THE FUTURE OF QUALITY

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• THE FUTURE OF QUALITY
• AND ASQ
• Stakeholder Dialogue
• June 1, 2006
• Vancouver, Canada
• Brenda Fisk, ASQ Board Member
• and SAC Vice Chair
• Laurel Nelson-Rowe, ASQ Managing Director

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TODAYS OPPORTUNITY

• Share ASQs view of the future of quality
• Share how that view is shaping ASQ direction
• Involve you in Living Strategy
• Share how ASQ is acting on our Living Strategy
• Expose you to Café work
• Empower you to continue the dialogue and shape
  the future

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ADOPTING LIVING STRATEGY

• Long range plans become irrelevant in a rapidly
  changing world
• Community grows through stakeholder involvement
  in ongoing strategic dialogue
• Stakeholder dialogue evolves our knowledge
• Living Strategy (priorities, action) evolves as
  knowledge evolves

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ENGAGING STAKEHOLDERS IN LIVING STRATEGY

• Everyone can
• Contribute to the living story of what ASQ is
  becoming
• Where were going and where were already
  creating new possibilities NOW
• Engage in strategic dialogue about the most
  important questions in the current state, and in
  the future of quality, the quality profession and
  practice, and ASQ
• Cascade these stories and dialogues to others

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FUTURING

• A structured look into the future aimed at
  enhancing anticipatory skills involves
• Identifying forces shaping the future
• Exploring scenarios in which
• those forces play out
• Postulating the implications
• Informing the organizations systems

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ASQS HISTORY OF FUTURING

• First Futures Study 1996
• Second Futures Study 1999
• Third Futures Study 2002
• Fourth Futures Study 2005

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IDENTIFYING THE FORCES OF CHANGE

• International Participation
• 62 participants
• Argentina, Brazil, Finland, Germany, Hungary,
  Israel, Ireland, Italy, Japan, Netherlands,
  Philippines, Sweden, Taiwan, USA
• Diverse Representation
• Education, Government, Healthcare, Manufacturing,
  Not-for-Profit, and Service
• Executives from nine National Quality Bodies

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1GLOBALIZATION (2 too)

• A significant threat to the U.S.
• An emergent massive market
• Shaped by the fluidity of the internet
• Unencumbered by legacy infrastructures
• Trading politics will shift
• Demands new kinds of collaboration
• Global vs. multi-national companies
• An unknown competitive intensity
• Drivers preoccupation with the bottom-line

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2 INNOVATION / CREATIVITY / CHANGE

• Qualitys contribution to the Top-Line needs to
  be exploited
• Knowledge is king and becomes a currency
• Nanotechnology, biotechnology, mass
  customization, personal manufacturing will
  dramatically change the nature of production
• Natural response to increased rate of change,
  shorter life-cycles, consumer sophistication
  (unnatural response of people and organizations)
• Increased demand for sensing systems
• Implications to the traditions of quality. How
  will control and continuous improvement
  co-exist to evolve in response to these demands
  on organizations?

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3 OUTSOURCING (1s 1st Cousin)

• Global in scope
• Work increasingly independent of place and space
• Era of virtual companies (core of business
  marketing and management)
• Quality shaped by people-induced variability
• QMS in global supplier networks
• Some predict a swinging pendulum

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4 CONSUMER SOPHISTICATION

• Rising expectations of product quality, seamless
  delivery, and fresh features
• Quality necessary but not sufficient
• Enabled by instant internet knowledge
• National loyalty traded for cost/benefit
• Consumer-controlled markets
• Ever shorter life-cycles
• Challenge, but silver-lining, for quality
• Anticipatory skills grow in value

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5 VALUE CREATION

• Requires clarity and definition from
  stakeholders viewpoint
• Management systems must be adapted to this intent
• Includes sustainability, the triple bottom line,
  and waste elimination
• Quality to create value in everything that is done

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6 CHANGES IN QUALITY

• Redefined to fit the needs of 21st organizations
• A systems, not process, approach
• Used to move business conceptions (strategies)
  into actions through people
• Premiums on anticipation, first to market,
  initial yield, agility, supplier network
  management

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KEY FORCES - 2005

• Globalization
• Innovation/Creativity/Change
• Outsourcing
• Consumer Sophistication
• Value Creation
• Changes in Quality

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A COMMON REACTION

• Im not surprised by anything on this list so Im
  not sure the study has done much to uncover the
  future
• The value is not in whats new, its in whats
  important and more so what you do in response
  to whats important

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ASQS VISION

• By making quality a global priority, an
  organizational imperative, and personal ethic,
  ASQ will become the community of choice for
  everyone who seeks quality concepts, technology
  and tools to improve themselves and their world.

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PRIORITY STRATEGIC THEMES

• Support quality professionals and practitioners
  in their efforts to grow in value in the
  workplace and community
• Prove and communicate the economic case for
  quality
• Assure that a vital, growing Body of Knowledge is
  accessible to everyone

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PRIORITY STRATEGIC THEMES (contd)

• Become the community of choice for quality
• Grow the use and impact of quality in every
  segment of the economy
• Make sure the world knows the importance and
  value of quality

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IMPACT ON QUALITY PROFESSIONALS

• Dispersion of the quality function
• Integrating quality among employees
• Next generation of quality tools and techniques
• The human side of quality
• The economics of quality

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FUTURE OF QUALITY AND ASQ CAFÉ

• Café Purpose
• Overall To expand the field of vision for
  quality and ourselves
• For participants To engage in rich dialogue
  with others who have a vital interest in the
  future of quality and to gain personal insights
  into the future of quality they can use in their
  work
• For ASQ To harvest the wisdom of this group
  regarding the possible futures for quality in a
  way that can be used as inputs for writing
  scenarios

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FUTURE OF QUALITY CAFÉ

• Modeled after "European café society" friends,
  colleagues and strangers engaged in lively,
  cross-pollinating, small group conversations
  about the most compelling issues of the time
• Encourages powerful questions, candid dialogue,
  and creative thinking among large groups of
  people
• Involves moving to several different tables, with
  small group dialogues followed by full group
  synthesis
• Everyone records collective wisdom of table right
  on table-top, which is stewarded and shared by
  table hosts
• Café hosts provide directions at each stage of
  café and facilitate full group share-out at the
  end

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THINK OUTSIDE THE BOX

• Think beyond current constraints to what might
  be possible!!

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GATHERING THE KNOWLEDGE THAT EMERGES FROM THIS
CAFÉ

• Everyone is a scribe!
• What you record on the tabletop is your tables
  knowledge base
• What you record on your Post-It notepad is your
  personal knowledge base key take-aways from
  throughout the Café. Later these will be posted
  to a knowledge gallery -- a collection of
  everyones key take-aways

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STRATEGY IN ACTION DIALOGUE

• ROUND 1 All
• Each table has been pre-assigned a theme within
  the overarching Dialogue theme of Strategy in
  Action, with a different set of questions for
  each theme. The themes are
• Increasing the value of Quality, Quality
  Professionals and Practitioners
• The ASQ Member Experience
• Awareness and Image Enhancement
• Economic Case for Quality
• Dialogue around the Round 1 theme/question on the
  table tent

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DIALOGUE QUESTION FOR INCREASING THE VALUE OF
QUALITY, THE PROFESSION

• In Vancouver, what would increase the value of
  Quality, the Quality Professional and
  Practitioner, and ASQ?

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DIALOGUE QUESTION FOR THE ASQ MEMBER EXPERIENCE

• What would a Wow!!!
• Membership experience and set of member features,
  services and benefits be?

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DIALOGUE QUESTION FOR AWARENESS IMAGE
ENHANCEMENT

• What are the biggest impact ways that we can
• Enhance awareness and the image of the quality
  profession?
• Enhance awareness and the image of ASQ?

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DIALOGUE QUESTION FOR ECONOMIC CASE FOR QUALITY

• How would you quickly define Quality
• to Executives and Senior Management?
• What would help you prove the Economic Case for
  Quality to Executives and Senior Management?

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STRATEGY IN ACTION DIALOGUE - ROUNDS 2 3

• ROUNDS 2 3
• Everyone but the table host moves (wait for my
  signal)
• Table host introduces highlights from previous
  round(s)
• Change table hosts in Round 3
• Continue to dialogue around the question for your
  current table theme -- the theme for the table
  where you are now sitting
• Continue to create new ideas around this table
  theme
• Offer any insights and connections to this theme
  from the dialogue at your previous table(s)

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CREATING THE GALLERY CONNECTIONS HIGHLIGHTS

• ROUND 4 (at your current tables)
• What did you hear at other tables you visited
  that relates to the theme of your current table?
• Why might these connections be important to this
  theme?
• What are the 2 or 3 most interesting or valuable
  ideas that emerged around this table theme?
• Record the 2 or 3 mosts on a Post-It Note and
  post on the wall for the gallery walk and for
  transcribing.

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GALLERY WALK

• Loosely affinitize the notes, but dont need to
  complete a formal affinitization
• Finish recording any key personal take-aways from
  throughout the café on your Post-it notepad
• Post your notes on the gallery charts, either on
  a pre-titled chart if your note fits within that
  category, or on a blank, untitled chart if it
  doesnt

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GALLERY WALK (contd)

• If a title seems appropriate for a cluster or a
  whole untitled chart, you can label that cluster
  or chart
• Walk through the whole gallery taking in the key
  take-aways of others. If you have time, also
  glance at the tabletops of tables you didnt get
  to visit

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Dialogue Harvest

• What are the key messages you see here
• For each sub-theme or initiative?
• Common threads across all of them?
• Whats the next best thing coming down the road
  for Quality and ASQ --
• something that could open up a whole new world of
  opportunities for us?

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NEXT STEPS

• These cafes are intended to engage all
  stakeholders in an ongoing dialogue about the
  future of Quality and ASQ
• Your feedback will be used by the Board to help
  set ASQs strategic direction and by Staff and
  Volunteers to help put that strategy into action
• If you have additional thoughts or questions
  about this Café, please contact the Café
  facilitator Jeannette Cooke at jcooke_at_asq.org
• If you would like to use this Café approach for
  other purposes, such as for some future
  Section meetings, please contact Jeannette for
  a Quality Café Kit

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PERSONAL REFLECTIONS

• Did you like this? What did you like best about
  it?
• Any big ah-has -- meaningful, new personal
  insights?

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