ASQ LI Strategic Planning SWOT Data, Kano Model & QFD by Our Section Chairman Owen Ramsay

Transcription

1 ASQ LI Strategic Planning SWOT Data, Kano Model & QFD by Our Section Chairman Owen Ramsay As I was preparing an article on the topic for the May meeting the idea of a focused effort on a revised strategic plan came to me as an epiphany of sorts. My thinking was that what needed to be done first was for us to move away from our usual short term planning efforts to the development of a customer centric strategic plan. Our organization has typically focused on deliverables that satisfies our obligations to ASQ-HQ requirements. The perennial projects were based on what we have always done with some of the chair s priorities included. In order for us to be more responsive to our changing membership base, for our April, and May general meetings we invited our membership to participate in a survey and SWOT analysis to help us develop a five year strategic plan. The strategic plan is expected to provide the focus around which to align our efforts and enhance the Board s decision making process. The brief survey was designed to capture voice of the customer information from our membership. The results of the survey along with the information from the SWOT analysis conducted in May 8 were used as inputs to the Kano model and quality function deployment (QFD) exercises scheduled for our September general meeting. The Kano model and QFD are expected to redefine our vision and mission while concomitantly defining our membership needs and desires. April Survey Results The April survey required members to define their organization, job function, professional experience and education. Further information on training needs, training forum, reason(s) for training along with ASQ certification ambitions were sought. The survey concluded by asking members to define the courses or training programs of interest to them. Twenty-eight of the thirty-seven members attending the April 8 monthly meeting responded to the survey. The results were as follows: About of the respondents wanted to improve their knowledge of quality and/or advance their careers. More than 7% were interested in networking, professional development or certification. Approximately expressed interest in Lean Six-Sigma related training. Study groups for certification preparation courses such as Lean, Six-Sigma, Quality Engineering and Quality Auditing were of interest to about % of the respondents. The following Pareto charts represents the priorities as stated by the sample of members:

2 3 Pareto Chart: Job Function 3 Pareto Chart: Gender Mgr Engineer Director Ind Consultant Chemist Supervisor Int Consultant % Male 7 Female % 3 Pareto Chart: HighestEdu 3 Pareto Chart: ReasonTrng Bachelor Master High School Associates Freshman % 3 1 Cert Job in Qual func Slve Spec Prob Adv Qual Know % 3 Pareto Chart: ReasonTrng2 3 Pareto Chart: ReasonTrng Imp Qual Know Career Adv Adv Qual Know Slve Spec Prob Personal Int Job in Qual func 1 % 8 Adv Qual Know Career Adv Personal Int Imp Qual Know Nec for Job Job in Qual func 1 %

3 3 Pareto Chart: Decision to Join Pareto Chart: CertCourse ASQ Cert Network Prof dev 3 3 Career Info U2D Info 1 1 Other Leadership % CQE 3 3 SSBB SS Pharmaceutical CQM Qual Aud AS9 Auditor Lean PMP GB % SWOT Analysis Results SWOT is an acronym meaning strengths, weaknesses, opportunities and threats. The CSSBB Primer describes an organization s strength as something that it is good at doing. The strength can be a skill, expertise, a patent, key resource, technology, market position, or anything that provides an advantage. A weakness is something that the organization lacks or is a condition that puts it at a disadvantage. An environmental analysis that looks at such things as the interest of the stakeholder groups, market forces and legal and regulatory requirements is done to define the opportunities and threats to the organization. The objective of the SWOT was to capture the challenges ASQ-LI faces from the members' perspective. Specific concerns from the BoD s perspective were first presented to the members by the Secretary. For the SWOT, Carlyle Crothers introduced the topic then the members were placed into four teams with each team covering one aspect of the SWOT. At each of the four tables there was flipchart paper available to record what was discussed. At least one board member was required to be on each team. After 1 minutes, the Board member remained at the table to briefly explain what had taken place so far at his or her table while the others move to other tables to add their inputs to the process. There were a total of three rotations so all members were exposed to each of the categories of the SWOT.

4 The results of the SWOT were as follows: Strengths Weaknesses Opportunities Threats A published calendar Large member base Magazine ASQ benefits Web site/ Newsletter Membership, Good Speakers, Good experience, Diversity of experience Location, near other sections Association with other groups, LIFT, APICS, PMI, SBA Education Training Seifert institute, Dowling Leadership Website meeting notification or newsletter Contact info inconsistent No longer affiliation with Empire state college Lack of guest speakers Lack of direction Too much info in an evening ( examples of LEAN) You don t know your audience Lack of mixing at meeting Lack of an ice breaker at meetings Training too academic, not hands on Location of meetings Weather related poor attendance Irrelevant subjects Use ASQ on resume Alert ASQ members traveling of meetings Provide external training and education Link to other sections Networking Web based training Career opportunities Membership as sales people Support local businesses Plug into change in Washington, which ever way it goes Sign businesses up for ASQ membership/sponsorship Certifications Take quality to businesses Personal scheduling Meetings, Courses, Locations, Family Cost - Courses Program Bias - Manufacturing Membership apathy Competition QA department, School certifications preferred by company, International, ASQ national, other sections Company policy of confidentiality Movement Jobs, Outsourcing Courses - Concepts too hard Strengths Weaknesses Opportunities Threats Not enough notice, poor planning of training schedules Lack of name tags ISO 9 standard Lack of connection with community No student chapters Lack of entry level training No participation in outreach. Job fairs, schools Web site updates Lack of attraction Lack of attendance Poor promotion Misunderstanding of meeting content Insufficient diversity of application of tools Lack of member participation Lack of social activity ASQ organization dynamics Not enough details in presentations Need joint meetings with other organizations Lack of practical workshops Plant tours Conferences Reputation Salary survey Low cost of membership Publications Communications for meetings reminders Length and location of meetings Mature organization Free courses Personal touch Strong membership Volunteers Good turn out sometimes Inform membership of available skills with in membership Arrange informational seminars Learn more about what other sections are doing Partner with other Not-for profits, egg Boy Scouts World conference Plug into schools, high school thru college Use web to list resources- consultants Get member needs Revisit facilities, tours Determine what membership has to offer (training) Mentoring, internships (long island work coalition) Get member profiles Publish articles Q&A at meetings Establish blogs Publish activities in media Improve certification process Have businesses host monthly meetings Improve training awareness Free consulting Call for information/questions Vary meeting formats Apply knowledge Simulations Word of mouth networking Study groups before/after meetings Credit cards affinity program On line registration No rewards from employer Boss doesn t care Quality a given Company not aware of ASQ, no value to them No voice of customer in ASQ, in general Decaying standards ISO 9 not important Lack of instructors for ASQ programs Hard to keep current No marketing plan

5 For the September 2, 8 general meeting, a café style rotation format will again be used to build a Kano model and QFD. The results of the survey and SWOT analysis will be available to the participants in these exercises. Kano Model The Kano model is a simple yet powerful tool that is used to analyze customer requirements. It provides a framework to think about both spoken and unspoken customer requirements. The model is based on three categories of customer needs (ref: CSSBB Primer): 1. Dissatisfiers These are basic requirements or must be s. The customer expects these basic requirements as part of the total package. If the basic requirements are not present, the customer is unhappy. 2. Satisfiers These are variable requirements or more is better. When the requirements of the customer are met, the more it is met, the better. 3. Delighters These are features or services that go beyond the expectations of the customer. Quality Function Deployment Yoji Akao conceived QFD, as a management tool for new product development. The QFD is often referred to as the voice of the customer, or as the house of quality. It provides a graphic method of expressing relationships between customer wants and product or service features under consideration. Jui-Chin Jiang, Ming-Li Shiu and Mao-Hsiung Tu in their article QFD s Evolution in Japan and the West, (QP, July 7) described QFD as the most complete, systematic and convincing method for designing products/services with the quality that fulfills customer requirements. Interrelationship of design features How to meet the customer wants (design features) What: customer needs (wants) Relationship between hows and whats Comparison of customer priorities How much: objectives/ targets The QFD House of Quality

6 The endeavor of the Board of Directors is to lead proactively via a customer centric, membership generated strategic plan. Members will have the opportunity to participate in the strategic planning process while developing a greater understanding important Lean Six-Sigma tools such as SWOT analysis, the Kano model and quality function deployment. Since the meeting on September 2, are for strategic planning purposes, there will be no charge for members and a $1 charge for non-members interested in attending. Our hope is that by the end of September we will have a clearly stated strategy, in the form of a five year plan, which will allow us to design and organize activities toward achieving greater membership participation and satisfaction. Planning for the future provides a means to share with you insights for the goals and objectives linked to what is considered of value to you. Thanks again for your continued involvement with our efforts to make ASQ-LI an organization that consistently exceeds your expectations. Hope to see all of you at Bertucci s in Melville on September 2 at :3 pm. Owen Ramsay, BSChE, MSEE, CQE, CQM-OE, CSSBB ASQ-LI Chairman