COMPETITIVE - ASQasq.org/service/2009/03/competitive-advantage.pdf · The conference will be an...

VOLUME 16 ISSUE 4 SPRING 2009

www.asq.org/service

COMPETITIVE Advantage

Zapping performance gap through:…effective and developed leadership skillsAn effective leader needs to develop skills and techniques which will identify, correct and prevent performance gaps in an organization. Therefore consider carefully:

l Listen They listen with an open mind

e Empowering They engage and enable others to act

a Ambition They have goals, imagination and vision

d Desire They show enthusiasm, drive and determination

e Example They serve as a role model for the ideals they believe in: honesty, common sense and hard work

rRespect Leaders

Respect individuals and build self esteem

s Self-esteem They show poise and believe in themselves They don’t “have something to prove” to others

h Heart They empathize and encourage

i Initiative They have the energy to make things happen

p Patience They are slow to criticize, quick to praise

the ten commandments of leadership1. Trust everyone with respect

and dignity2. Set the example for others

to follow3. Be an active coach4. Maintain the highest standards

of honesty and integrity5. Insist on excellence and hold

your people accountable6. Build group cohesiveness and pride7. Show confidence in your people8. Maintain a strong sense of urgency9. Be available and visible to your staff10. Develop yourself to your highest potentialFinally expect the best. Do not expect perfection. Do expect excellence! g From the work of Murray Nahnybida- RDG International

in this issue:Zapping

Performance…

Letter From The Chair Page 2

Make Good Great®

ASQ Division Satisfaction And Loyalty Study

Page 2

Paul Copcutt Square Peg Solution

Are The Quality Of Employees

Careers Dictating The Quality Of Your Service?

Page 4

What Does It Mean To Be A Leader

Page 5

Company Gap Performance

“Breakers“ Must Consider: Page 5

Service Quality Body Of Knowledge: First Development Phase

Completed Page 6

Secrets Of Leadership

Page 7

Announcements Page 7

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publisher’s statement

Competitive Advantage is a newsletter published by the Service Quality Division of the American Society for Quality (ASQ). The Service Quality Division of ASQ does not necessarily endorse opinions expressed in Competitive Advantage by the Managing Editor, Features Editor, or contributors. Items and letters are chosen for their general interest to Division and Society members, but conclusions are those of the individual writers.

Submission of Articles Considered for Publication in Competitive Advantage and All Other Communications Regarding Competitive AdvantageEXCLUDING CHANGE OF ADDRESS, contact Jen Piccotti, [email protected] or Contributing Editors Holly Mensen, (850) 729-6287, [email protected] Doreen Lewis, (905) 454-9554 [email protected]

Communications Regarding the Service Quality DivisionJen Piccotti, [email protected]

Communications Regarding CHANGE OF ADDRESS and ASQ Membership Contact American Society for Quality, 600 North Plankinton Ave, P.O. Box 3005, Milwaukee, WI. 53201-3005, USA. Phone (414) 272-8575 or (800) 248-1946 (USA Only), Fax (414) 272-1734 For additional information visit ASQ Web Site http://www.asq.org.

Targeted Publication DatesCompetitive Advantage is published quarterly with targeted publication dates at the beginning of January, April, July and October. The actual dates may vary to coincide with Division and Society events. The cut-off date for article submission is 35 calendar days prior to above targeted publication dates.

Vision of Competitive AdvantageTo be the highest value newsletter in the world on issues pertaining to Service Quality.

Division Websitewww.asq.org/service

a letter from the chairWe are well into 2009, and we have so many exciting things going on. First, we look

forward to seeing many of you in Minneapolis for the ASQ World Conference on Quality and Improvement. Please register for WCQI concurrent session M04, The Emerging Service Quality Body of Knowledge, presented by Lori Dellinger and Michael McDermott. This will be the first presentation of the Service Quality Body of Knowledge that has been developing over the past year. In addition, we invite you to join us at our annual hospitality suite that will be available on the evening of Monday, May 18. Please stop by our booth in the exhibit hall for details.

For those of you who are continuing your quality education, please take advantage of our annual scholarship opportunity. Details are included in this issue and on our website: www.asq.org/service.

And finally, mark your calendars for October 5-6, 2009 to attend the 18th Annual Service Quality Conference that will take place in Long Beach, CA. This year’s theme is Service Quality: Surviving the Economic Storm. The conference will be an excellent educational and networking opportunity that will enable you to bring actionable solutions back to your organization or clients. Exhibitor and Sponsorship opportunities are also available that will provide exposure to a variety of industries focused on service quality.

We look forward to your participation in 2009! gJen Piccotti

Chair, Service Quality Division

make good great ®

asQ division satisfaction and loyalty study

What can your ASQ division do to make your expe-rience better? Take our survey and let us know. Your input gives division leaders guidance for creating opportunities focused on member needs. This allows your ASQ division to provide the products and services that are most important and beneficial to you.

In February, all ASQ members are being asked to pro-vide feedback on how well their ASQ division is serving their needs. We would appreciate your participation in this survey. Your answers will be kept confidential and reported to ASQ only in the aggregate.

Participants will be entered into a drawing to win one of four 2009 ASQ World Conference on Quality Improvement registrations (a $925 value). The confer-ence is May 18-20, 2009 in Minneapolis, MN. The study will be open through March 2. To participate, please visit http://www.asq.org/mr/09-forum-div-sat.html.

Thank you! g

3

you can advertise in Competitive AdvAntAgeThe following are the black-and-white advertising rates for

Competitive Advantage. Submission on diskette is preferred.

If you prefer to furnish a printed full-page insert, we will include it at $150 per issue, subject to limitations. Contact Editor for additional details.

Checks for payment should be made payable to ASQ, Service Quality Division, and full payment is due on receipt of ad copy.

The deadline for inclusion in the next issue of Competitive Advantage is 35 calendar days prior to the listed targeted publication months. Editor: Jen Piccotti (949) 677-3624 Or e-mail to [email protected].

Full Page $425 $1500 Half Page $225 $800 Quarter Page $125 $450 Business Card (1/8 Page) $65 $200 Insert (Full Page) $275 + Call

Size of Ad Single Issue Four Issues

Vision, mission and GuidinG principles - serVice Quality diVisionVISION - The ASQ Service Quality Division will be the leading worldwide provider of knowledge resulting in the

improvement of service quality operational performance excellence.MISSION - The ASQ Service Quality Division addresses service quality globally by providing a body of

knowledge to individuals, organizations, and communities through the creation, gathering, and exchange of information.

GUIDING PRINCIPLES - •Weexisttoserveourcustomers,andvaluetheirgeographicandoccupationaldiversity.

•Westriveforoperationalexcellenceandcontinuousimprovementinourendeavors. •WesupportASQandfollowtheASQCodeofEthics.

review of 5S pocket guide by Jim Peterson and Roland Smith

As we reflect on 2008 and look forward to 2009 and the resolutions we have made, I thought about the different quality tools that companies use or should use to zap their

performance gap. One of the first ones that came to mind were the 5S Principles, and a wonderful and quick way to familiarize yourself with the 5S Principles is

by reading the 5S Pocket Guide by Jim Peterson and Roland Smith.

The 5S Principles [(Seiri (Eglish S= Sorting), Seiton (English S=Simplifying Access), Seiso (English S= Sweeping), Seiketsu (English

S= Standardization) and Shitsuke (English S= Self-Discipline)] are basic housekeeping principles that when applied correctly by an organization

can optimize performance on many fronts. The 5S Pocket Guide does a nice job of introducing the principles and discussing the need to lay a

basic foundation before jumping into a 5S initative. The authors also provide advice and tools that an organization can use to plan and estab-

lish a 5S program and maintain the Shitsuke (Self-Discipline) required to improve the program. Best of all, the 5S Pocket Guide is just the right

size to keep around and refer to again and again as needed and the principles can be applied at home as well.

by Holly Mensen

update your library

2008-2009 Service Quality Division Leadership TeamElected OfficialsChair Jen [email protected],(949) 677-3624

Chair Elect Rob Houle(617) 972-9400 ext. 3289

Vice Chair Keith Joy(865) 574- 0795

Treasurer Alan Bruno857-472-5708

Secretary Jan [email protected]

Committee ChairsMembership & Marketing Chair Paul [email protected](425) 867-4560

Education Chair Michael McDermott(206) 272-3503

Publications Chair Doreen Lewis(905) 454-9554

Conference Chair 2009 Liz [email protected]

Awards Chair Lorelee [email protected]

Scholarship and Auditing Committee Chair Dale Morgan(918) 743- 3111

Internet Chair Leejay [email protected]

Division & Section Liaison Lori [email protected]

Immediate Past Chair Bob [email protected]

4

In the current economic climate busi-nesses are under increasing pressure as they try to maintain customer service levels whilst not having an impact on the quality of that service but still reducing or at the very least not increasing costs.

For many it seems like it cannot be done – or can it?

Certainly the first steps you would take are out of the classic ‘quality manual’ – namely;

• Improve operational processes – look at where the excess might be and plug those gaps

• Have a good system in place to identify problems quickly and equally take rapid action to resolve them

• Ensure that you have measurement – what are the acceptable and expected levels, stick to them and regularly revisit them

But what can you do if that has all been done and headcount has been reduced and the standards are slipping?

The answer is to look to your employees and help them identify what is important to them in their jobs and lives, make the con-nection and you will have a more engaged and motivated team delivering exceptional customer service.

How do you do that? The answer is personal branding. Up until

now that term has been more associated with helping job candidates differentiate them-selves in the job market, but increasingly

leading organizations are using personal branding as a way to engage and retain employees – in a downturn it is even more critical to hold on to the talent you have.

Companies such as Starbucks and Virgin have embraced much of the personal branding concept to develop a culture that recognizes individuality (with in a corporate branded framework), rewards loyalty from day one and ultimately creates an environment that employee and customer alike are drawn to and enjoy interacting in. It is even reported that the key measurement Starbucks looks at for store success is employee satisfaction.

The talent pool of future leaders lies in the under 35 year old age group. The most tech-nologically advanced, non-conformist and individual generation (yet!). They shudder at the thought of being the same as oth-ers, or having to work the 9-5, 40 years one company life that their grandparents and even parents lived. They want challenge and variety, whilst still finding an employer that understands that their values and causes are important and supported and that they can connect and communicate at all levels internally and externally with openness (see the rise of corporate sponsored blogging as an example). And they are not afraid to ask for what they want and move on if they do not get heard.

Enter personal branding – built around being authentic and from a strong founda-tion of building on unique strengths and

skills it is a natural fit for the employee that wants control over the direction of their career, but still stays true to what they believe and stand for and encourages them to be themselves.

In many cases this is the first opportunity to design what their work should look like and employees that go through the personal branding process recognize and appreciate the investment in their future that their employer is making – it’s not just another training session, but something that pro-vides them with a concrete career plan that can be followed and they were responsible for creating – the ownership and account-ability is the employees.

Corporations that have embraced the concept fully, now take it to the next level and incorporate the personal branding review as part of any other annual review process, and even drill down to quarterly ‘check-ins’. Others have even taken the branding approach to the team stage and looked at creating team brands and mes-sages that can be understood internally, helping everyone to appreciate each others part in the company’s success.

Bottom line is that in an increasingly competitive global market for talent, salary increases and improved benefits are short term fixes that get forgotten or worse still taken for granted – there is always another company out there that can pay a little more even in a downturned market. Personal branding provides a much more permanent benefit that can be tied to both corporate goals and individual objectives whilst ensur-ing that there is less interest or inclination when the competition next comes knocking.

The ultimate measurement is in retaining customers – engaged and happy employees are much more likely to be projecting a posi-tive service attitude to the outside world and that in turn makes the customer feel good about choosing a company where its employ-ees enjoy what they do. g

Paul Copcutt of Square Peg Solution is Canada’s leading personal brand strategist who helps executives and professionals and the teams they lead to use the power of the individual to drive company growth and ultimately feel good about their careers and lives. www.squarepegsolution.com

are the quality of employees careers dictating the quality of your service?

“We embarked on consciously building Virgin into a brand which stood for quality, value, fun and a sense of challenge. We also developed these ideas in the belief that our first priority should be the people who work for the companies, then the customers, then the shareholders. Because if the staff are motivated then the customers will be happy, and the shareholders will then benefit through the company’s success.”

Richard Branson

paul copcutt sQuare peg solution

“Breakers1. What if an organization only earns revenue by convincing

customers to donate money that represents the customers value of the organizations product

2. How will an organization change its relationship with customers so that if needs be it can rely on their customers’ donations

3. When is it worth giving up perfection and compromising just to get something to a customer?

4. When is “good enough” actually good enough5. When will an organization pretend it needs to change and

change at all6. When to stop doing things that hurt customers7. What remarkable innovations can an organization find in the

place it least expects8. The need to manage your company’s deep and sincere

commitments and causes the company believes in. Then build brand relevance, organizational ethos and pride and consumer preference and trust

9. Their ability to complete a task a little faster than others regardless of the industry average

10. Whether anxiety is the reason organizations over-study opportunities

11. If adaptability is just organizational strategy or is it business strategy

12. The last time you have chosen three of your best customers and called them to find out about those things you are doing right and wrong

13. The need to develop capabilities to monitor the differences between what you offer and what your customers/partners really want

14. Whether an organization likes to be on the cutting edge, to do what has not been done before, to embrace the new; or if the organization fears and allows someone else to go first

15. What to do when the market is moving away from you? Do you recognize that change is coming, that the reality you operate in is dying out and start practicing how to do the next big thing

16. That fast and cheap does not mean short-term. It means you make your mistakes quickly and inexpensively and get over them

17. That people will begin to understand that compromising the products/services just to keep the system working is stupid

18. Designing practices to measure efficiencies?19. Organizing systems to adapt to change in business conditions,

challenge and renew experience20. Do you demonstrate continuous creativity in your business

operations? g

Reflections from “The Big Moo”-edited by Seth GodinBy: Doreen A. Lewis

company gap performance

must consider:

A leader is someone who has the ability to bring out the best in others, thereby enabling him or her to reach his or her highest potential. Through daily interactions with people, others should be able to see a demonstration of leadership qualities. A job given, no matter how insignificant it may seem is a perfect opportunity to exhibit leadership characteristics of responsibility, humility, good relationships, and adaptability.

There are many traits that are indicative of a great or effective leader. A great leader is committed and dedicated to whatever task is set before him or her. A superior leader is humble. He or she knows his or her strengths and especially the areas needing improvement. A humble leader is not afraid to ask for help when the need arises. This person is also able to be corrected and accept constructive criti-cism with an open mind. In like manner, an effective leader will then be better able to provide constructive improvement strategies to an individual or team.

A leader should also be able to form and maintain good relation-ships with people. It is important for an effective leader to have as a goal, the need to be a good example for others to emulate at all times. Being a leader necessitates being adaptive or flexible. One should welcome change and seek to be able to adjust to whatever consequences may arise from that change.

In essence, a leader must strive to do the best he or she can do in all situations and at the same time bring out the best in others and self, so that each person will reach his or her full potential and positively affect the quality of life for others. This is satisfaction! g

“ from the eyes of the youth”

What does it mean to Be a leaderBy: Melissa L

6

If you’ve been hearing sighs of satisfaction lately, they likely came from members of the Steering Committee of the Service Quality Body of Knowledge Project. With the drafting of first and second-level topical / structural scheme, SQBoK Project Manager John Iverson was able to report substantial completion of the project’s first phase. Starting with a basic topical organization scheme, vol-unteer members of sub-teams met multiple times to brainstorm and organize the sub-topics. With this information in hand, an assem-bly team comprising Grace Duffy, Lori Dellinger, Noel Wilson, and Doreen Harris took on the effort of taking all of the subtopic team structures and reassembling them into a high level framework for the SQBoK.

At that highest level, we contemplate three major sections: Service Quality Differentiators, Service Quality Management, and Service Quality Tools. Within each of these sections, information will be categorized into organizing topics. For example, tools will be orga-nized according to their function, such as Planning and Organizing, Idea Generation, Assessment, Root Cause Analysis, etc. A simple tree-and-branch organization allows us to readily visualize the linkages between topics and sub-topics.

Level three and four organization will provide the user with more specific definition, such as the uses of specific tools, as we move far-ther out on the branches and define the ‘twigs.’ The overall aim is to make information simple to find and to understand, so we can serve

our stakeholders regardless of their level of knowledge of Quality. We hope to accommodate the first-time user who doesn’t know where to start as well as the experienced practitioner who simply needs to be reminded how to set up and use a specific tool.

Service Quality Division is using e-mail, webinar and updates such as this article to remind all interested parties that this is ‘our’ effort and volunteers are welcome at any time and at any level of involvement. We are quickly approaching the point at which the editorial task takes on several forms. One volunteer is currently performing a topical crosswalk against already published ASQ hand-books. Meanwhile, we seek volunteers to assume other editing duties such as content organization, format and style, attributions, etc. And of course, we’ll eventually need to perform the copy writing and text editing that will transform the assembled information into a coher-ent, readable whole.

Meanwhile, we are testing our work thus far in a number of ways, checking the content gathered thus far both internally to make sure our topic lists work with our proposed structure, but also externally, against the content and organization of other bodies of knowledge. And we’re being careful to check our direction and progress against parallel and complimentary efforts underway elsewhere in the ASQ family.

Even as we offer our profound thanks to those who’ve contributed so generously of their time and talents, we’d like to remind you that the real work is just beginning. If you’ve any amount of time and thought to offer and would like to help guide formation of the Service Quality Body of Knowledge, please visit the Service Quality Division website http://www.asq.org/service/index.html and look for the announcement “Join a Service Quality Body of Knowledge Subcommittee.” You’ll be led through a simple set of choices that will help us suggest where and how you might want to get involved. Opportunities may include:

• Finalizing lower levels of the SQBoK ,• Determining appropriate levels of knowledge for SQBoK areas, • Determining appropriate resources to support the SQBoK, • Drafting descriptions and performing other editorial duties .We hope you’ll feel welcome and inspired to join in this worth-

while effort.

service Quality Body of knoWledge: first development phase completedMichael McDermott

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secrets of leadershipDetermine your objectives Grasp the significance of your work

Enjoy your work Ingenuity and enthusiasm are born of interest in your work

Know yourself Know your strength, the strength of your rivals and the laws of nature

Seek the counsel of many people Draw on intelligence of a great number of people

Appeal Never cease to appeal

Delegate responsibility Be thorough in entrusting things to others

Pursue your goals Have your ambitions pursued until they are achieved

Criticize and praise Be freely strict or lenient, dispense both commendations and penalties

Be aware of your responsibility Ultimate authority and responsibility always lie within you

Learn from those below you Learn while you lead

and more guidelinesTrust your inspiration and your personal and practical experienceDeal with others honestly and without conceitKeep an open mind – greet each day anewThe above are remarks from Konosuke Matsushita-founder of Matsushita Electric

Questions for leadersConsider carefully whether you have these unranked skills/characteristics in your team• Leadership skills• Industry-specific

experience• Functional expertise

• Team builder/player• Cross-functional expertise• Communications• Management/development

• Promotability• International experience• Change agent• Other

Leaders as you lead effectively…here is something for yourself. Remember effective leadership demands a holistic approach.Be aware of the quality of your talkFocus more on the positive aspects of your life and spend less time exaggerating the negativeThings do happen, learn from them but do not replay bad experiences over and over againTake ownership of your day and your life before you leave homeLearn to break out of your reactive modesLearn to let things goEat right, sleep well and get regular exerciseNever lose your sense of humourFinally, as a person know that a high percentage of your day is lost in reacting to what is going on in your day.Reduce this trend..it is a must!From R.D. O’Brien and Associates

save the date!

The 18th Annual Service Quality Conference will be held in Long Beach, California - October 5-6, 2009. This year’s theme, “Service Quality: Surviving the Economic Storm” will provide networking and educational opportunities to help you and your organization survive and even thrive in these challenging times.

The Service Quality Body of Knowledge Project is approaching the close of Phase 1. With more than 45 volunteers in 6 committees, much great work has been accomplished. Now, as Phase 2 begins, we need your service quality expertise. To be involved in this historic process, go to the SQDBoK SharePoint site to view a pre-recorded webinar on the status of the project, and complete the SQBoK Volunteer 09 survey to let us know what areas interest you most. Find all this and more at: http://asqgroups.asq.org/divisions/SQD/bok

The Publications Chair, invites our members to provide updates, arti-cles (quality experiences, successes, challenges) and any quality related matter of interest for our newsletter publications

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DATED MATERIAL

To register, call 1-800-248-1946

course # Begin date end date course nameYMTRYM 03/18/2009 03/25/2009 Measuring Process and Organizational Performance

679148 03/18/2009 03/18/2009 Process Validation for Medical Device

678247 03/25/2009 03/25/2009 ISO 13485 Implementing and Incorporating Key

XRRTJB 04/02/2009 04/02/2009 Lean Kaizen

678266 04/07/2009 04/07/2009 ISO 22000:2005 Food Safety Overview

678268 04/08/2009 04/08/2009 Corrective Action

JSKYJJ 04/14/2009 04/22/2009 Six Sigma Green Belt Certification Preparation

679189 04/21/2009 04/28/2009 Service Excellence through Quality Practices

679171 04/22/2009 04/22/2009 Defining & Achieving the ROI of Quality in Service

701569 05/05/2009 05/05/2009 Assessing the Needs of the Public

679323 05/06/2009 05/06/2009 Risk Management for Medical Device

679234 05/11/2009 05/11/2009 Consultant’s Boot Camp

653231 05/12/2009 05/12/2009 The Case for Quality: Taking it to Management

679327 05/14/2009 05/14/2009 Quality Cost Principles

YYTTJZ 05/15/2009 05/15/2009 Getting Started with Lean Six Sigma in a Small to

679912 05/27/2009 05/27/2009 FMEA: Design

679918 05/28/2009 05/28/2009 FMEA: Process

679932 06/02/2009 06/03/2009 Lean for Service

680323 06/05/2009 06/05/2009 ISO 13485 Implementing and Incorporating Key

VYXSFJ 06/09/2009 06/10/2009 Measuring Process and Organizational Performance

680159 06/12/2009 06/12/2009 Quality Fundamentals for Service

680160 06/17/2009 06/17/2009 Defining & Achieving the ROI of Quality in Service

680176 06/18/2009 06/18/2009 Process Validation for Medical Device

680186 06/23/2009 06/23/2009 Integrated Quality Management

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