Companies on the 2018 Fortune 500—Fewer Than
Last Year,” CNBC, May 21, 2018, https://tinyurl.com/
cnbc-fortune-women-ceos.
WHAT IS STANDING
IN THE WAY OF
WOMEN ADVANCING?
Jamison V. Kovach
Having too few women in leadership roles creates
organizations with climates that don’t effectively
support women’s needs. Unfortunately, women
often have fewer role models and mentors, and
often are not privy to as many informal networks
as men. This makes it harder for women to under-
stand what it takes to get ahead, particularly when
the rules of the game are not explicit, or the path
to advancement is not transparent.
In addition, women tend to take fewer risks
than men. This is not surprising when you consider
research that shows when a man takes a risk and
fails, his failure is mainly attributed to things outside
his control (for example, “Someone else must have
dropped the ball”). But when a woman takes a risk
and fails, her failure is largely attributed to things
she controls (her intelligence or people skills).1 This
leads many women to become hypercritical of them-
selves, develop perfectionistic tendencies or feel like
an imposter.2
To change our organizations, we need more voices
involved in developing policies and support mecha-
nisms that work for everyone.
REFERENCES
1. Joan C. Williams and Rachel Dempsey, What Works
for Women at Work: Four Patterns Working Women
Need to Know, New York University Press, 2004, p. 57.
2. Holly M. Hutchins, Lisa M. Penney and Lisa W. Sublett,
“What Imposters Risk at Work: Exploring Imposter
Phenomenon, Stress Coping and Job Outcomes,” Human
Resource Development Quarterly, Vol. 29, 2018, pp. 31–48,
https://doi.org/10.1002/hrdq.21304.
International Day of Women
and Girls in Science:
Feb. 11
Recognizes the critical role
women and girls play in science
and technology communities.
qualityprogress.com ❘ September 2019 QP 21
F E AT U R E
WOMEN IN QUALITY

What advice would you give to women entering

the quality profession today? What do you wish
you had known earlier in your career that may
have made a difference?

Binafza Bhattacharyya

I like to say that the quality profession found me. I used
to work in a production chemistry lab when I learned
about quality engineering. My interest grew in the field,
and I became a quality engineer for the product that
I was previously manufacturing.
In general, quality engineering and quality principles
are not typically highlighted in college curriculums.
It would have been good to know of the opportunities
that exist in the quality field earlier in my journey.
The advice that I would like to share with women
is to be open to trying new things and always say yes
to a new opportunity that comes your way. It is through
doing that you will find your strengths and grow your
career on your terms.

Nicole Radziwill

First, quality is everywhere. Even if the word “quality” is not

in a job title, opportunities abound for you to apply your quali-
ty-related knowledge and expertise. Also, find women mentors
who care about quality and performance excellence as much
as you do. ASQ’s resources and networking opportunities are
fantastic for this purpose! Set a goal to become a national
examiner for the Malcolm Baldrige National Quality Award,
a community where women leaders are well represented—
and mentors abound.
What I wish I knew earlier is how to recognize—and act
to remedy—structural inequality in the workplace. Although
being a woman has its challenges, people of color and people
with disabilities have, in my opinion, far greater struggles.
So, this advice applies to the men too: Figure out how you can
use the way people perceive you to uplift others, help them
capture opportunities and help them grow as professionals.

22 QP September 2019 ❘ qualityprogress.com

Kay Kendall
CEO and principal
BaldrigeCoach Inc., Dallas
She has spent more than 30 years in quality.
If I were restarting my career in quality, there are some
things I’d absolutely do the same and others I’d do differ-
ently. Here’s some advice I’d give other women beginning
their careers in quality:
++ Join ASQ and participate in your local section. Join
at least one division that aligns with your interests
and industry. Be active in both. You learn by volunteer-
ing to take on assignments.
++ Get at least one ASQ certification.
++ Attend the ASQ World Conference on Quality and
Improvement. Be strategic in selecting the sessions
to attend. Commit to bringing at least three or four
good ideas back to use in your job.
++ Read about quality principles, tools and methods. Find
ways to apply them. Learn and become competent in
basic quality tools. You create opportunities for yourself
when you demonstrate that you’re a problem solver and
not just a problem finder.
++ If your organization offers tuition reimbursement
or other assistance in outside education, take full
advantage of that. It demonstrates that you’re a life-
long learner, as well as provides you with additional
knowledge.
++ Be an early adopter of organizational change. Execu-
tives get enough cynicism and pushback. They welcome
people who want to get behind a new initiative.
Grace Duffy
Don’t go into quality “as a woman,” but
as a qualified professional: head high
and shoulders back. I wish I had the
same wisdom 30 years ago that I have
amassed now. Self-confidence and assur-
ance are something we must develop
through experience and learning. I wish
my sisters in quality all the best. May they
find the same happiness in quality as
I did. It is a journey, not a destination.
++ Seek out people willing to help you grow. Ask them reg-
ularly for feedback on your work as well as your personal
effectiveness. When I first started in aerospace, my best
mentors were male engineers approaching retirement.
They loved showing what they knew to someone who
soaked it up like a sponge.
++ There were few female executives when I started my
career in quality, so I didn’t have any role models for
many years. I read books about differences in speak-
ing, vocabulary and body language between genders.
I forced myself to practice making changes to my
unconscious preferences to enable me to be more
effective in meetings and presentations. Join Toast-
masters or find other forums to master your ability
to speak in public.
++ Learn how to translate quality speak into the language
of business. Learn how to read your organization’s
financial reports. If your organization is publicly traded,
listen to the quarterly calls your executives have with
the analysts who cover the organization. In less than
an hour, you’ll learn what pressures your industry
and organization face.
++ Become involved in your state or region’s Baldrige-
based program as an examiner. The experience will help
you see the bigger picture in organizations—the Big Q
and not the little Q. Executives live in a Big Q world.
Michelle D. Gaydos
I spent the early part of my career trying to fit in by
wearing polo shirts, work jeans and boots. Today,
I wear clothing (and jewelry!) that makes me feel like
myself vs. someone else.
For women entering the quality profession, bring your
entire, confident selves to your role. Maintain a strong
professional network and ask the hard questions when
situations arise. Focus on bringing value to your team
with your unique strengths. Be an expert in your field
in addition to seeking advancement opportunities.
qualityprogress.com ❘ September 2019 QP 23
F E AT U R E
WOMEN IN QUALITY
Never a Job
Too Small
Sejal Patel Chitre
Senior manager, regulatory affairs
Terumo Medical Corp., Edison, NJ
She is an alumnus of ASQ’s Emerging Quality Leaders Program
and has spent 15 years in quality.
Thomas Edison once said that “Genius is 1%
inspiration and 99% perspiration.” I had
a professor in college who used a similar
quote in his lecture every week and told
us, “Engineering is 1% inspiration and 99%
perspiration.” Well, you guessed it, my
philosophy is that “Quality is 1% inspiration
and 99% perspiration.”
As far as gender is concerned, being
a woman in quality gives me an advantage
because my mind, body and soul are made
to endure the challenges and obstacles
that one may face in the quality world.
As a woman, I’ve been trained to work hard
for the goals I set for myself, stand up for
what I believe in and think outside the
box to solve everyday issues that come
my way.
In the same respect, I can use
these skills to solve quality issues
that arise in my industry, organi-
zation and department.
I have spent the past 15 years
in various quality roles in
the medical device indus-
try. I started as a quality
24 QP September 2019 ❘ qualityprogress.com
engineer. Then I had a hybrid quality/reg-
ulatory role in which I was responsible for
change management, design control, risk
management, regulatory submissions, correc-
tive and preventive actions and audits. There
are many projects I worked on that required
some degree of inspiration and innovation.
However, most of my success was achieved
through perseverance and perspiration.
As a quality leader, I strive to instill similar
values in my department, across all gen-
ders, ages, and experience and education
levels. I tend to preach to my team that there
always is a better, more efficient solution to
our current systems. We just need to be cre-
ative and work hard to attain these solutions.
My advice for women looking to join
the quality field is that no job is too small
or beneath us. Take the time to explore
the different areas and levels of quality.
It helps to see how they are all intercon-
nected. When you decide which area is
the best fit for you, you will have a better
understanding of how to communicate
with the other areas of quality, as well
as with other departments.

Christine Anderson-Cook
Scientist, statistical sciences group
Los Alamos National Laboratory, Los Alamos, NM
She has spent 25 years in quality.
In January 1994, I started my first job
as an assistant professor in a statistics
department. I was the first female
faculty the department had ever
hired, and it was a difficult start to my
career. My colleagues were generally
nice people, but thought they should
talk to me about gardening and hav-
ing children (I was single at the time).
I was thoroughly unprepared for
how I would have to prove myself at
every turn, to show that I belonged
and that they could treat me the
same way they treated their other
colleagues. In 1996, I joined the
statistics department at Virginia
Tech, again as the first-ever female
faculty member, and was welcomed
as a valued, equal member of the
department. In 2004, I moved to Los
Alamos National Laboratory in New
Mexico, where more than 35% of the
statistical sciences group was female.
While my progression was
defined by the sets of colleagues
with whom I have shared my pro-
fessional journey, I do feel that it is
typical of my generation of female
statisticians. Happily, for most of my
younger colleagues, they look at me
in amazement or disbelief when
I share stories of being the only
female faculty member.
Be Proactive
and Ready
to Push Back
So indeed, it does feel like there
has been great progress in breaking
down some of these barriers.
Over the years, I have received
important advice that has helped me
along my career path. Here are some
of the most helpful suggestions:
++ Anticipate situations and be pre-
emptive about chronic problems.
If your boss has the wrong impres-
sion about some aspect of your
work, find a way to start a conver-
sation about a situation where this
perception is wrong. Never go into
a meeting without knowing what an
ideal outcome would be for yourself.
Look for opportunities to nudge the
conversation in that direction.
++ Lean in (as Sheryl Sandberg rec-
ommends in her book by the same
title1). Accept a challenge that you
feel is a stretch for your current
skills and prove to yourself that
you can master it.
++ Practice confidence. Confide your
weaknesses or insecurities only
with a small, carefully selected
group of friends.
++ Learn how to push back on gen-
der-specific inappropriate requests
without causing confrontation. For
example, if one of your colleagues
asks you to bring him coffee or
make photocopies, smoothly
make a joke of it (“Oh sorry, that
is above my pay grade”). Be clear
you won't do it, but also that it's
not a big deal.
++ When you are not being treated
fairly, remember that it can often
be more about the person dishing
out the treatment or society
norms than you. I found Virginia
Valien’s Why So Slow2 to be a
well-documented discussion of the
systematic biases that women face
in the workplace, with some strat-
egies to lessen their impact.
++ Learn how to say no when your
plate is already full or if volunteer-
ing is not to your advantage.3
++ Pay it forward by coming to the
defense of a colleague in an awk-
ward position. A workplace where
people look out for each other has
a lot fewer confrontations.
REFERENCES
1. Sheryl Sandberg, Lean In—Women,
Work, and the Will to Lead, Knopf, 2013.
2. Virginia Valien, Why So Slow,
Massachusetts Institute of Technology
Press, 1999.
3. Linda Babcock, Maria P. Recalde
and Lise Vesterlund, “Why Women
Volunteer for Tasks That Don’t Lead
to Promotions,” Harvard Business
Review, July 16, 2018, https://tinyurl.
com/hbr-women-volunteer.
qualityprogress.com ❘ September 2019 QP 25
F E AT U R E
WOMEN IN QUALITY
Heather Audrene Johnson
Head of quality assurance
PATH Essential Medicines, Washington, D.C.
CEO/owner, MontRose Consulting Inc., Apex, NC
She has spent 35 years in quality.
Not only am I a woman, but I am
also a Caribbean-born woman of
color. My African ancestry stems
through the veins of Jamaica.
I come from a family who believed
in the power of education.
My parents instilled in me from
a young age that receiving high
marks through schooling would
ultimately shape my destiny.
I started in quality by a quirk
of fate. Taking advanced classes
in high school allowed me an
opportunity to work for a reputa-
ble company, Colgate Palmolive.
At the end of high school, the
company offered me a job as
a quality control (QC) analyst
because of my work in chemistry
and math. I worked in the QC lab
and put myself through college.
I earned a medical technology
degree and another in applied
science and technology.
The medical technology degree
taught me patient safety and
proper documentation. I'll never
forget how one professors
stressed that our data were
admissible in court and patients’
lives were in our hands. During
these internships, I realized I fit
easily in the quality world.
26 QP September 2019 ❘ qualityprogress.com
Meaningful
Mentoring
Makes a
Difference
When I started out in quality
many years ago, I was the only
female for a long time in the lab.
From the beginning, I always have
been comfortable working along-
side men and others who don’t
look like me. When I think about
the state of quality for women,
I feel that all women—no matter
their heritage—can have the
opportunity to be in quality.
Throughout my 35 years within
the industry, I have seen a lot of
changes, with more women pur-
suing careers in STEM. I have seen
a shift now more than ever where
there are more women than men
in labs. However, the number of
women pursuing quality is smaller.
What’s somewhat dishearten-
ing is the lack of women in senior
leadership roles, particularly
women of color, within the realm
of quality in the executive suite.
Part of my analysis over the
past 15 years is recognizing that
a new generation of quality folks
will replace my generation. As a
result, I started mentoring women
who showed interest in quality.
I never had a mentor, and I felt my
life would have gone differently
if I had one. Mentoring has
allowed me the privilege to help
young women interested in sci-
ences across continents.
I've felt obligated to give back
to the community of women
interested in science and, most
importantly, quality. I want to
impart wisdom to the next gen-
eration and realize now that what
I share is a part of my legacy that
I leave in the realm of quality.
The more women who have
leadership roles, the better. I want
to see more women reaching back
into the community and bring-
ing others with them to succeed.
What blocks more women leaders
in quality is the attitude that we
can’t all have a seat at the table.
We have seen often in our history
that this simply is not true.
As I impart my knowledge of
quality standards and excellence,
I want every woman that I mentor
and interact with to remember
that where they started got them
to where they are today. Where
they are today is because of
another woman in quality who
took the courage to push beyond
the barriers to create a space for
her. We must adopt the motto,
“Each one, teach one.”
 Confidence Creates
a More Level
Playing Field
Aimee Siegler
Global compliance manager
Benchmark Electronics, Trempealeau, WI
She has spent 28 years in quality.
My first job in quality was as a formalwear con-
sultant for Nedrebo’s Formalwear in Madison,
WI. The expectation was that we give every
customer the same level of service, regardless
of whether we were dealing with a groom’s
father or a “prom boy.”
We had a full day of off-site training on
customer satisfaction and how to engage
customers in ways that exceeded their expec-
tations. Many people believe that if quality
is not in their job title, they are not in quality.
It is not currently in my job title and hasn’t been
for more than 10 years. In fact, I didn’t realize
until much later in my career that my first real
job really put me on the path that I’m on today.
Early in my career, I didn’t realize that I might
be treated differently as a woman in a techni-
cal role until I came to my current organization.
The first project I worked on involved a cus-
tomer team and an external design firm. The
customer and their design firm each brought
a male engineer out of retirement to work on
the team, and these men worked to convince
the others on the project they didn’t need to
listen to my feedback regarding ensuring that
parts met the design and quality requirements.
When the first article inspections were rejected,
suddenly my opinion became important.
This experience was a major factor that led
to the creation of the ASQ Women in Quality
Network in 2007.1
The advice I would give to women entering
the quality profession today is never stop
learning and developing your skills. While
I don’t believe that gender is as much of
a factor in today’s workplace as it was 20
years ago, having the knowledge and expertise
to be confident in your job can help create
a more level playing field.
That confidence allows you to walk into the
room and expect to be treated as equal. When
I’m on a team, I want to work with people who
know what they are doing, or who are willing
to learn what they need to know to be success-
ful—regardless of gender.
A final piece of advice—my favorite secrets—
from Kate White, who wrote The Nine Secrets
of Women Who Get Everything They Want2:
“1. Covet thy neighbors’ things.
4. Wear your heart on your sleeve.
6. Never mind your own business.”
NOTE AND REFERENCE
1. The ASQ Women in Quality Network can be found
at www.linkedin.com/groups/1818524.
2. Kate White, The Nine Secrets of Women Who
Get Everything They Want, Century, 1998.
qualityprogress.com ❘ September 2019 QP 27
F E AT U R E
DATA QUALITY

DATA:

GUI
Until Proven
Innocent
28 QP September 2019 ❘ qualityprogress.com
 LTY
Just the
Facts
Accurate, reliable
data are essential
when making busi-
ness decisions,
and the quality
of data is only
as good as the
system or process
used during data
collection.

Measurement
system analysis
(MSA) techniques
evaluate the accu-
racy and precision
of the system’s
data outputs, but
sometimes stan-
Anthony Harvie via Getty Images

dard techniques
can’t be used.

An alternative
Use alternative measurement system analysis MSA method
involves auditing
techniques to avoid making erroneous decisions and identifying
problems within
with costly business results | by Jamison V. Kovach the measurement
processes and
implementing
solutions to
improve them.

qualityprogress.com ❘ September 2019 QP 29

 F E AT U R E
DATA QUALITY
The information necessary to support effective
decision making, monitor performance and appro-
priately allocate resources within organizations is
derived from measurements. Hence, measurement
is a critical management activity. Measurements
of product quality and process performance drive
organizational decision making with respect to
whether products and services adequately fulfill
customer requirements and what corrective actions
are needed to improve performance.1
Data collected through measurement activities
provide support for improvement efforts. In process
improvement projects, these data are particularly
useful in terms of establishing a baseline of the cur-
rent process performance, modeling cause and effect
relationships and monitoring process performance.2
Because all data are obtained through some
type of measurement activity, the quality of the
data obtained is only as good as the measurement
system or process used during collection.3 Unfortu-
nately, data generated by these systems and stored
in organizational databases and spreadsheets often
go unquestioned.4 Instead, it is simply assumed
these data are valid and reliable.5
This assumption, however, fails to recognize the
potential for measurement bias due to variation in
the measurement system itself.6 Hence, “[m]onitor-
ing a process using a highly variable measurement
system is like watching a parade through binocu-
lars that are out of focus.”7
Organizational resources will be wasted if they
are directed at fixing an issue in a process when
the problem stems from variation due to the mea-
surement system. In addition, using inaccurate or
inadequate measurements that are believed to be
satisfactory likely will lead to erroneous decisions.8
Examples of such decisions include spending more
money than necessary on process controls, rejecting
a product that is actually good quality or initiating
an improvement project to solve a problem that isn’t
really a problem.9
While as many as 50% of measurement systems
must be improved, these systems tend to be one
of the least-analyzed processes.10, 11 Without some
assessment of uncertainty, a measurement result
alone is incomplete.12 Hence, a fundamental step
in any process improvement project is to analyze
the measurement system.13
Measurement system analysis (MSA) techniques
evaluate the accuracy and precision of the system’s
30 QP September 2019 ❘ qualityprogress.com
data outputs and quantify the amount of variation due
to the measurement process.14 Standard MSA techniques
include gage repeatability and reproducibility studies and
attribute agreement analysis.15 For measurement systems
found to be inadequate, it is critical for organizations to
improve the measurement process to ensure data qual-
ity and integrity, especially when these data will be used
in a process improvement project.16
In situations in which standard MSA techniques cannot
be used, practitioners frequently struggle to ensure data
quality and integrity. To enhance decision making and pro-
cess improvement efforts, an alternative MSA method can
be used in situations in which standard MSA techniques are
not applicable. This method involves documenting, auditing
and identifying problems within measurement processes,
and implementing solutions to improve them.17 This process
is purposefully nonprescriptive so it can be adapted easily
for use in a wide range of situations.
Document the measurement process
Flowcharts commonly are used to document processes.
So why should documenting a measurement process be
any different? It’s not. What’s different is getting those
tasked with analyzing a measurement system to view
it as a process. That is, it’s not unusual for the first draft
of a measurement system flowchart to have just one step—
for example, download data from the database.
In reality, a measurement system encompasses the
entire process through which data are collected, stored
and retrieved. Hence, documenting a measurement system
requires breaking down the barrier that typically separates
the front end (the original source of the data) from the back
end (the database or spreadsheet) of a measurement process.
This task is particularly challenging when those analyzing
the measurement system have no background regarding
where the data come from because previously collected
data often have little-to-no documentation of the process
that produced the data, how samples were obtained or how
values were assigned to the samples.18 This information,
however, is important to know before using data to make
decisions. Helpful questions to facilitate this work include:19
++ What data are collected?
++ Why are they collected?
++ Who collects the data?
++ When are they collected?
++ How are they collected?
++ Where are they stored?
++ How are they manipulated?
++ Are calculations performed?
++ How are they retrieved?
Picsfive via Getty Images

FIGURE 1

Insurance claim denials

measurement system for a hospital
No

Contact
appropriate Account
Account department appears in Information
Patient ready for No Code required
and request billing team’s
discharged billing? itemized bill complete?
missing/ work queue
incomplete (in EMR)
information

Yes Yes

Denial
appears in Can
Send bill to Claim No collection claim be No
insurance approved? team’s work appealed?
provider queue (in
EMR)

Yes Yes

Send required
proof/
Receive documentation
Claim Yes Close patient’s
payment to insurance
approved? account
provider

No

EMR = electronic medical record

Consider a hospital’s system for measuring insurance
claim denials. Initially, a process improvement project
team tasked with reducing insurance claim denials may
consider only the back end of the measurement process
in which the number of denials is stored and downloaded
from the hospital’s electronic medical record (EMR).
As shown in Figure 1, however, the actual measure-
ment process begins when a patient is discharged, and
it includes collecting and processing the patient’s billing
information, sending the bill to the insurance provider,
receiving notification of approved-denied claims and
submitting additional documentation when claims
are denied.20 As a result of this process, insurance claim
denial information is stored in the hospital’s EMR and
can be downloaded as needed.
Audit the measurement process
and identify problems
Auditing a process typically involves reviewing, check-
ing or verifying the process steps in some way. When
auditing a measurement system, the goal is to evaluate
the accuracy and precision of the system’s data outputs.

qualityprogress.com ❘ September 2019 QP 31

 F E AT U R E
DATA QUALITY

FIGURE 2

Patient cycle time measurements for an FQHC

100

Skobrik via Getty Images

80
Number of patient visits

60

40

20

100

335
160
108
105

149
103

142
145
128
116
112

131
40

60
44

80
46

64

94
50
20

30

48

66
70
54
42

68
34

89
24

56

62
26

36

58

85

97
76

82
28

38

78
22

52
32

74
10
14
16

91
18
12
0
4
6
8
2

Patient cycle time (minutes)

FQHC = federally qualified health center

Yet doing this can be challenging, especially when standard
MSA techniques are not applicable.
To address this issue, several alternative approaches
for checking or verifying the quality of the data obtained
through a measurement process are suggested. The following
methods and their corresponding characteristics are shown
in Table 1 (p. 34).
Expert review: A simple method for checking whether the
outputs of a measurement system make sense is for subject
matter experts to review the outputs to identify potential
inaccuracies in the data.21 Inaccuracies may include grossly
atypical values, missing information, and results or trends
not aligned with the technical background of the problem.22
Consider, for example, measurements of patient cycle
time (or the time from check-in to check-out) for a federally
qualified health center (FQHC) that ranged from zero to 335
minutes, as shown in Figure 2. Given their knowledge about
this process, those working in the FQHC knew it was unrealistic
for a patient visit to last less than 10 minutes. Hence,
the fact that 35% of the measurement system’s data
outputs ranged from zero to nine minutes indicated
there was a problem with the accuracy of the mea-
surement process.23
Repeated measurements: Another way to check
the accuracy of the data outputs from a measure-
ment system is to repeat the measurements to see
whether multiple values agree.24 For instance,
if a process is audited by directly observing it,
the manually recorded measurements of process
performance can be compared to those gener-
ated by the measurement process that are stored
in a database and spreadsheet.
In an improvement project to reduce patient
cycle time for a small healthcare clinic, team mem-
bers observed the clinic visit process and manually
recorded the patient check-in and check-out times.

32 QP September 2019 ❘ qualityprogress.com

FIGURE 3
These data were compared
Monthly reconciliation and corrective action to the check-in and check-out
times automatically recorded

process for a hearing clinic for the corresponding patients

in the EMR. Unfortunately, 50%
of the data compared across
these two records did not
For each match. These discrepancies,
patient
listed in the
Invoice patient for
therefore, signaled a problem
Obtain clinicians’ log, look up Was patient No with the accuracy of the mea-
appointment logs his or her appointment (in
invoiced? EMR)
appointment surement process.
record in the Observation agreement:
EMR
If no measurement system
Yes
exists, an alternate approach
No further is for multiple people to
action taken observe the process directly
and calculate the percentage
EMR = electronic medical record agreement between their man-
ually recorded measurements
of process performance.
Consider, for example, an
improvement project to reduce
the wait time to check-in for
FIGURE 4 an event. Two team members

Payroll process using in-process inspection

observed this process, and they
independently recorded the
time each person got in line
and the time each person exited
the front of the line to check-in.
The wait time to check-in was
calculated by subtracting the
System time each person entered the
Completes
Employee clocks in Clocks out generates line from the time they exited it.
work timecards
Prior to observing the pro-
cess, the project team decided
that measurements of wait
time between observers would
be said to agree if they were
within two seconds (0.3 min-
utes) of one another. The data
Supervisor Make collected by the two observers
reviews Time logged No Accounting generates
correction(s)
employees’ correctly? employees’ paychecks are listed in Table 2 (p. 35).
to timecard(s)
timecards
Given that 85% (12 out of 14)
of the wait time measurements
agreed, the project team had
Yes
a fair level of confidence in their
measurement process of having
the observers measure wait
time to check-in for the event.

qualityprogress.com ❘ September 2019 QP 33

 F E AT U R E
DATA QUALITY
Reconciliation: Reconciliation is another method
to check the accuracy of data values, which can be
performed manually or automatically. In accounting,
this process involves ensuring there is agreement
between two different sets of records, such as account
balances. For measurement systems, an example
of a reconciliation process could entail compar-
ing two known values to identify discrepancies.
If discrepancies are identified, this signals a problem
with the accuracy of the measurement process.
Consider, for example, the billing department
of a small, community-based hearing clinic that per-
forms reconciliation on a monthly basis. As shown
in Figure 3 (p. 33), this process involves comparing
patient invoices stored in the EMR to the patient
appointments recorded manually in clinicians’ logs.
In this case, if a patient visit is listed in a clinician’s
log but there is no invoice stored in the EMR, the
patient is invoiced. Therefore, this reconciliation
process helps ensure all patients have been invoiced
for services rendered so the data regarding invoices
are accurate in the EMR.
Process failure mode and effects analysis
(PFMEA): PFMEA commonly is used to analyze
processes. So why should analyzing a measurement
process be any different? It’s not. But if those tasked
with analyzing a measurement system do not view
it as a process, it’s unlikely they will consider using
a process analysis method like PFMEA. Of course, after
the details of the measurement process have been
documented, aspects of the process can be examined
TA B L E 1
Attributes of methods for auditing measurement systems
Audit method
Expert review
Repeated measures
Observation agreement
Reconciliation
Process failure mode and effects analysis (PFMEA)
Mystery shopper
Internal checks and balances
34 QP September 2019 ❘ qualityprogress.com
to identify and prioritize the causes of failures in terms of the
risk of generating inaccurate and imprecise data outputs.
Consider the measurement process illustrated in Figure
1 as an example. As shown in Table 3 (p. 36), the process
improvement project team used PFMEA to analyze key steps
in this process that could lead to the number of insurance
claim denials in the EMR being inaccurate. While the number
of claim denials in the EMR being inaccurate is fairly severe
(from the perspective of analyzing the measurement system),
the majority of the causes for the failures identified tend
to occur rather infrequently. Hence, this analysis resulted
in identifying few high-risk items, which suggested there
were minimal issues in the measurement process causing
problems with data accuracy.
As denoted in blue in Table 3, the highest risk of failure
was claim denials not appearing in the collection team’s work
queue in a timely manner, which led to the number of claim
denials in the EMR temporarily being inaccurate. To improve
the measurement system, the project team could implement
additional mechanisms to improve the timeliness of commu-
nication with insurance providers regarding claim denials.
Mystery shopper: Mystery or secret shopping is another
way to audit a process. Because the establishment being eval-
uated does not know the mystery shopper’s identity or the
purpose for his or her visit, this approach provides a unique
way to measure service quality without the bias typically
induced when someone knows they are being evaluated.
An adaptation of this method can be applied to evaluate
a measurement system such that the system is used, but no
one working in the measurement process knows the system
is being audited.
Real-time Analysis post-data Comparison of Inspection of
observation collection values process
X X
X X X
X X X
X X
X X
X X
X
JGI/Jamie Grill via Getty Images

TA B L E 2

Independently recorded
It’s best to always assume data are guilty until
proven innocent to avoid making erroneous
decisions that can have costly business results.
measurements of wait time
For example, consider a process improvement project
to reduce the time for maintenance requests to be com-
for two observers
pleted. To determine whether the request completion dates
stored in the maintenance database were accurate (that is, Wait time in line (minimum)
Person in
they reflected the date the work was completed), the proj- line
ect team members submitted a maintenance request to fix Observer 1 Observer 2
a broken water fountain in their building. 1 2.63 2.62
Each day, they checked to see whether the water 2 3.15 3.17
fountain had been fixed. After it was, they looked in the
3 4.05 4.05
database to see whether the maintenance request had
4 4.92 4.88
been closed. In this case, discrepancies noted between
the date they observed the water fountain was fixed and 5 7.27 7.27
the completion date for that request stored in the main- 6 13.10 13.00
tenance database signaled a problem with the accuracy 7 11.82 11.82
of the measurement process.
8 13.66 13.63
Internal checks and balances: Internal checks and bal-
9 11.82 11.83
ances in a process effectively audit the process by having
someone check and, if needed, correct a previous step 10 10.05 10.05
in the process, which typically is performed by someone 11 7.38 7.41
else. As opposed to an expert review of the data after the 12 7.70 7.70
fact, this type of process audit often is considered a form
13 3.58 3.60
of in-process inspection because the data are reviewed
14 1.90 1.92
and corrections are made in real or near-real-time.

qualityprogress.com ❘ September 2019 QP 35

 F E AT U R E
DATA QUALITY

TA B L E 3

PFMEA of the insurance claim denials measurement

system for a hospital
Potential failure Potential effect of
Process step S Potential cause O Current control D RPN
mode failure
Send incompletely Information checked
8 coded bill to insurance 1 5 40
by billing team.
provider.
Send incorrectly
8 coded bill to insurance 2 None. 10 160
provider.
Claim denied
when it should Send wrong/
have been incomplete proof/
approved. 8 documentation to 3 None. 10 240
Number of claim
Claim insurance provider
denials in the EMR
approved? to resolve denial.
is inaccurate.

Mistake made by
8 2 None. 10 160
insurance provider.

Send incorrectly
Claim approved 8 coded bill to 2 None. 10 160
when it should insurance provider.
have been denied. Mistake made by
8 2 None. 10 160
insurance provider.

Claim denial Number of claim Insurance provider

does not appear denials in the EMR does not communicate
7 5 None. 10 350
in work queue in is temporarily denial to hospital
a timely manner. inaccurate. in a timely manner.

Denial appears Insurance provider

in collection Claim denied, 8 does not communicate 2 None. 10 160
team’s work but denial does denial to hospital.
queue (in EMR). not appear
in work queue. Number of claim
denials in the EMR 8 1 None. 10 80
is inaccurate.
Technical issue
Claim approved, within EMR.
but denial appears 8 1 None. 10 80
in work queue.

D = detection PFMEA = process failure mode and effects analysis

EMR = electronic medical record RPN = risk priority number (product of severity, occurrence and detection)
O = occurrence S = severity

As shown in Figure 4 (p. 33), consider a payroll process
in which a supervisor reviews and, if needed, corrects errors
in employees’ time cards prior to generating their paychecks.
This process helps ensure the data regarding the number of
hours worked by employees are correct to prevent payroll errors.
Implement solutions to improve
the measurement process
As a result of auditing a measurement system, issues regarding
inaccuracy and imprecision of the system’s data outputs often
are identified. Therefore, the next step is to fix these problems.

36 QP September 2019 ❘ qualityprogress.com


Science Photo Library via Getty Images
Resources will be wasted if they are
directed at fixing an issue in a process
when the problem stems from variation
due to the measurement system.
If the cause of the problem isn’t obvious, it’s wise
to spend some time further investigating the prob-
lem, perhaps using root cause analysis tools, such
as five whys or cause and effect diagrams.
After the cause of the problem is defined clearly,
tools like brainstorming and benchmarking can be
used to generate potential solutions. To identify
the most appropriate solutions for addressing the
cause of the problem, solution selection tools, such
as multivoting, nominal group technique, possible,
implement, challenge and kill charts, and prioritiza-
tion matrixes can be employed.
Finally, the selected solutions must be imple-
mented and control mechanisms should be put
in place to ensure the improved measurement
process is used correctly and performs as intended
with respect to improved data quality and integrity.
Avoid making erroneous decisions
It’s best to always assume data are guilty until
proven innocent to avoid making erroneous
decisions that can have costly business results.25,26
The alternative MSA method to document, audit
and identify problems in measurement processes
provides a way to determine when measurement
processes are inadequate so they can be improved.
This approach has two key benefits: reduced frus-
tration for practitioners about how to ensure data
quality and integrity when standard MSA techniques
are not applicable, and improved decision making
regarding what specific corrective actions are actu-
ally needed to improve process performance.
REFERENCES
1. Automotive Industry Action Group (AIAG), Measurement Systems
Analysis: Reference Manual, fourth edition, AIAG, 2010.
2. Jeroen de Mast and Joran Lokkerbol, “An Analysis of the Six Sigma
DMAIC Method From the Perspective of Problem Solving,” International
Journal of Production Economics, Vol. 139, No. 2, 2012, pp. 604-614.
3. T.P. Erdmann, Ronald J.M.M. Does and Soren Bisgaard, “Quality
Quandaries: A Gage R&R Study in a Hospital,” Quality Engineering,
Vol. 22, No. 1, 2009, pp. 46-53.
4. N.G. Caffrey and C.G. Medina, “Doomed to Fail,” Quality Progress,
January 2011, pp. 40-45.
5. E.J. Gentry and G.L. Harris, “Accuracy Matters,” Quality Progress,
May 2016, pp. 56-57.
6. Manuel E. Peña-Rodríguez, “Monitoring the Measuring: The Basics
Behind Measurement System Analysis,” Six Sigma Forum Magazine,
Vol. 17, No. 4, 2018, pp. 22-24.
7. Ronald D. Snee, “Are You Making Decisions in a Fog?” Quality Progress,
December 2005, pp. 75-79.
8. Gary S. Netherton, “More Data, More Problems?” Lean & Six Sigma
Review, Vol. 18, No. 1, 2018, pp. 10-13.
9. Snee, “Are You Making Decisions in a Fog?” see reference 7.
10. Peña-Rodríguez, “Monitoring the Measuring: The Basics Behind
Measurement System Analysis,” see reference 6.
11. Snee, “Are You Making Decisions in a Fog?” see reference 7.
12. Gentry and Harris, “Accuracy Matters,” see reference 5.
13. AIAG, Measurement Systems Analysis: Reference Manual, see reference 1.
14. Neetu Choudhary, “A Study in Measurement,” Quality Progress,
September 2017, pp. 42-47.
15. Tom M. Kubiak and Donald W. Benbow, The Certified Six Sigma Black Belt
Handbook, third edition, ASQ Quality Press, 2016.
16. Netherton, “More Data, More Problems?” see reference 8.
17. Jamison V. Kovach, “Five Whys: Getting to Know a Lean and Six Sigma
Leader,” Lean & Six Sigma Review, Vol. 18, No. 1, 2019, p. 32.
18. Ronald D. Snee and Roger W. Hoerl, “Show Me the Pedigree,”
Quality Progress, January 2019, pp. 16-23.
19. Netherton, “More Data, More Problems?” see reference 8.
20. Jamison V. Kovach and Shrutika Borikar, “Enhancing Financial
Performance,” Quality Management in Healthcare, Vol. 27,
No. 3, 2018. pp. 165-171.
21. Joseph M. Juran and Joseph A. De Feo, Juran’s Quality Handbook:
The Complete Guide to Performance Excellence, McGraw-Hill, 2017.
22. Roger D. Snee and Roger W. Hoerl, “Inquiry on Pedigree,”
Quality Progress, December 2012, pp. 66-68.
23. Jamison V. Kovach and Fabioska Lima, “Improving Measurement Systems
to Support Process Improvement Efforts in Health Care,” International
Journal of Healthcare Communications, Vol. 3, No. 2:27, April 13,
2018, pp. 1-4.
24. Gentry and Harris, “Accuracy Matters,” see reference 5.
25. Snee, “Are You Making Decisions in a Fog?” see reference 7.
26. Kubiak and Benbow, The Certified Six Sigma Black Belt Handbook,
see reference 15.
Jamison V. Kovach is a professor
at the University of Houston in Texas.
She holds a doctorate in industrial
engineering from Clemson University
in South Carolina. Kovach was awarded
ASQ’s Feigenbaum medal in 2010 and
is an Academician in the International
Academy for Quality. Kovach received
her lean Six Sigma Black Belt certification from North Carolina
State University in Raleigh. She is an ASQ fellow, past chair
of ASQ's Houston Division, and currently serves as the editor
of Lean & Six Sigma Review.
qualityprogress.com ❘ September 2019 QP 37
 F E AT U R E
LEAN SIX SIGMA

Just the
Facts
This case study
describes how
a university used
lean Six Sigma
to improve the
success rate of its
online students,
known as distance
learners.

The university
implemented
tools that allowed
instructors to
identify struggling
students early
in the semester
and provide
the students
with additional
support. The uni-
Lean Six Sigma (LSS) merges process optimi- versity’s efforts to LSS. LSS began as a quality protocol in manufac-
reduced online
zation (Six Sigma) and waste elimination (lean) course failure turing environments in the 1970s and expanded into
practices. By controlling variation, customers ulti- rates from 14% healthcare and other corporate settings over the
to 4%.
mately receive predictable services. This does not ensuing decades. Today, it’s finally being adopted
ensure customer satisfaction, however, because in educational settings.
processes still can be off target. Customer needs Adoption in higher education has been slow
must be understood clearly before processes because there are translation challenges and general
are optimized. resistance to corporatizing education. However,
LSS provides public visualization of key process higher education entails myriad processes that can
metrics so everyone can participate in quality assur- be made more efficient, which is what LSS is all about.
ance. Involving everyone who touches a process In higher education, customers include students,
in continuous quality improvement is fundamental faculty, staff, employers, graduate schools and society,

38 QP September 2019 ❘ qualityprogress.com

Hill Street Studios/STILLFX via Getty Images
How a university used lean Six
Sigma to improve online course
failure rates | by Wendy Athens
for example. Wastes include dropout students, unfilled
classrooms, redundant paperwork, unclear assignments
and bureaucracy, just to name a few. Thinking in terms
of process optimization is a novel lens for academics
to find new and better ways of educating students.
Some LSS principles include:
++ Focusing on the customer.
++ Identifying and understanding how the work gets
done (the value stream).
++ Managing, improving and smoothing the process flow.
++ Removing nonvalue-added steps and waste.
++ Managing by fact and reducing variation.
++ Involving and equipping the people in the process.
++ Undertaking improvement activities systematically.
As these principles guide institutions to perfect processes,
there is an added benefit of building strong teams. A key ingre-
dient in all LSS activities is corporate ownership of continuous
process improvement. Corporate and sustained ownership
requires effective communication and monitoring plans.
Worthy problem to address
This article describes the effort of a Western four-year, public
university to create a visualization that allows instructors to better
monitor and manage the quality of their online courses.
qualityprogress.com ❘ September 2019 QP 39
 F E AT U R E
LEAN SIX SIGMA
The compelling problem was that distance education—
or online courses—had a failure rate of 14%, whereas the failure
rate for campus courses was only 8%. In addition, online with-
drawals exceeded campus withdrawals, such that the overall
success rate for online students was 78%, while the campus
success rate was 87%. The gap in success rates was a worthy
problem to pursue, and the university needed a system to
identify struggling students early to activate extra support.
The university had an existing program called “Early Alert”
that engaged retention mentors as secondary support for strug-
gling students. However, the program wasn’t widely adopted
by faculty—only 14% of online faculty used it. Retention mentors
were staff who personally reached out to struggling students
to offer resources and support. Unlike instructors, retention
mentors had access to all the students’ courses and advisor
notes to view situations holistically. But instructors weren’t
capitalizing on this important secondary support.
The university wanted to improve student success in its
online courses to match or exceed campus-based success
rates. And although the university provided an important
resource to support struggling students through retention
mentors, only 14% of online faculty used it. By providing
a tool to gather early student feedback about courses,
instructors could make adjustments to better meet student
needs and, as appropriate, involve retention mentors so more
students could complete their online courses successfully.
Review of related literature
LSS has the potential to enable higher education institutions
to effectively respond to critics of rising tuition costs and
declining graduation rates. LSS guides cross-functional teams
through the fact finding, analysis, brainstorming, implementa-
tion and control phases of institutional change.
LSS in higher education
Authors Roy Andersson, Henrik Eriksson and Håkan Torstens-
son effectively summarize the similarities and differences
among total quality management (TQM), Six Sigma and lean,
concluding that organizations benefit when using comple-
mentary Six Sigma and lean methods, which work together
to fulfill the values of TQM.1
Six Sigma follows the define, measure, analyze, improve,
control (DMAIC) protocol, is data oriented and uses a number
of statistical tools. Lean, on the other hand, was first coined
when describing Toyota’s manufacturing processes2 and is
defined as a “systematic approach to identifying and elimi-
nating waste through continuous improvement, flowing the
product at the pull of the customer in pursuit of perfection.”3
This definition emphasizes lean’s focus on customer value,
flow and eliminating nonvalue-added activities.
40 QP September 2019 ❘ qualityprogress.com
Authors Jiju Antony, Netasha Krishan, Donna
Cullen and Maneesh Kumar list a dozen barriers pre-
venting higher education institutions from adopting
LSS, “a powerful methodology for achieving process
efficiency and effectiveness resulting in enhanced
customer satisfaction and improved bottom line
results.”4 Barriers include lack of visionary lead-
ership and management support, lack of process
thinking, challenges translating LSS from the man-
ufacturing environment, lack of openness and trust,
communication silos and lack of resources, among
others. The authors’ list of critical success factors
is also noteworthy:
++ Uncompromising top management support
and commitment. It is impossible to launch
an LSS initiative without this.
++ Effective communication at all levels—verti-
cally and horizontally. There must be a common
language for change and improvement.
++ Strategic and visionary leadership. This includes
sufficient resources for the work, a clear strate-
gic plan stating the goals of the initiative, and
a reward and recognition system.
++ Developing organizational readiness. Provide
training for employees to use LSS tools.
FIGURE 1
Iron triangle of higher
education aligned with
primary stakeholders
Access ​
Students
Iron
triangle
Cost Quality
Administrators Faculty
FIGURE 2
Fishbone diagram of potential causes of online student failures
Student
Readiness for course
Time management issues
Joined course late—catch-up
Distracting personal issues arise
Can’t afford textbook
Fishbone analysis
Outdated/not relevant
Publisher issues
Lack of integration
Curriculum
++ Project selection. This is the most important critical
success factor. The project must be aligned with criti-
cal needs, and it must be measurable.
++ Culture. How can the higher education institution ensure
a world-class learning experience for the student?5
To aid in translating LSS to higher education settings,
Quamrul Hasan Mazumder models DMAIC and demon-
strates the adaptation of several LSS tools, including a
process map with suppliers, inputs, process, outputs
and customers, cause and effect analysis, and failure
mode and effects analysis.6 He describes the process of
taking an incoming student and producing an intellec-
tual graduate through a series of steps and provides
examples of educational wastes, including excessive use
of prerequisites, repeating content in multiple courses,
spoon feeding and teaching obsolete concepts.
Finally, an article in an ASQ Higher Education Brief pro-
motes an LSS program for higher education to address
the nation’s wicked problems of rising tuition costs,
Instructor
Poor instructor-student communication
Assignments are not clear
Assignments are too rigorous
Boring content and assignments
Class doesn’t support student-student interaction
Problem:
Students are
failing online
courses
Technology issues
Insufficient financial aid options
Failure to use Early Alert
Unaware of withdrawal option
Unaware of online tutoring
Process
declining college completion rates and lack of accountabil-
ity for student achievement.7
Assessing quality in online learning
Sir John Daniel, a distance education pioneer, coined the
term “iron triangle” to describe the tradeoffs institutions
face when trying to improve access, cost and quality
simultaneously. Daniel put forward the potential for
distance learning to break the iron triangle and enable
institutions to reach more students at lower costs and
higher quality. Daniel defines quality in terms of stu-
dent achievement on standardized exams rendered via
assessment experts.8
Heather Kanuka and Charmaine Brooks updated Daniel’s
triangle to include stakeholders associated with each vec-
tor: faculty care about quality, students care about access
and administrators are focused on costs9 (see Figure 1).
Of course, students also are concerned about cost and
quality, but they are the primary drivers to expand access.
qualityprogress.com ❘ September 2019 QP 41
 F E AT U R E
LEAN SIX SIGMA
Along each side of the triangle, a dynamic tension exists as
priorities require alignment. For example, Kanuka and Brooks
attribute faculty resistance to online learning to administra-
tors pushing cost-savings agendas despite faculty concerns
about the efficacy of online learning. On the flip side, faculty
seek workload support and resources to develop and deliver
effective online courses, which increase costs.10
At the University of Central Florida (UCF), the iron trian-
gle was broken as the institution experienced impressive
student achievement in its online programs amidst rapid
growth. Based on aggregate data from 2008 to 2011,
students in face-to-face courses had an average success
rate of 87.7% (defining success as students earning a grade
of A, B or C) and an average withdrawal rate of 3.1%. Stu-
dents in fully online courses had a higher average success
rate of 88.3%, but also a higher average withdrawal rate
of 4.3%. Students in blended courses earned higher grades
and were less likely to withdraw than students in either
of the other modalities, with an average success rate
of 90.8% and an average withdrawal rate of 2.8%.11
According to authors Jessie Brown and Martin Kurzweil:
“UCF’s efforts to break the iron triangle are notable for
their emphasis on instructional quality and faculty devel-
opment. This approach requires patience and long-term
thinking. It takes years to engage a critical mass of par-
ticipating faculty, to build their capacity, and to see their
efforts affect large numbers of students and bring more
faculty into the fold. But UCF was not attempting merely
to change policy, organizational responsibility, or funding,
each of which can happen at the stroke of a pen. At the
root of this transformation has been an attempt to change
the culture among its own faculty and staff and among
those at its partner institutions. The gestation for this sort
of change has been longer, but the results are substantial
and deeply ingrained.”12
In a separate study, researchers Sheryne Southard and
Mara Mooney compared 12 sets of quality rubrics for assess-
ing the quality of online learning, including proprietary
standards such as the research-based national benchmark
Quality Matters and the Online Learning Consortium’s qual-
ity scorecard, trade union standards such as the American
Federation of Teachers, nonprofit standards such as the
American Distance Education Consortium, and accrediting
body standards such as the American Bar Association.13
All the standards were fitted into six common areas:
online curriculum policies and infrastructure, faculty sup-
port, student support, course design, course delivery, and
assessment and evaluation. While all six areas are important
to ensuring the success of online programs, the research-
ers discovered that 40% of the standards focus on course
42 QP September 2019 ❘ qualityprogress.com
design and only 11% on course delivery, yet faculty
may benefit from guidance on how to effectively
deliver the online courses dynamically. This “import-
ant chasm between online course design and online
delivery” may contribute to an overall lower quality
student experience.14
Many factors determine the effectiveness of a
university’s online operations, including planning,
quality assurance, faculty development, online
course design and pedagogy, student retention,
financial management and marketing.15
LSS case study
Many factors affect a student’s ability to success-
fully complete an online course, including prior
experience with online learning, technological
aptitude, the nature of the course (mandatory
or elective), the course design, instructor interaction
and work/life/school balance, among others. At this
institution, online students typically were enrolled
part time and working at least 20 hours per week.
Research questions
The focus of this project was reducing online stu-
dent failures. The null hypothesis was: H0: Faculty
awareness of student needs does not affect student
failure rates.
Methods
LSS follows DMAIC: define the problem, measure
the baseline, analyze root causes, improve the
process and control the process. The defined
problem was how to reduce online course failures.
The baseline measure was a 14% online course
failure rate compared to an 8% campus failure rate
(fall 2017 data).
The analyze phase requires a cause and effect
analysis, often accomplished via a fishbone diagram,
as shown in Figure 2 (p. 41). A fishbone analysis
categorizes contributing causes and, in this project,
causes related to instructor and process were tack-
led by developing a one-month wellness checkup
tool (the checkup tool).
The checkup tool was a nimble survey instrument
designed to gather early student feedback to enable
instructors to adapt their classes to better meet
students’ needs, and it functioned as the interven-
tion of the improve phase. Finally, the control phase
involved ongoing monitoring of the effect of the
checkup tool on student failure rates.
FIGURE 3

Sample radar plot for the whole class

Keeping up?

Meaningful Ease of startup?

interactions with
instructor?

Meaningful
interactions with Engaging content?
peers?

Confident Assignments clear?

to successfully
complete?

Feedback to learn?

Survey instrument design 7. How would you rate your interaction

The university’s faculty senate collaborated with the office
of teaching and learning to develop the checkup tool.
A committee created a pithy question set to take the pulse
of the class. The questions were delivered through a Qualtrics
survey as slider bars ranging from frowns to smiles.
The questions were:
1. How easy was it to get started in this course?
2. How clear are assignment expectations?
3. How easily are you able to contact your professor?
4. How are you keeping up with the coursework?
5. How would you rate the feedback on your work?
6. How interesting do you find the course content?
with other classmates?
8. How confident are you that you can
complete the course?
The survey was designed to natively capture
class, student and instructor-identifying informa-
tion as well as the term date. Thus, it was possible
to post a generic survey for any course, instructor
and term. The instructor could pull the assignment
into his or her course and assign a due date, thus
setting up a to-do item for the student. The student
feedback was made available confidentially to
instructors through a Tableau data dashboard

qualityprogress.com ❘ September 2019 QP 43

 F E AT U R E
LEAN SIX SIGMA

FIGURE 4

Sample radar plot for a single student

Keeping up?

Meaningful Ease of startup?

interactions
with instructor?

Meaningful
interactions Engaging content?
with peers?

Confident Assignments clear?

to successfully
complete?

Feedback to learn?

behind an authentication firewall. The survey results were
displayed to instructors as radar plots along eight axes—
one for each question.
In the communications announcing the new checkup tool,
instructors were reminded about the role of retention men-
tors and how the Early Alert system activated their support
of struggling students.
Results
Sample radar plot results are shown in Figure 3 (p. 43)
for the whole class and Figure 4 for a single student.
An instructor could quickly scan the radar plots to identify
low scores (student needs).
Twenty-three faculty participated in the pilot,
and there were 954 usable student responses.
Of these faculty members, 65% used the Early Alert
system—a marked improvement over the prior 14%
participation rate for online faculty in fall 2017.
For the faculty who used the checkup tool and
Early Alert, student failure rates averaged 4%,
well below the 14% online failure rate in fall 2017.
Analysis of longitudinal change was completed
for faculty who used the checkup tool, participated
in Early Alert and taught the same online class for
three fall terms. In four out of five cases, the inter-
vention reduced student failure rates.

44 QP September 2019 ❘ qualityprogress.com


Let’s Hear From You!
Do you have thoughts about this article
you’d like t​ o share? Start a discussion
about it at ASQ’s new online community—
my.asq.org—and share your thoughts. Go
to the Quality Progress Discussions tab
and see whether a discussion has already
been created—​or start one of your own!
Register now with your asq.org account
for access ​to relevant solutions, mean-
ingful connections ​and interaction with
like-minded individuals.
Discussion
Reducing online course failures was a broad prob-
lem requiring multiple strategies, and this project
tackled developing a tool to help instructors
identify struggling students early in the semester.
Early instructor awareness allowed the instruc-
tor sufficient time to make adjustments to better
meet student needs. It also helped the instructor
identify students who needed to enter the Early
Alert system, which engaged retention mentors
as secondary support for the students.
The team created the checkup tool with a cor-
responding Tableau visualization of confidential
results on the university’s website. It was easy
to implement the tool in online courses, which
provided early and visual feedback to instructors,
and those instructors participated in the Early Alert
system to a greater extent (65% vs. 14% participa-
tion rate).
The checkup tool facilitated early student
feedback to instructors by providing a quick pulse
on a class. Coupled with a better partnership with
student support services, improved student suc-
cess was realized in this pilot study. Future plans
include expanded use of the checkup tool and
improved feedback to instructors using the Early
Alert system.
REFERENCES
1. Roy Andersson, Henrik Eriksson and Håkan Torstensson, “Similarities
and Differences Between TQM, Six Sigma and Lean,” TQM Magazine,
Vol. 18, No. 3, 2006, pp. 282-296.
2. James P. Womack, Daniel T. Jones and Daniel Roos, The Machine
That Changed the World, Rawson Associates, 1990.
3. Jerry Kilpatrick, Lean Principles, Utah Manufacturing Extension
Partnership, 2003.
4. Jiju Antony, Netasha Krishan, Donna Cullen and Maneesh Kumar,
“Lean Six Sigma for Higher Education Institutions (HEIs): Challenges,
Barriers, Success Factors, Tools/Techniques,” International Journal
of Productivity and Performance Management, Vol. 61, No. 8,
2012, pp. 940-948.
5. Ibid.
6. Quamrul Hasan Mazumder, “Applying Six Sigma in Higher Education
Quality Improvement,” paper, 121st American Society of Engineering
Education Annual Conference and Exposition, 2014, Indianapolis.
7. Norma Simons, “The Business Case for Lean Six Sigma in Higher
Education,” ASQ Higher Education Brief, Vol. 6, No. 3, 2013.
8. John Daniel, Asha Kanwar and Stamenka Uvalić-Trumbić, “Breaking
Higher Education’s Iron Triangle: Access, Cost and Quality,” Change:
The Magazine of Higher Learning, Vol. 41, No. 2, 2009, pp. 30-35.
9. Heather Kanuka and Charmaine Brooks, “Distance Education in Post-
Fordist Time,” An Introduction to Distance Education: Understanding
Teaching and Learning in a New Era, Routledge, 2010, pp. 69-90.
10. Ibid.
11. Jessie Brown and Martin Kurzweil, “Breaking the Iron Triangle at the
University of Central Florida: A Case Study,” Ithaka S+R, Aug. 26, 2015,
https://tinyurl.com/yyhu6oqh.
12. Ibid.
13. Sheryne Southard and Mara Mooney, “A Comparative Analysis
of Distance Education Quality Assurance Standards,” Quarterly
Review of Distance Education, Vol. 16, No. 1, 2015, pp. 55-68.
14. Ibid.
15. Alfred P. Rovai and James R. Downey, “Why Some Distance Education
Programs Fail While Others Succeed in a Global Environment,”
Internet and Higher Education, Vol. 13, No. 3, 2010, pp. 141-147.
BIBLIOGRAPHY
Becket, Nina, and Maureen Brookes, “Evaluating Quality Management
in University Departments,” Quality Assurance in Education, Vol. 14,
No. 2, 2006, pp. 123-142.
Power, Michael, and Anthony Gould-Morven, “Head of Gold, Feet of Clay:
The Online Learning Paradox,” International Review of Research in Open
and Distance Learning, Vol. 12, No. 2, 2011, pp. 19-39.
Svensson, Carsten, Jiju Antony, Mohamed Ba-Essa, Majed Bakhsh
and Saja Albliwi, “A Lean Six Sigma Program in Higher Education,”
International Journal of Quality and Reliability Management, Vol. 32,
No. 9, 2015, pp. 951-969.
Wendy Athens is senior director of the
office of teaching and learning at Utah
Valley University in Orem and oversees
online learning and faculty development.
She earned a doctorate in educational
technology from the University of
Florida in Gainesville and is a certified
Black Belt.
qualityprogress.com ❘ September 2019 QP 45
Solving quality quandaries through statistics

Statistics Spotlight 1213231315447133415341545721157945495241262

124345464755497541275299949514654237204317
91545154134541213231315447133415341545721157945495241262
124345464755497541275299949514654237204317
91545154134541213231315447133415341545721157945495241262
124345464755497541275299949514654237204317
91545154134541213231315447133415341545721157945495241262
124345464755497541275299949514654237204317
91545154134541213231315447133415341545721157945495241262
124345464755497541275299949514654237204317
91545154134541213231315447133415341545721157945495241262
124345464755497541275299949514654237204317
9154515413454

DATA ANALYSIS TOOL to ask one of the authors, Jim Lucas,

Getting the
for help by analyzing the data and
identifying what additional data might
be needed to solve the problem.

The CUSUM sequence plot

Luster Back
The underused cumulative sum sequence plot can shine
the way by James M. Lucas and Ronald D. Snee
A textile fiber manufacturing plant was
having a production yield problem.
On occasion, the plant was produc-
ing yarn that was not bright enough.
The low-luster yarn was recycled, thus
reducing yields and increasing manufac-
turing costs. When low-luster yarn was
produced from a vessel on a 30-vessel
machine, that vessel was removed, its
screens were cleaned and the vessel was
replaced. The plant had been experienc-
ing a higher replacement rate for vessels
than it had observed in the past.
A plant scientist working on the
low-luster problem thought the prob-
lem was from the flake that was melted
to produce the yarn. There were many
upstream plants, including paper plants
that could have been adding ingredi-
ents to the river water that could affect
the purity of the flake. Plant chemists
had analyzed the river water, but they
couldn’t explain why the river water
was causing low-luster problems.  expected direction, but it was not large
Data and initial analysis
For more than a year (390 days), the
plant scientist collected daily data, which
consisted of the vessels removed and
the amount of water treatment needed
to reduce the turbidity of the river water
to an acceptable level. The data were
lagged by a week because there was
a week delay between flake production
and its use in the spinning machine.
The first step in the analysis was to cre-
ate a sequence (time) plot of the vessels
removed per day versus day (Figure 1)
to look for nonrandom patterns that
might suggest potential sources of the
problem. No apparent trends surfaced
in the plot. The smooth (average) trend
showed a slight decrease in the vessels
removed beginning at about day 216.
This was encouraging. But what was
the cause of this downward trend?
Next, a scatter plot of the vessels
removed versus the water treatment
levels was created (Figure 2, p. 48).
The plant scientist could not see any
significant relationship in this scatter
plot. This trend in this plot was in the
enough to be statistically significant.
At this point, it was clear that no major
relationships were apparent in the data,
and there was considerable variation in
the data. Plant management decided
After reviewing the results of the
sequence plot (Figure 1) and the scatter
plot (Figure 2), it was clear that a dif-
ferent approach was needed. Lucas had
seen that the cumulative sum (CUSUM)
sequence plot was effective in dealing
with small trends and noisy data. The
CUSUM sequence plot is associated with
the CUSUM process control technique.1,2
A CUSUM monitoring procedure
is typically is used to decide when a
process is in a state of statistical control.
Here, a CUSUM sequence plot would be
used as a data analysis diagnostic tool
to determine when shifts and trends have
occurred in a process and to study rela-
tionships among different factors. This
is a different use of a CUSUM, which has
not been widely recognized as valuable.
Before applying a CUSUM to the
low-luster problem, it is helpful to
review how the CUSUM sequence plot
is constructed and interpreted.
The construction of the CUSUM
sequence plot is shown using the data in
Online Table 1, which can be found on this
article's webpage at qualityprogress.com,
and creating the plots in Figure 3
(p. 49) and Online Figure 1. The CUSUM
sequence plot shows the cumulative
sum of the deviations from a target
or reference value versus the sequence
number, as shown in Online Table 1.3
In Online Table 1 and Figures 1 and 2,
there is a downward shift at about obser-
vation six. The downward shift is even
more apparent when examining the
CUSUM sequence plot than when study-
ing the raw data (Online Table 1 and Figure
3). The ability to quickly detect small

46 QP September 2019 ❘ qualityprogress.com

 FIGURE 1
Sequence plot of the number of vessels
removed during the 13-month period
Vessels removed vs. day
3.5
2.5
Vessels removed
1.5
0.5
0 50 100
differences and determine the points in
time when the shifts have occurred is a
major strength of CUSUM sequence plots.
Interpreting sequence plots
The slopes in the CUSUM sequence plot
show the data means relative to the
target value used. Some example slopes
are shown in Online Figure 2.
The analysis of the low-luster data
started by constructing a CUSUM
150 200 250 300
Day
sequence plot separately for the number
of vessels removed and the level of
water treatment (Online Figures 3 and
4). The target values used in the plots
were the overall average for each of the
two series (0.5 for vessels removed and
179 for water treatment). The mean usu-
ally is a good reference (target) value
for the initial CUSUM sequence plot.
With this choice of reference value,
the CUSUM will start and end at zero.
Vessels removed
Smooth
350 400
The CUSUM sequence plots show the
major change point in both variables
occurred together (at about day 216).
Online Figure 5 shows eight different
time segments identified by eyeballing
the different slopes of the vessels-
removed CUSUM sequence plot. There
is less visual correspondence in the two
CUSUM sequence plots (Online Figures 3
and 4 for an eight-segment model than
there is for a two-segment model with
qualityprogress.com ❘ September 2019 QP 47
Statistics Spotlight
FIGURE 2
Plot of vessels removed versus
water treatment level
4.0
3.5
3.0
Vessels removed
2.5
2.0
1.5
1.0
0.5
0.0
0 100
one major shift because some short-term
level changes in the vessels-removed
CUSUM sequence plot do not corre-
spond to changes in the water treatment
CUSUM sequence plot.
To summarize, water treatment was
used to reduce the turbidly of the river
water. The amount of water treatment
added depends on the amount of the
turbidity present. As the turbidity goes
up, more chemical is added. The number
of vessels removed increases as well.
A plot of the vessels removed versus
water treatment level shows a weak pos-
itive correlation (Figure 2). The CUSUM
sequence plot for the vessels removed
and the water treatment shows a close
correspondence for the major level
change for both variables.
It is now clear that the water treatment
does not remove all the impurities asso-
ciated with low luster, resulting in vessel
removal. A different water source with
less impurities is needed.
A solution? Use well water. The analy-
sis convinced the plant to drill a well and
use well water for the flake production.
48 QP September 2019 ❘ qualityprogress.com
1213231315447133415341545721157945495241262
124345464755497541275299949514654237204317
91545154134541213231315447133415341545721157945495241262
124345464755497541275299949514654237204317
91545154134541213231315447133415341545721157945495241262
124345464755497541275299949514654237204317
91545154134541213231315447133415341545721157945495241262
124345464755497541275299949514654237204317
91545154134541213231315447133415341545721157945495241262
124345464755497541275299949514654237204317
91545154134541213231315447133415341545721157945495241262
124345464755497541275299949514654237204317
9154515413454
200 300 400 500 600
Water treatment
Using well water solved the low-luster
problem. When well water was used for
flake production, the vessels removed
remained at a low level.
A few years later, the plant was think-
ing of saving costs by closing the well
and using river water for flake production.
The statistician working on the project
recalled that Lucas had done the work
to justify drilling the well. After confer-
ring with him, the plant dropped that
cost savings idea. It is amazing how
short organizational memory can be.
Project value
A project value in terms of dollars saved
was not computed, but it’s clear the
impact of the project was major. Replac-
ing a vessel means removing the old
vessel and replacing it with a cleaned
refurbished vessel.
If 0.5 vessels per day are being re­
placed, a certain level of cleaning and
refurbishing staff is needed. By increas-
ing the removal rate, you overwork
current staffing levels or need additional
staff and, perhaps, more spare vessels,
which increases staff and management
costs. In addition, the low-luster yarn was
recycled, thus creating a low yield prob-
lem and additional manufacturing costs.
Fitting a linear model
The CUSUM sequence plot shows a major
shift around day 216. Using an indicator
variable (that we named “two groups”)
for this shift gives a vector that is zero
for days one to 216, and one for days 217
to 290. This vector is a significant term
in a linear model that is summarized
in Online Table 2.
The three-term model contains the
“two group” indicator variable, the water
treatment term and the interaction that
allows for a different water treatment
slope in the two groups. The two groups
term, found from the CUSUM sequence
plot, is significant at the 0.001 level while
the other two model terms are not sig-
nificant. CUSUM sequence plots can help
you in your model building efforts.
A useful tool
A CUSUM sequence plot is a useful and
underused data analysis tool. It is helpful
for identifying small shifts in level in noisy
data. It is easy to compute and interpret.
The graphics are a great aid in interpret-
ing the results.
A CUSUM sequence plot also helps
identify when process shifts occur.
In Online Figures 3-5, you see clearly
where eight different shifts occurred
during the 390-day period. You also
see whether the shifts are up or down,
and the relative sizes of the shifts.
The low-luster case also shows that
CUSUM can be helpful when dealing with
low count data. In this case, the number
of vessels removed varied from zero to
four per day (mean = 0.5, median = 0).
The counts for days with zero, one, two,
three and four vessels removed were 243,
110, 27, nine and one, respectively. Hence,
91% of the days (353/390) had zero or
one vessel removed. It is difficult to see
 FIGURE 3
Sequence plot of process output (Y) for data in Online Table 1
130
120
110
Output (Y)
100
90
80
70
0 50 100
trends and differences with such
small counts.
The CUSUM sequence plot
also can help you develop
models. The CUSUM sequence
plot shows a major shift at about
day 216. If you divide the data
into two groups (days one to
216, and days 217 to 390) and
compare the means of the two
groups with a t-test, you find
a statistically significant effect
of -0.28 vessels removed (p = 0).
If you include the terms for
water treatment and the inter-
action between group and water
treatment in the model, you
still find a significant difference
Output (Y) vs. sequence
150 200 250 300
Sequence
between the groups (p = 0.001).
The water treatment and water
treatment by group interaction
effects were insignificant. Thus,
seeing where in the sequence
a shift has occurred suggests
a model that can be used to iden-
tify statistically significant effects.
Consider making use of a CUSUM
sequence plot the next time you are
tasked with interpreting sequential
data.
EDITOR'S NOTE
References listed in this column can
be found on the article's webpage
at qualityprogress.com.
© 2019 James M. Lucas and Ronald D. Snee.
Output (Y)
Output (Y)
350 400
J ames M. Lucas is the
principal at J.M. Lucas and
Associates in Wilmington,
DE. He has a doctorate in
statistics from Texas A&M
University in College Station.
Lucas is an ASQ fellow and
a recipient of ASQ’s Shewhart
Medal and Brumbaugh Award.
Ronald D. Snee is president
of Snee Associates LLC
in Newark, DE. He has a
doctorate in applied and
mathematical statistics from
Rutgers University in New
Brunswick, NJ. Snee has
received ASQ’s Shewhart,
Grant and Distinguished Service Medals. He is an
ASQ honorary member and an academician in the
International Academy for Quality.
qualityprogress.com ❘ September 2019 QP 49
Practical knowledge about Six Sigma
Six Sigma Solutions
BUSINESS GOAL SETTING
Goal Setting’s
Conflict
Resolution
What to do when business goal setting and process improvement are at odds
by Forrest W. Breyfogle III
Business goal setting is important,
but care must be taken when setting
and monitoring performance measure-
ments against stated objectives. If this
doesn’t happen, unhealthy behaviors
can occur.
Consider an organization in which
corporate managers create monthly
goals for a manufacturing facility.
The plant manager at this work location
becomes responsible for meeting upper
management’s next-month expecta-
tions for generated revenue or number
of units shipped.
Accompany this corporate monthly-​
goal-setting policy, the manufacturing
plant leadership also receives periodic
financial bonuses when the corporate
numbers are met.
But if financial monthly objectives
aren’t achieved, the resulting conse-
quences to the plant manager and other
organizational leadership is unpleasant.
50 QP September 2019 ❘ qualityprogress.com
Leaders may be fired or reassigned
to a lesser position.
A meet-the-next-month-numbers-
or-else corporate policy can have
a significant negative impact on how
a business is run.
When pressure is high to meet
a monthly goal, for example, orders
from the future might be drawn into
the current month so the short-term
stated financial objective can be met
(at perhaps great expense to the entire
organization). In other words, robbing
Peter to pay Paul.
This type of financial-meeting-
monthly-numbers corporate pol-
icy can lead to an organizational
culture in which the implementing
process improvement efforts, which
can benefit the entire business,
is virtually impossible.
An alternative approach to business
goal setting, which includes the statistical
tracking of a metric’s performance
against the objective, is needed.
Goal setting that leads
to the right behaviors
The output of a process—that is, Y in
the relationship Y = f(X)—is a function
of its inputs (X’s). In this relationship,
Y will have variability. This is also true
for the monthly organizational financial
measurements, which are affected by
many processes.
A mathematical reiteration: When an
organization feels compelled to meet
a specific Y time value goal (for exam-
ple, a monthly number), an unnatural X
interjection is needed whenever the natu-
ral variability for the current time period
results in a number that is undesirable
relative to the corporate objective (for
example, monthly profit is lower than the
goal). The unnatural X interjection might
be pulling orders from future months to
FIGURE 1

9-step IEE business management system

2. Describe value
1. Describe vision chain, including 4. Establish SMART
satellite-level 3. Analyze
and mission. enterprise. satellite-level
and 30,000-foot- metric goals.
level metrics.

6. Identify
high potential
improvement 8. Assess project’s
areas and establish 7. Identify and
5. Create strategies. completion impact 9. Maintain the gain.
related SMART execute projects. on enterprise goals.
30,000-foot-level
metric goals.

IEE = Integrated Enterprise Excellence SMART = specific, measurable, actionable, relevant, timely

the current month so the present month’s
corporate-end-of-month-number is met.
When setting financial goals (for example,
profit margins), it is better to set objec-
tives as a mean or median value. This
corporate policy practice encourages
making process improvement efforts—
for example, the X’s in Y=f(X)—that
positively affect the entire business.
From a business point of view, a finan-
cial median or mean monthly profitability
objective makes more sense than specific
month values because the annual mon-
etary performance of an organization
depends on the results from 12 months,
not just one.
A corporate policy that gives focus
to just meeting monthly objectives is
management to the Y’s, which, again,
can be unhealthy—if not destructive—
to the entire enterprise. Organizations
benefit when they transition to the
management of the X’s (that is, pro-
cesses and their improvements) that
are important to the entire business.
This management transition can be
achieved through using an organiza-
tional Enterprise Improvement Plan
(EIP) within the nine-step Integrated
Enterprise Excellence (IEE) business
management system.1-11 Figure 1 shows
IEE’s nine steps, while Figure 2 (p. 52)
provides an example EIP. Highlights of
the IEE's nine steps are:
++ Step one: Execution of steps two
through nine of the IEE system must
be aligned with the organization’s
vision and mission.
++ Step two: This describes what an
organization does and how it mea-
sures what is done. The means for
accomplishing this objective is via
an IEE value chain. An IEE value chain
structurally integrates predictive
30,000-foot-level12-23 metric reporting
with the processes that created them.
++ Step three: The entire enterprise is
analyzed with the intent of determin-
ing where improvement efforts should
focus so customers and the bottom
line of the business benefit.
++ Step four: Specific, measurable,
actionable, relevant and timely finan-
cial goals are reported and tracked
from an IEE satellite-level perspec-
tive (for example, increase mean
or median monthly profit margins
by 0.5% in 10 months).24
++ Step five: Developed strategies are
targeted to improve the financials
and better address customer needs.
++ Step six: High potential areas and
their metric improvement desires

qualityprogress.com ❘ September 2019 QP 51

Six Sigma Solutions

FIGURE 2

EIP within the IEE system

Business goal Strategies High potential areas Projects

Step 4 Step 5 Step 6 Step 7

Return market
Increase monthly share to a monthly
revenue. Marketing. mean of 56%
in 14 months.

Return reported
monthly profit
margin median to Return level of
11.9% in 14 months. housekeeping
Housekeeping. quality to a
monthly mean of
Improve customer 8.1 in 14 months.
view of services
satisfaction. Return
level of customer
dissatisfaction to
no higher than a Reduce diagnosis
proportion of 0.10 to bedtime
in 14 months. Patient compliance rate
transportation. of 30 minutes
from 93% to 50%
in 14 months.

Delivery of clinical Reduce waste by

Reduce costs. services. 10% in 10 months.

EIP = Enterprise Improvement Plan IEE = Integrated Enterprise Excellence

are identified, where there is owner-
ship of the measurements that are
to be improved. An organizational
EIP (Figure 2) shows the alignment
of process improvement efforts
with overall business measurement
improvement needs that benefit
the entire enterprise.
++ Step seven: Improvement projects
are executed to improve important
business 30,000-foot-level metrics
that benefit the entire business using
techniques such as lean Six Sigma
and lean kaizen events.25-28
++ Step eight: Process improvement
benefits are quantified in which
a 30,000-foot-level individual's
chart transitions to an enhanced level
of performance when a significant
enhancement was made to a process.
++ Step nine: The gain from process
improvement efforts can be main-
tained through process error proofing
and monitoring of the Enterprise Per-
formance Reporting System automatic
updates to 30,000-foot-level and
satellite-level metrics in the organiza-
tion’s value chain.
In the IEE system, an EIP is created
in step six. Figure 2 provides an EIP
illustration of the alignment of process
improvement efforts (column on the
right) so that the big picture can benefit
(column on the left). Steps of the IEE
system are shown as reference for each
EIP column.
Tracking performance
against business goals
IEE satellite-level tracking provides the
examination of organizational financial
metrics (for example, monthly profit

52 QP September 2019 ❘ qualityprogress.com

FIGURE 3

Tracking performance from process improvement project effort

• An improvement was

demonstrated from the
“new method” as a stage
in the "individuals chart".

• Currently, the last three

weeks are performing
at this enhanced level
of performance.

IEE scorecard for overall waste

I-chart
Old method New method
8

7
When the new level
of performance of 4.3%
Percentage

6
UCL = 5.489 is compared to a pre-process-
5 improvement level of 5.3%
X = 4.343 waste, it is noted that the
4 LCL = 3.198 improvement objective
of 10% waste reduction
3
was accomplished through
execution of this project.
3

13

13

13

4
n1

r1

y1

n1

c1

n1

r1
b

ct
Ma

Ma
De
Ma
Ja

Ju
Fe

Au

Se

Ja
O
6

27
23

26
31
17

15

9
12

Week
IEE = Integrated Enterprise Excellence
The process is predictable.
LCL = lower control unit
The estimated performance is 4.3% waste.
UCL = upper control unit
X = mean

margins reporting) from a process-output point of view EDITOR'S NOTE

that is not bound by the calendar year. Operational References listed in this column can be found on the article's webpage
at qualityprogress.com.
process output responses can be tracked similarly using
an IEE 30,000-foot-level approach.
A tracked performance is concluded to be of statistical
importance for improving a process when its time-​ Forrest W. Breyfogle III (Forrest@
series measurement transitions to an enhanced level SmarterSolutions.com) is CEO of Smarter
Solutions Inc. in Austin, TX, and holds a
of performance, as illustrated in Figure 3. Remember master of science degree in mechanical
that the predictive statement at the bottom of this engineering from the University of Texas
30,000-foot-level chart is calculated from stable in Austin. An ASQ fellow, Breyfogle
has authored or coauthored more than
process data for the most recent region of stability— a dozen business management and
that is, the last three data points for this illustration. process improvement books.

qualityprogress.com ❘ September 2019 QP 53

 Standards-related developments and activities
Standard Issues
QUALITY MANAGEMENT
One Small Step
How to achieve sustained success through consistent quality
by Charles A. Cianfrani, Isaac Sheps and John E. “Jack” West
The current definition of quality is well
presented in ISO 9000:2015 as the
degree to which a set of inherent char-
acteristics of an object fulfills needs or
expectations that are stated, generally
implied or obligatory.1 This is a clear and
workable definition, and following it will
lead to satisfied customers.
To optimize the achievement of sus-
tained success, however, organizations
must address more than quality. The
real challenge is continually meeting the
needs and expectations of customers and
other interested parties—not once, not on
occasion, but all the time, every time and
in every encounter with your customer.
That’s what consistent quality is all about.
Top management should embed
sustained success as a core value and
a primary and formal objective of the
organization to ensure processes are
deployed throughout the organization
to foster attention to consistent quality.
Why consistent quality
is important
Figure 1 presents the current competi­tive
factors organizations are facing—includ-
ing quality. Being a competitive factor,
quality has undisputable importance.
But quality isn’t enough—it must be
consistent quality.
It’s often said that it’s easier to gain
a new customer than get back a former
54 QP September 2019 ❘ qualityprogress.com
customer. Customer loyalty is one of the
most valuable assets an organization can
achieve, and there is no way to achieve
it if the quality of the organization’s prod-
ucts or services is inconsistent. A loyal
customer who returns to the organization
again and again expects no surprises
in the characteristics of the products
or services he or she receives.
An organization can’t achieve sus-
tained success without having consistent
product and service quality—it’s a pre­
requisite to the journey of achieving
sustained success.
Consistent quality is a must. Unfor-
tunately, it’s still not enough to achieve
sustained success. Consistent quality
leads to customer satisfaction, which
is an organization’s ultimate goal, as
expressed by Horst Schulze, president
and CEO of the Ritz-Carlton Hotel Co.,
when the company won the Malcolm
Baldrige National Quality Award in 1992.
“Unless you have 100% customer
satisfaction—and I don’t mean that
they are just satisfied, I mean that they
are excited about what you are doing—
you must improve,” Schulze said.2
Who is responsible
and accountable?
In many organizations, quality is under­
stood to be the responsibility of the
quality department. That’s wrong.
It’s the responsibility of everyone in the
organization, at all levels. Everyone is
accountable for it—starting with top
management and ending at the lowest
level in the organization.
There is no way to achieve consistent
quality if people at all levels aren’t aware
of how important it is to ensure that each
product manufactured or service provided
always has the same exact characteristics.
A quality management system (QMS)
is needed to ensure consistent quality.
The responsibility and accountability
of top management must be expressed
in such a system, as well as the need to
conduct periodic and systematic manage-
ment reviews of quality performance.
The old saying that a chain is only
as strong as its weakest link certainly
applies to ensuring total customer
satisfaction. Everyone in the organiza-
tion (every link in the chain) can affect
customer satisfaction—positively
and negatively.
How to achieve
consistent quality
Consistent quality is one of the compe-
tences an organization must have on its
journey to achieving sustained success.
To achieve consistent quality, the organiza-
tion must implement a robust QMS using
international standards, such as ISO 9001,
and follow the approaches described
FIGURE 1
Dynamic development of competitive factors
1960 1970
Quality
Efficiency Efficiency
Innovation Innovation
in numerous quality management text-
books. It sounds straightforward: Most
organizations have a QMS and a quality
VP, director or manager, but the quality
of their products or services still is
inconsistent. What’s missing is a clear
understanding of what quality man-
agement means and a culture of quality
throughout the organization.
As an element of strategic planning,
top management can consider what
processes are in place and how well they
support sustained success—even how
1980
Flexibility
Quality
Efficiency
Innovation
well the concepts related to achieving
sustained success are understood and
embraced throughout the organization.
Top managers should be aware that
quality management must address three
types of quality:
1. Production quality is all about
eliminating variance. Every product
produced or service provided must
have the same inherent characteristics
as designed. When a deviance occurs,
it must be analyzed, its causes must
be understood and an action plan must
1990 Current
Social
Environment Environment
Agile Agile
Quality Quality
Efficiency Efficiency
Innovation Innovation
be prepared to ensure it doesn’t recur.
Production managers should under-
stand that their role isn’t just to decide
whether products meet requirements,
but also to ensure there is no variance
in the production system. A profound
understanding of the processes is
needed to achieve consistent produc-
tion quality, which was the basis of the
initial quality movement in Japan and
the focus of the statistical process con-
trol methods developed to support it.
The need to manage the organization’s
qualityprogress.com ❘ September 2019 QP 55
Standard Issues
FIGURE 2
Noriaki Kano’s model of charming quality
Charmed
customer
Satisfied
customer
Regular quality
Unsatisfied
customer
Insufficient
quality
processes is a foundational principle
of quality management.
2. Product quality is about meeting
customer requirements, which are
customer needs and expectations,
whether stated or implied. ISO
9001:2015, which is a QMS require-
ments standard, focuses on product
quality, as stated in its scope:
“This International Standard specifies
requirements for a quality management
system when an organization:
++ Needs to demonstrate its ability to
consistently provide products and
services that meet customer and
applicable statutory and regulatory
requirements, and
++ Aims to enhance customer satisfac-
tion through the effective application
of the system, including processes for
improvement of the system and the
assurance of conformity to customer
and applicable statutory and regula-
tory requirements.”3
56 QP September 2019 ❘ qualityprogress.com
Charming
quality
Sufficient Charming
quality quality
The confusion between production
quality and product quality stems from
business-to-business relationships.
In such organizations, the product
is based on clear, defined requirements
from the customers. Therefore, the
customers’ needs and expectations are
based on meeting their requirements.
In all other organizations, however,
customer needs and expectations
should be based on research performed
by the organization on its relevant
customer base. The outcome of such
research is the basis for defining the
product or service characteristics, which
are the input for design and production
processes. Thoroughly researching cus-
tomers’ ways of judging and perceiving
the organization’s product or service
attributes enables organizations to go
beyond usual quality and achieve levels
of charming quality.
The concept of charming quality was
developed by Noriaki Kano4 and is based
on his observation that usual quality
can’t be viewed as a competitive factor
anymore because all players in a market
have it. To be competitive, organizations
should go beyond usual quality, as illus-
trated in Figure 2.
Kano’s model defines the following
types of product quality:
++ Must-have quality—a quality attribute
that, if it doesn’t exist in a product
or doesn’t perform well, will result
in an unsatisfied customer. When the
attribute exists, however, it doesn’t
add to the customer’s satisfaction.
If a car has bad brakes, for example,
kbeis via Getty Images
the customer will not be satisfied.
But if the car has brakes, it doesn’t add
to the customer’s satisfaction because
it’s something every car should have.
++ One-dimensional quality—a quality
attribute that, when increased, also
increases the customer’s satisfaction.
With each improvement in a car’s fuel
economy, for example, the customer’s
satisfaction increases.
++ Charming quality—a quality attribute
that doesn’t cause dissatisfaction if it
doesn’t exist, but enhances satisfaction
if it does—such as a car’s air condi-
tioning system that spreads pleasant
fragrances in the car or cupholders
for passengers in the rear seats.
Kano emphasized the importance of
charming quality to achieve a competi-
tive advantage in today’s marketplace.
3. Organizational quality is the type
of quality needed to achieve sustained
success. It’s achieved when an organi-
zation comprehends that all its relevant
interested parties are an element of
its context and should be viewed as
the organization’s customers.5 Each
interested party has its own needs and
expectations, which must always be
met in a consistent and balanced way.6
Quality culture
We identify culture as the combined
beliefs, history, ethics, observed behavior
and attitudes that are held by the organization’s employees.
As stated earlier, quality means meeting needs and expecta-
tions. Therefore, a quality culture involves cultural attributes
that enhance the organization’s ability to consistently meet
the needs and expectations of its customers and other inter-
ested parties.
A well-known quality management method developed
in the 1980s following the Japanese model of organization-
wide quality control (associated with Kaoru Ishikawa) is total
quality management (TQM). TQM is about quality culture and
consists of organizationwide efforts to instill and make perma-
nent a climate in which employees work together to improve
their ability to provide products and services that meet cus-
tomer requirements and are perceived to add value. It’s more
about process management than quality management.
A TQM mentality involves the entire organization and under-
scores the importance of controlling all processes. In addition
to production, sales and marketing, accounting and finance,
and engineering and design are obligated to improve their
operations. When TQM processes are implemented, top man-
agement emphasizes that executives are obligated to provide
active management through funding, training, staffing and
setting objectives. While there is no broad consensus on any
single approach, TQM efforts draw on the tools and historical
techniques of quality control. Careful consideration also must
be given to the quality management principles described
in ISO 9000 and the processes in the writings of Armand V.
Feigenbaum, W. Edwards Deming and Ishikawa.
Embracing the need to embed a quality culture in the organi-
zation in all functions and at all levels also is called Big Q, which
is defined as “strategic management of quality in all business
processes, products and services as they relate to all relevant
interested parties.”7 The concept of Big Q includes little q,
which focuses on product quality and includes cultural mat-
ters and other interested parties. In other words, Big Q quality
relates to a culture that supports organizational quality rather
than just product quality.
All efforts to achieve consistent quality have the ultimate
goal of customer and other interested party satisfaction.
Using Kano’s model, an analogy can be stated that to meet
the needs and expectations of customers means meeting
more than just the must-have requirements. Must-have
requirements are a prerequisite. They are expected to be
fulfilled. Their fulfillment may avoid dissatisfaction, but they
don’t cause satisfaction. For an organization to be com-
petitive and achieve sustained success, it must go beyond
that and follow and fulfill the needs and expectations of all
its interested parties. It must focus on quality throughout
the organization.
Sustained success
Developing a system that ensures consistent product and ser-
vice quality certainly is an important step for any enterprise.
It requires significant insight and effort for organizational
leadership. There is a tendency to want to stop after this part
of system development, but achieving consistent quality is
only a prerequisite step to starting a journey to achieving
sustained organizational success.
Although it may seem like a giant leap for many organiza-
tions, it’s actually a small step.8
EDITOR'S NOTE
References listed in this column can be found on this article's webpage
at qualityprogress.com.
Charles A. Cianfrani is the principal
consultant for Green Lane Quality
Management Services LLC in Green
Lane, PA. An ASQ fellow, Cianfrani
is a U.S. technical expert representative
to the International Organization
for Standardization (ISO) technical
committee (TC) 176. He earned an MBA
from Drexel University in Philadelphia and a master’s degree
in applied statistics form Villanova University in Philadelphia.
Cianfrani is an ASQ-certified quality engineer, reliability
engineer and quality auditor, and has coauthored several
ASQ Quality Press books.
Isaac Sheps is chair of the Israeli
Standard Institute Central Committee
for MS Standards and a technical expert
representative to ISO TC/176. Now
retired, he was the CEO of Carlsberg
Group in Romania, Serbia, Croatia,
Southeast Europe, United Kingdom
and Russia, and a member of Carlsberg
Group Executive Committee as senior vice president of the
Eastern European region. Sheps holds a master’s degree in
industrial engineering, an MBA and a doctorate in economics.
John E. “Jack” West is a member of
Silver Fox Advisors in Houston. He is a
past chair of the U.S. Technical Advisory
Group (TAG) to ISO/TC 176. He is an ASQ
fellow and has coauthored several ASQ
Quality Press books. He is a recipient of
the ASQ Freund Marquardt Medal for his
work related to standardization.
qualityprogress.com ❘ September 2019 QP 57
FLEXIBLE TRAINING THAT FITS
YOUR SCHEDULE AND BUDGET
Whether it’s the convenience of choosing the time and place that fits your
schedule, or the flexibility of attending an online course, ASQ provides
e-learning options designed for your unique needs.

Learn on your own with web-based instruction materials, or with virtual

training led by subject matter experts.

For more information, visit asq.org/training/catalog.

Excellence Through Quality

TM
 SPECIAL ADVERTISING SECTION

The ASQ
2019 Quality
Resource Guide
This detailed directory provides you with
the right solutions at your fingertips!
MR.Cole_Photographer via Getty Images

It is more important than ever that you are prepared

with a good plan and updated on the latest products,
technologies and services that will provide professional
value and drive organizational improvement.
This guide includes course training, product and
service providers covering certification, education,
Six Sigma, software and so much more.

If you’re interested in appearing in next year’s guide, email mediasales@asq.org.

qualityprogress.com ❘ September 2019 QP 59


2019 QUALITY RESOURCE GUIDE
A2LA–American Association
for Laboratory Accreditation
5202 Presidents Court, Suite 220
Frederick, MD 21703
Phone: 240-575-7499
www.a2la.org
A2LA Is a world leader in accreditation,
providing accreditation to ISO/IEC 17025,
ISO/IEC 17020, ISO/IEC 17063, ISO/IEC
17034, ISO/IEC 17043, ISO/IEC 15189, ISO/
IEC 20837, and CLIA.
CERTIFICATION • METROLOGY • ONSITE •
QUALITY AUDITS • STANDARDS
REGISTRARS • TESTING LAB
60 QP September 2019 ❘ qualityprogress.com
SPECIAL ADVERTISING SECTION
A2LA Workplace Training
5202 Presidents Court, Suite 220
Frederick, MD 21703
Phone: 301-644-3228
www.a2lawpt.org
A2LA WorkPlace Training (A2LA WPT)
provides world-class training programs
in management systems, conformity
assessment and measurements. Our
services include instructor led training,
e-learning and consulting.
CONTINUING EDUCATION • E-LEARNING •
METROLOGY • ONSITE • PUBLIC TRAINING •
QUALITY TRAINING • SELF-DIRECTED
LEARNING • SPC • STANDARDS TRAINING •
TESTING LAB
AIAG–Automotive Industry
Action Group
4400 Town Center
Southfield, MI 48075
Phone: 248-358-9781
www.aiag.org
For 35 years, AIAG and its member OEMs,
suppliers, service providers, government
entities and academia have collaboratively
developed solutions to drive down costs and
complexity in the automotive supply chain.
CERTIFICATION • E-LEARNING • FMEA •
LEAN • METROLOGY • ON-SITE • PUBLIC
TRAINING • QUALITY AUDITS • QUALITY
TOOLS AND MULTIMEDIA • QUALITY
TRAINING • SELF-DIRECTED LEARNING •
SPC AND STANDARDS TRAINING

2019 QUALITY RESOURCE GUIDE
AssurX Inc.
18525 Sutter Blvd., Suite 150
Morgan Hill, CA 95037
Phone: 408-778-1376
www.assurx.com
AssurX QMS is a quality and compliance
platform that automates business processes
to increase operational visibility, streamline
workflow and control risks.
SOFTWARE
Solve Six Sigma problems
using QI Macros... without
days or weeks of training.
Highlight your data in Excel
and QI Macros chooses the
correct chart for you and
displays your graph
in seconds.
Don’t believe it’s possible?
Download a 30 day FREE
trial and see for yourself.
62 QP September 2019 ❘ qualityprogress.com
SPECIAL ADVERTISING SECTION
California State University–
Dominguez Hills
1000 E. Victoria St.
Carson, CA 90747
Phone: 310-243-2422
www.csudh.edu/msqa
DataNet Quality Systems
29200 Northwestern Hwy., Suite 350
Southfield, MI 48034
Phone: 248-357-2200
www.winspc.com
DataNet Quality Systems empowers
manufacturers to improve product quality,
processes and profitability through real-
time statistical software solutions.
QUALITY TOOLS AND MULTI-MEDIA •
QUALITY TRAINING • SOFTWARE • SPC
Eliminate the learning curve in
creating SPC control charts...
DQS
1130 W. Lake Cook Road, Suite 340
Buffalo Grove, IL 60089
Phone: 800-285-4476
www.dqsus.com
EtQ LLC
216 Follen Road
Lexington, MA 02421
Phone: 516-293-0949
www.etq.com
EtQ is the leading provider of quality and
compliance management software.  Built-in best
practices and powerful flexibility enable you to
configure quality processes to your needs.
CERTIFICATION • CUSTOMER
SATISFACTION • QUALITY AUDITS •
QUALITY TOOLS AND MULTIMEDIA •
QUALITY TRAINING • RECALL
MANAGEMENT • SIX SIGMA •
SOFTWARE • SPC • STANDARDS TRAINING
Download a
FREE 30-day trial:
www.qimacros.com
Now Available!
AIAG’s Core Tools Support (CTS) software was designed with
industry feedback at every step of the way.
This cloud-based solution for authoring and managing FMEA, Control
Plan and PPAP documents includes task management options and
reporting across parts and projects – helping you spend more time doing
your job, and less time on administrative work.

Ready to try it for yourself?

Get your free 30-day trial
today at aiag.org/CTS The new AIAG-VDA
FMEA Handbook
incorporates best
practices from both AIAG
and VDA methodologies into
a harmonized, structured
approach.

Featuring major changes such as a new process for FMEA

development – the 7-Step Approach – and a new chapter on
Supplemental FMEA for Monitoring and System Response (FMEA-
MSR), the new handbook includes critical updates for the industry.

Classroom trainings – along with a newly launched

elearning – are also available to help attendees
achieve a deeper understanding of the changes in
the new handbook:

• AIAG & VDA Process FMEA: Transitioning for

Practitioners
• AIAG & VDA Design FMEA: Transitioning for
Practitioners
• Essentials for Transitioning eLearning

Learn more: aiag.org/FMEA

 SPECIAL ADVERTISING SECTION

2019 QUALITY RESOURCE GUIDE

Minitab LLC
1829 Pine Hall Road
State College, PA 16801
Phone: 800-448-3555
www.minitab.com
Minitab helps companies spot trends, solve
problems and discover valuable insights
in data by delivering a comprehensive and
best-in-class suite of statistical analysis and
process improvement tools.
FMEA • LEAN • ON-SITE • PUBLIC
TRAINING • QUALITY TOOLS AND
MULTIMEDIA • QUALITY TRAINING •
SELF-DIRECTED LEARNING • SIX SIGMA
SOFTWARE • SPC
PQ Systems Inc.
210B E. Spring Valley Road
Dayton, OH 45458
Phone: 800-777-3020 or 937-813-4700
www.pqsystems.com
PQ Systems helps manufacturers succeed
in improving quality, with SQCpack for SPC
analysis and communication, and GAGEpack
for measurement system management.
CALIBRATION • CAPABILITY STUDIES •
CORRECTIVE ACTION • GAGE REPEATABILITY
AND REPRODUCIBILITY • ISO 9001 •
ISO 14001 • MEASUREMENT • QUALITY
ASSURANCE • SIX SIGMA • SOFTWARE •
STATISTICAL METHODS • STATISTICAL
PROCESS CONTROL • SUPPLIER QUALITY
ASSURANCE • TRAINING
QI Macros for Excel
2696 S. Colorado Blvd., Suite 555
Denver, CO 80222
Phone: 303-756-9144
www.qimacros.com
You don’t have to be a statistician to start
getting immediate results with the QI
Macros for Excel! Get a free 30-day trial
for PC or Mac.
FMEA • LEAN • QUALITY TOOLS AND
MULTIMEDIA • QUALITY TRAINING • SIX
SIGMA • SOFTWARE • SPC

Minitab 19 delivers statistical analysis,

visualizations, predictive and improvement
analytics to enable data-driven decision making.
 
Regardless of statistical background, Minitab
can empower organizations to predict better
outcomes, design better products and improve
the future through its easy-to-use software and
support network of expert statisticians.

Visit minitab.com to learn more

Better decision making. Faster performance. Easier than ever.

64 QP September 2019 ❘ qualityprogress.com

 Wild Unruly Data?
STATGRAPHICS 18® software lets you conquer your data
and puts users on the inside track to critical knowledge.

Tame your data when you choose STATGRAPHICS 18. You get
an amazingly powerful yet easy to use software package offering big
data capability, an R interface, 260 analysis procedures, 28 dynamic
visualization Statlets®, integrated guidance and interpretation and
statgraphics 18
®

exceptional support if you need it.

GET STARTED NOW.
Any organization, large or small, can
effortlessly improve efficiency and quality,
Don’t delay. See for yourself.
reduce risk, shrink the learning curve,
DOWNLOAD THE FREE 30 DAY DEMO NOW. reveal actionable insights and make correct
www.statgraphics.com/download18 key decisions.

Statgraphics 18 I Stratus I Sigma express I Statbeans I Statgraphics .net services

info@statgraphics.com www.statgraphics.com
 SPECIAL ADVERTISING SECTION

2019 QUALITY RESOURCE GUIDE

Q–Plus Labs QT9 Quality Management
13765 Alton Pkwy., Suite E Software
Irvine, CA 92618 1323 Bond St., Suite 103
Phone: 949-380-7758 Naperville, IL 60563
www.qpluslabs.com Phone: 630-892-5022
www.qt9software.com
QT9 Quality Management Software handles
ISO 13485, 21 CFR Part 11, ISO 9001, AS9100,
ISO 17025 and 21 CFR Part 820/211 FDA
requirements with simplicity.
AUDITING • CALIBRATION • CORRECTIVE
ACTION • DOCUMENT MANAGEMENT •
INSPECTION • ISO 9000 • MANAGEMENT •
PREVENTIVE ACTION • QUALITY
ASSURANCE • QUALITY FUNCTION AND
DEPLOYMENT • SOFTWARE AND TRAINING
SigmaXL Inc.
305 King St. West, Suite 503
Kitchener, ON N2G 1B9
Phone: 888-744-6295
www.sigmaxl.com
SigmaXL + Excel = easy statistical
and graphical analysis. SigmaXL and
DiscoverSim are cost-effective, powerful,
user-friendly and ideal for lean Six Sigma
training! Get a free 30-day trial.
CAPABILITY STUDIES • DESIGN OF
EXPERIMENT • GAGE REPEATABILITY AND
REPRODUCIBILITY • RELIABILITY •
SIMULATION • SIX SIGMA • SOFTWARE •
STATISTICAL METHODS AND STATISTICAL
PROCESS CONTROL

Listen. Learn. Lead.

A2LAWPT.org/ASQ

Celebrate A2LA WPT’s

launch with us!
Now through the end of
Instructor-Led
2019, buy any two courses
A2LA WPT instructor-led training provides hands-on
application on topics covering international standards, and get a third FREE*!
quality systems, technical tools and soft skills. Simply scan here or visit
A2LAWPT.org/ASQ
E-Learning for more information!
E-learning on the MyTrain platform, provides self-paced
measurement quality training for ISO and regulatory
compliance.

Consulting
A2LA WPT consulting services ensure technical and
management system competency, driving consistent
results and, more importantly, customer confidence.
*terms and conditions apply

A2LA WPT AAQ .5 pg ad.indd 1 7/26/2019 12:34:55 PM

66 QP September 2019 ❘ qualityprogress.com

2019 QUALITY RESOURCE GUIDE
Statgraphics Technologies Inc.
PO Box 134
The Plains, VA 20186
Phone: 800-232-7828
www.statgraphics.com
Statgraphics 18 offers 38 years of ingenuity,
results and trust. With a presence in 40%
of the Fortune 1000, we are a leading
innovator of statistical software for
certainty, clarity and quality.
BALDRIDGE ASSESSMENT • E-LEARNING •
LEAN • ON-SITE • PUBLIC TRAINING •
QUALITY TOOLS AND MULTIMEDIA •
QUALITY TRAINING • SIX SIGMA •
SOFTWARE • SPC
SPECIAL ADVERTISING SECTION
TIP Technologies VKS Ltd.
N14W24200 Tower Place, Suite 100 1241 Cascades St.
Waukesha, WI 53188 Chateauguay, QC J6J 4Z2
Phone: 262-544-1211 Phone: 855-201-4656 x2722
www.tiptech.com www.vksapp.com
TIP Technologies supports the
quality requirements facing complex
manufacturers. Companies use TIPQA
to achieve continuous and measurable
improvements while advancing customer
service, productivity and profitability.
Calling All Quality Writers
Do you have a funny, touching or intriguing quality story to tell?
Would you like to share your story of your journey into quality?
If yes, the QP staff—and QP readers—want to hear from you.
Over the years, My Quality Story (formerly called Quality in
the First Person) authors have written about using quality
tools and methods in their homes or chronicled a
roundabout way they got into the
quality profession.
If you’d like your
quality story to be
considered for My
Quality Story, please
review the author
guidelines at www.
qualityprogress.com for
more information.
qualityprogress.com ❘ September 2019 QP 67
 Newly released products and tools

Marketplace
METROLOGY

Increased
ROBOT ATTACHMENT

Solution for picking,

packing and palletizing speed,
reduced
cycle time
There’s a new smart robot mounting attachment that can be used for picking,
packing and palletizing applications—especially in the food and beverage,
and pharmaceutical industries.
The Leoni B-Flex P³ can be attached to a smart robot with easy to install, Mahr Inc. has added the MarSurf GD
flexible holders. It is the second product Leoni has launched in this product series to its product line for roughness
family. The Leoni B-Flex Cobot, unveiled two years ago, is a similar product measurements to its new line of surface
specifically designed for collaborative robots. measuring instruments.
The new attachment consists of two parts: the hook-and-loop strap and These measuring stations reach new
the flexible round or flat holder. The hook-and-loop strap is threaded into levels of speed, flexibility and intelligent
the matching insertion slots on the holder for installation on the robot. ease of use, allowing users to improve
The holders are positioned in the chosen location on the robot and the dress the manufacturing quality of workpieces
pack is inserted between the hook-and-loop strap and the holder. with faster throughput and higher
 www.leoni.com/en | +49 911 2023-0 accuracy for the broadest range
of applications. 
The drive units of the MarSurf GD
series move the probe with positioning
speeds of up to 200 mm/s, making
the systems up to 40 times faster than
predecessors. All z-axis columns on the
measuring stands of the MarSurf GD
series are fully CNC-capable with fast
positioning speeds of 50 mm/s, which
is up to five times faster than standard
Z-axes on the market today.
The MarSurf GD series also offers the
ultimate flexibility with available sizes
of 140 mm and an industry-first 280 mm. 
www.mahr.com | 401-784-3100
MEASUREMENT

Faster results, higher accuracy

The first fully automated three-axis video
measurement system has been released
by Vision Engineering.
The LVC400 is ideal for measuring
large components or multiple small
components quickly, easily and accu-
rately. The system also offers faster
measurement and high accuracy levels.
The LVC400 features large measuring
capacity and fully automated movement
in all three axes, making component mea-
surement faster.
The manufacturer predicts that the video
measurement system will be used when
customers require the measurement of
large components in applications such
as precision machining, casting, plastic
moldings, electronics and PCB inspection.
Vision Engineering said that LVC400
is ideal when customers require
measurement automation, including
palletizing of smaller components,
faster automated measurement of
large components and automated
measurement of components that
require change of magnification.
www.visioneng.com |+44 (0) 1483 248300

68 QP September 2019 ❘ qualityprogress.com

 ENCODERS

3-D IMAGERY Better results

Special headsets, with new scanning
glasses not needed technology
Vision Engineering Ltd. has unveiled new digital 3-D stereo-
scopic display technology.
Specifically, Vision Engineering’s Deep Reality Viewer (DRV)
creates stereo high definition 3-D images without needing
to use a monitor or requiring operators to wear headsets or
specialist glasses. Images “float” in front of a mirror. The DRV-
Z1 (Zoom model 1) incorporates a microscope and is the first
device of its class to be launched by Vision Engineering.
DRV-Z1 is designed to advance the quality control
and production processes by enabling operators to view
magnified subjects in 3-D in great detail without additional
viewing apparatus.
www.visioneng.com | +44 (0) 1483 248300
A new linear encoder for production and inspection machines
in the semiconductor industry has hit the market.
The LIKgo, developed by Numerik Jena, is compact and easy
to install with large mounting tolerances because of a new
scanning technology that has improved signal quality.
The signals now can be produced free of offset errors and
phase errors. The measuring standard is a Singleflex steel
scale tape with a width of 8 mm and a grating period of 20 m.
The interpolation and processing of the signals takes place
inside the scanning head, eliminating the need for additional
electronics in the connector. Measuring steps—down to
78.125 nm—are possible.
www.heidenhain.us | 847-490-1191

FILTERS

Quick connect terminals

Schurter Inc. has released a new family
of EMI filters for one-phase systems.
Called the FMAB HV series, the new
filter can be used for applications
requiring AC voltages up to 277 V,
such as one phase of the three-phase
480/277 VAC wye system, typically
used for lighting applications.
The filter also is rated for 400 VDC,
a power infrastructure increasingly
common in data centers and equipment
therein, according to IEC 60950.
The FMAB HV offers a current range
from 1 A to 20 A at 277 VAC/277 VDC
according to IEC standards, and 277 VAC
and 400 VDC according to UL/CSA stan-
dards. It has ENEC and cURus approval.
The filters are available with quick
connect terminals 6.3 x 0.8 mm and are
screw-mounted to the chassis. Temperature
range is from -40° C to 100° C. Versions
with built-in varistor for effective overvolt-
age protection are available on request.
www.schurter.com | 707-636-3003

qualityprogress.com ❘ September 2019 QP 69

 Return on Courage: A Business Playbook for Courageous Change
RYAN BERMAN ❚ GREENLEAF BOOK GROUP PRESS ❚ 2019 ❚ 256 PP. ❚ $15.39 LIST (BOOK).
The author was a Madison Avenue
marketing “Mad Man” until he was
unceremoniously laid off by a new
boss, causing him to reevaluate his
life goals and purpose.
While much of the book provides hard ties to the market-
ing mindset, the author became interested in the part that
courage plays in successful endeavors. He interviewed orga-
nization leaders and successful individuals to understand the
common processes that could be used in business. Interview-
ees included Navy Seals, university professors, authors, an ER
doctor and leaders from Apple, Qualcomm, IBM, Netflix and
Facebook, among others.
The book is divided into two main parts. Part one sets
the stage by painting a dark picture of the current business
survivability rates—which are rapidly declining—the six myths
of courage, defining courage in real terms and courage’s four
principles: talent, team, tenacity and training.
Additions to your quality library
Footnotes
The Coaching Effect: What Great Leaders Do to Increase Sales, Enhance
Performance and Sustain Growth
BILL ECKSTROM AND SARAH WIRTH ❚ GREENLEAF BOOK GROUP PRESS ❚ 2019 ❚ 200 PP. ❚ $17.36 LIST (BOOK).
This book proffers an approach to becoming a high-growth
coach through a combination of success stories and real-life
examples gleaned from more than 100,000 coaching expe-
riences. The authors claim that the practices presented are
based on hard research and not just motivational fluff.
At the outset, it sets up for a fascinating read.
The lucid narration of concepts, such as healthy dis-
comfort, discretionary effort, growth rings and coaching
quantity vs. coaching quality, for example, through real-
world anecdotes is laudable. The concepts provide vital
insights into the rudiments of practices required to drive
high-performing organizations.
However, elaborating on certain procedures and rituals
such as one-to-one meetings, team meetings, performance
feedback and career growth, for example, sounds a bit generic
70 QP September 2019 ❘ qualityprogress.com
In part two, the author discusses his central courage sys-
tem, which he recommends using to create an organizational
courage brand and internal culture. The system—named
PRICE—is the acronym for his five-step process:
1. Prioritize core values.
2. Rally internal believers to buy into taking risks.
3. Identify and address fears.
4. Commit emotionally to the purpose.
5. Execute to actions of excellence.
There are many references to organizations and individuals
with the barriers they incurred and overcame. A worksheet
of questions at the end of each chapter in part two can be
used to guide the reader toward success at each step.
This book is good for anyone involved in leading groups
to build organizations that want to survive and thrive in
today’s business climate, and address change and change
management for the benefit of all.
—Bill Baker, Santa Fe, NM
and doesn’t offer anything ground-
breaking because they already have
been well researched and are part
of the existing coaching literature.
Furthermore, the authors quote certain research outputs
to justify the efficacy of the coaching methods presented
in the book. It would be worthwhile if they better illuminated
the details of those research works to enable readers to better
understand the method used.
As the book’s subtitle implies, the book confines itself
to the discussions on coaching effect from the perspective
of the sales domain only.
This is a decent book for beginners in the coaching arena
who aspire to become high-performing coaches.
—Sureshchandar GS, Chennai, India
 PROFESSIONAL SERVICES For information on placing an ad, contact Media Sales at 866-277-5666.

placing an ad, contact Media Sales at 866-277-5666.

TQM ASSOCIATES INC.
“we’re here to support you”
• Established in 1994
Classroom Training Aids… • Women-Owned
✧ Quincunx Boards • Quality Assurance Professionals
✧ Sampling Bowls • Across the U.S. and Worldwide
✧ Catapults • Temporary or Permanent
✧ Deming Funnels • Source Inspection
Robust Quality – Powerful Integration ✧ And lots more … • Surveys
of Data Science and Process Engineering • Audits
by Rajesh Jugulum Visit us at: www.qualitytng.com
This book provides a strong connection between the concepts Email sales@qualitytng.com for brochure • Expediting
in data science and process engineering to ensure better 800-424-4729 3990 Old Town Ave. #C109
09 quality levels and takes you through a systematic approach Ph: 248-641-7030 Fax 248-641-7031 Fax 619-297-3251 San Diego, CA 92110
0
to measure holistic quality with several case studies.
Video link: https://vimeo.com/278471141 • Buy from Amazon or CRC press PO Box 611 Troy, MI 48099-0611 tqmassociates.com email: stephk@tqminc.net
t For more details visit: www.rajeshjugulum.com

Place a Recruitment Ad in Quality Progress and reach

Looking for Quality
more than 100,000 readers from all over the world!

Professionals?
Place a Recruitment Ad in
Advertisers Index
ADVERTISER PAGE PHONE WEB
Quality Progress and reach
PHONE WEB CyberMetrics Corp. OBC 800-777-7020 www.cybermetrics.com
more than 100,000 readers
800-777-7020 www.cybermetrics.com
from all over the world!
MasterControl IFC 801-942-4000 www.mastercontrol.com
301-897-6000Contact Media Sales
www.lockheedmartin.com
at 866-277-5666.
801-942-4000 www.mastercontrol.com

832-326-9796 www.asqrd.org

Got Questions? We’ve Got Answers

Got Answers
Each month in “Expert Answers,” QP finds quality experts to address questions sent
in from oursent
erts to address questions readers. Perhaps you’re involved in a project where you’ve reached an
ect where you’ve reached an need a hand. Maybe you need help with an everyday dilemma.
impasse, and
h an everyday dilemma.
Our experts will suggest solutions, offer options and help you work through the
d help you workproblem.
through Ifthe
you would like to submit a question to be considered for “Expert
e considered forAnswers,”
“Expert visit www.qualityprogress.com/expert-answers/form.html.
-answers/form.html.

qualityprogress.com ❘ September 2019 QP 71

qualityprogress.com ❘ May 2019 QP 63

A refresher on a quality
tool, concept or method
Align project and quality requirements to meet customer needs
Projects are temporary endeavors
undertaken to create a unique product,
service or result according to customer
specifications. Meeting customer spec-
ifications and expectations is a critical
requirement for any project. To meet
these requirements, projects go through
many phases, such as feasibility studies,
requirement gathering, design, develop-
ment testing and deployment.
Quality objectives are a specific sub-
set of the overall project objective and
focus on the stated and unstated quality
expectations of the project. Quality
objectives are the measurable, well-​
defined critical quality expectations
of the end product or application.
Often, customers don’t know their
quality expectations until they see
the product during user acceptance
testing or in a live environment. This
is when the quality analyst plays a vital
role in understanding how customers’
quality expectations align with their
requirements.
Projects with misaligned quality
objectives may deliver the product or
application, but miss the critical quality
objectives. Online Figure 1 (which can
be found on this column’s webpage
at qualityprogress.com), for example,
outlines the difference between project
objectives and quality objectives for
automating gate access. If the gate access
is automated but its response time is
longer than what the customer can toler-
ate, the project objective has been met,
but the quality objective has not.
While providing requirements,
customers may not even think about
quality objectives or quality expec-
tations, thus business and quality
analysts must proactively identify
72 QP September 2019 ❘ qualityprogress.com
Critical
Objectives
quality expectations in detail. This can
be done by creating different scenarios,
what-if analyses, performance require-
ments, constraint analyses and risk
assessments, for example.
Meeting quality objectives
There are five steps to establishing
a quality objective requirement docu-
ment, as outlined in Online Figure 2:
1. Business requirement specifications.
Quality objectives must be measur-
able and quantitative (see Online
Figure 3). A quality objective such
as good performance can’t be mea-
sured and quantified because “good”
is subjective and may be interpreted
differently. Quality objectives must
be defined explicitly in the require-
ment document and agreed on by the
customer before initiating the project.
2. Project management plan. After
the quality objectives are identified
and noted, focus on how to achieve
them and the critical things required
to achieve them.
3. Design. This is the most critical phase
and must facilitate achieving the qual-
ity objectives. The quality analyst can
support the process through regular
work product reviews and checks
on critical quality requirements.
4. Development. Quality requirements
also must be addressed during the
development phase. This can be
achieved only if the developer is ​aware
of them, understands them and can
incorporate them. Design is an import-
ant support document for the
developer, which makes addressing
quality objectives in the design phase
one of the critical success factors
of meeting customer expectations.
marchmeena29 via Getty Images
by Neetu Choudhary
5. Testing. Testing is vital and adds
value only when quality objectives
are addressed. The test strategy, test
scenarios and approach may change
based on the quality objectives.
The project manager and quality assur-
ance analyst monitor quality objectives
through well-defined metrics in line with
the project objectives.
In the gate access automation
example, performance is a quality
requirement and the quality objective
is, “The response time to identify the
vehicle using radio-frequency identifi-
cation must be less than five seconds.”
By defining metrics related to that, this
critical information is monitored. (See
Online Figure 4 for sample metrics.)
Ensure success
Every project has different quality
objectives depending on what is critical
to the customer. This is the parameter
the project manager can use to ensure
a successful project. Identify the proj-
ect’s quality objectives early in the
project life cycle and ensure they’re
incorporated at various phases of the
project to achieve success.
Neetu Choudhary
is a continuous
improvement
leader with a
master’s degree
in computer
applications.
She is an ASQ
member, an ASQ-certified Six Sigma
Black Belt, ISACA certified in the
governance of enterprise IT, European
Foundation for Quality Management-
certified assessor, business excellence
awards assessor and jury member for
various awards.
 THE POWER OF PRINT
18
| 20
1– 4

As an ASQ member, you have online

SU ES
| IS
E 50

NAL
LU M
VO
QUALITY MANAGEMENT JOURNAL | Volume 25 | Issues 1– 4 | 2018

UR access to two of ASQ’s top journals in the

22-4
065

JO LIT Y QUALITY
UA Y
: 00
ISSN

field, the Journal of Quality Technology (JQT)

OF Q OLOG MANAGEMENT
HN JOURNAL and Quality Management Journal (QMJ).
TEC
JO U

cs Volume 25 | Issues 1–4 | 2018

Topi

Online access makes it easy to research

RN

ted
Rela
AL

d
, an
ions
OF

licat
, App
QU

et hods
of M
A LI

and browse articles, but for some, print is

ur nal
TY

A Jo
TE CH
NO

still it. Purchase a hard copy, annual version

ISSN: 1068-6967
LO G
Y
VO

of these top journals for the member price of

LU M
E 50
| IS

$45 each. Reserve yours by October 31 and

SU
ES
1– 4
| 20

receive your copy near the end of the year.

18

Place your order today at asq.org/annual-print-qmj

or asq.org/annual-print-jqt.
Excellence Through Quality
TM
The quality of your calibration software matters.
It matters because the quality and safety of your products depends on it. With a solid 30-year track record
and countless auditor recommendations, GAGEtrak calibration management software has improved quality
at over 15,000 facilities worldwide. Don’t compromise your products by compromising on your calibration
management software - download GAGEtrak today to see the difference true quality can make.

Download for free at: GAGEtrak.com/downloads 1-800-777-7020 +1 (480) 922-7300

The world’s #1 calibration management software solution

Recommended by auditors and trusted by quality professionals for over 30 years