ECQ Member Leader Kit

1. ECQ MemberLeader Kit Member Value Leadership Summit October 2005 Milwaukee, WI

2. ASQ is Making the Economic Case for Quality Purpose of the kit: To provide Member Leaders with an overview of the ECQ program, to increase awareness of the program, to communicate the value, and to make clear the objectives of this important strategic initiative as it relates to the future of quality and the Society.

3. ECQ Member Leader Kit Kit Objectives To understand… • why we are doing this • the program’s objectives • roles, responsibilities, and expectations • what tools/resources are available • where we are now • the FAQs • what’s in it for you

4. Why are we doing this?

5. Why the ECQ Program In May 2003, ASQ’s Board of Directors approved a new essential activity called “Making the Economic Case for Quality.” This activity was developed in response to numerous member requests for assistance in trying to convince the executives in their organizations that implementing quality would contribute positively to the bottom line. Continued…

6. Why the ECQ Program The halcyon days of the ‘80s and early ‘90s that witnessed a “quality boom” were definitely over. While many companies still practiced quality in one form or another, it was usually in an isolated manner, housed somewhere in a “quality office” within the organization. Likewise, many companies were experiencing quality dispersion, expecting that quality would be practiced by everyone in the course of doing their job. Continued…

7. Why the ECQ Program While it is true that many of the quality “gurus,” such as Philip Crosby, had made the point quite clearly that quality pays, it was not resonating very clearly anymore with C-level executives. Many such executives were seeing quality initiatives at best as simply a cost of doing business and at worst as something to be avoided. These same executives rarely measured the impact of quality on their company’s bottom line. Continued…

8. Why the ECQ Program With these thoughts in mind, ASQ determined that the time had arrived when executives needed to be reminded of just how significant implementing quality management could be, especially in terms of increased profitability and competitiveness. The challenge, however, was daunting. Very few C-level executives were familiar with ASQ. A plan needed to be created that would bring quality into focus on Mahogany Row. Weiler, G. (2003). Economic Case for Quality Final Report

9. Program Objectives

10. ECQ Objective To expand and enhance the Reputation of Quality and the Quality profession by promoting the Economic Case for Quality to executivesas both a sustained program and a response mechanism for member requests.

11. ECQ Objective - Target 1 Sustained Mechanism - Reach executives through the efforts of our Section Leaders.   Target: Organizations with annual revenues < $500 million. Tactic: Committed teams proactively reach out to Executives to talk about quality as a way to run and improve their business and the economic impact quality has on an organization’s bottom line. Objectives: • Change the perception Executives have about the profitability of quality • Increase awareness of quality • Increase awareness of ASQ • Increase awareness of a local Section • Gather information about how ASQ can help the company implement or enhance its organizational management system using quality. Measures: • Target: 20 participating sections. We currently have 17 committed. (85% of goal) • Target: Reach 500 executives by June 30, 2006. That’s an average of 25 per participating section. • Measure responses from executives returning the 4-question postcard (see page 26). Goal is to get 75% agreement that presentation was persuasive and 79% agreement from executives that quality practices have a positive effect on the bottom line.

12. ECQ Objective Response Mechanism - Reach executives through the efforts of our members.   Target: Any quality novice, practitioner, professional, influencer, or member in all markets (manufacturing, education, healthcare, service, international) Tactic: Using available ECQ program material and our Q-BoK, local section members assist fellow ASQ members who have indicated a desire to communicate the economic benefits of Quality to their executives. This usually is in response to members identifying a particular problem within their organization. Objectives: • Change the perception Executives have about the profitability of quality • Increase awareness of quality • Increase awareness of ASQ • Increase awareness of a local Section • Gather information about how ASQ can help the company implement or enhance its organizational management system using quality. • Section leaders and SMEs will utilize, build upon, and improve our Q-BoK. Measures: • Track the usage from data captured at Web site download. Refer to http://www.asq.org/economic-case/

13. Available to the public. http://www.asq.org/economic-case/

14. ECQ Objective – Target 2 Reach executives through peer-to-peer conversations led by Economic Case for Quality Champions. Target: Organizations with annual revenues > $500 million. Tactic: Leverage CEOs’ tendency to want to talk to each other. Find C-level executives who are willing to be ECQ Champions. Plan and hold peer-to-peer events (e.g. breakfast or luncheon) hosted / facilitated by the Champions who lead conversations to create awareness, interest, Understanding, and potential trial of quality as a management system. Objective: Improve key perception measures of the Economic Case for Quality among senior executives and CEOs based on baseline measures in six local markets. Measures: • Target:6 quality Champions in multiple metro areas (preferably 6 different geographic regions) during by June 30, 2006. • Plan and conduct 3 - 6 peer-to-peer networking events per geographic region by July 1, 2006. • Plan and execute a successful Executive Roundtable (over 50 attendees) in conjunction with the World Conference on Quality and Improvement. Invitation only.

15. Target 2 Tactics Peer-to-Peer CEO Conversations • Engage a CEO who already believes in, and uses quality as a way to run his/her organization. • Select local venue(s) for CEO’s to meet and discuss the economic benefits of implementing quality as a management system. • Work with Champion (or designee) to plan event and invite peers. • Champion dependent • Conversation format / thought provoking questions • Promo material (customized for each event)

16. Target 2 Tactics Where Champions come from? • CEOs from Baldrige Award recipients • Prominent business leaders from Fortune 500 companies • Recommendations from the ASQ board • Recommendations from C-level focus groups • Recommendations from the press/media • Recommendation from SME within sections/divisions • Others?

18. Roles, Responsibilities, and Expectations

19. Roles, Responsibilities, and Expectations Member Leader Champion: Clay Hodges, ASQ SAC Chair and Region 11 RD Ch01ch@cs.com, (540) 981-9393 ext. 170 Staff Champion: Laurel Nelson-Rowe, ASQ Managing Director lrowe@asq.org, (414) 298-8789 ext. 7296 Staff Program Leader Kim Hauswirth, Program Leader khauswirth@asq.org, (414) 298-8789 ext. 7616

20. Roles, Responsibilities, and Expectations Participating Sections (as of Sept 1, 2005)

21. Roles, Responsibilities, and Expectations Participating Sections (as of Sept 1, 2005)

22. Roles, Responsibilities, and Expectations Participating Sections’ Expectations • Begins with a strong Project Leader • Commitment over several months • Point person for communications and getting all the work done • Create / train a team • Not intimidated by CEO and/or other senior-level executives • Has time during the typical workday for meetings • Willing to manage and motivate the team

23. Roles, Responsibilities, and Expectations Participating Sections’ Expectations • Other Team Members • Commitment over several months • Understands the intent of the project • Has time during the typical workday Note: You may can receive 1 RU/Hour and 1.5 RU/year for participating on the ECQ Section Team

24. Roles, Responsibilities, and Expectations Participating Sections’ Expectations Other Team Members Duties • Create and maintain project plan • Scrub company / contact lists (SharePoint) • Make phone calls / solicit meetings with executives • Prepare presentation and follow-up material • Present to executives • Take notes during presentations • Update company / contact lists • Maintain SharePoint Web site • Prepare status reports • Follow-up with executives • Liaison with division SMEs

25. Tools and Resources

26. Tools and Resources • ASQ.org (http://www.asq.org/economic-case/) • Program reference material • Case Studies • Q-BoK • SharePoint (http://asqgroups.asq.org/ecq/) • Program reference material (includes phone and presentations scripts, FAQs, research material, etc.) • Program announcements • Participating sections’ SharePoint sites • Discussion board • Resource sharing (i.e. articles, PowerPoints, contacts, SMEs, etc.) • Training material (Contact Kim Hauswirth) • Audio recording of team leader training sessions • PowerPoint presentation to follow along • Division’s participation • Staff support • Dedicated staff Program Leader (Kim Hauswirth) • SharePoint support • 8 ½ x 5 ½ self-addressed, stamped postcards printed

27. Printed, self-addressed, stamped 4-Question postcard to leave with executive Circle Industry Write your section # here

28. Tools and Resources

29. Where are we now?

30. Where are we now? Key activities (Target 1) • Surveyed 600 executives to determine usage and perception (2004) • Pilot in Milwaukee and Pittsburgh to test approach/concept (2004) • Kicked off Target 1 (April 05) • ECQ program material made available on public Web site • ECQ SharePoint site launched • 18 Sections expressed commitment (May / June) • Section ECQ Team Leader Training conducted (June) • 1st Participating Sections status conference call held (Aug) • 2nd Participating Sections status conference call scheduled – October 19. Watch the Section Connection & VIP for ECQ updates and news!

31. Where are we now? Key activities (Target 2) • Champion program defined (April 05) • Concept tested and modified (May) • Passed and present board members provided input • Prominent business leaders provided input • Process flow diagrammed (June) • Soliciting Champions (in progress) • World Conference board approved Executive Roundtable event (July) • Target 1 Teams encouraged to use the Target 2 approach as a follow-up event (Aug)

32. Where are we now? ECQ Body of Knowledge (Q-BoK) Online submission form available on asq.org (May 05) Go to http://www.asq.org/economic-case/submit.html • ECQ Q-BoK growth and maintenance plan in development (in progress) • Developing a standardized template • Inventorying what exists • Creating a “how to” document • Creating a solicitation, collection, and development strategy and process • Fully aligned with ASQ’s Q-BoK

33. Where are we now? Divisions’ Involvement Objective 1: Divisions will help committed sections identify specific companies in the section's geographic area as candidates for ECQ contact. Measures. • Number of committed sections (17) contacted • Section ECQ contact person identified • Appropriate division(s) identified based on section's division membership numbers • Companies identified

34. Where are we now? Divisions’ Involvement Objective 2: Division Body of Knowledge subject- matter experts will assist in preparing presentation materials and "scripts" for committed sections that "speak the language" of targeted companies in the four identified targeted markets of manufacturing, service, healthcare, and education. Measures: • Division SMEs identified and assigned to a specific section project • ECQ presentations made by sections, by target market

35. Divisions’ Involvement in ECQ Divisions’ Involvement • Quality Management • Healthcare • Education • Service • Software • Government • Sections have been encouraged to reach out to division SMEs in their area for help • Division SMEs invited to October 19 conference call Have expressed an interest or have been asked to participate.