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Putting Best Practices to Work
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QU ALITY PROGRESS | JUL Y 2016 CERTIFICA TION PREP ARA TION VOLUME 49/NUMBER 7QUALITY PROGRESS
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CASE STUDY
Process Management Approach Reduces Scrap, Saves Alcoa Millions
A team at Alcoa Power and Propulsion developed and implemented a structured process management approach, defining and then standardizing key processes to minimize variation. See how the team improved customer satisfaction and reduced the costs of poor quality, saving millions of dollars.
WEBCAST
Making Change in Complex Organizations
George Strodtbeck, author of Making Change in
Complex Organizations, shares his transformation
management process that leverages S-curves, the Kano model, and project management in successfully implementing real change.
CERTIFICATION MEMBERSHIP PUBLICATIONS
TRAINING CONFERENCES
Making the Case for Quality
Process Management Approach Reduces Scrap, Saves Alcoa Millions
• A team at Alcoa Power and Propulsion sought to improve product quality, reduce waste and inefficiency, and cut costs. • To achieve these goals, the team developed and implemented a structured process management approach across the business unit. • By defining and then standardizing key processes, the unit minimized variation, shared best practices, and sustained improvements. • The project improved customer satisfaction, reduced costs of poor quality, and saved millions of dollars. • The team was named a finalist in ASQ’s 2015 International Team Excellence Awards competition.
At a Glance . . .
As Alcoa Power and Propulsion sought to minimize manufacturing process waste, inefficiency, and related expenses, two key findings caught the attention of the business unit’s executive leadership team. Customer satisfaction surveys revealed 60 percent of respondents held an unfavorable or neutral opinion of the unit, while at the same time, internal quality measures revealed the business unit recorded the highest levels of scrap in the organization for the year. The findings represented a significant opportunity, but improvement would require rapid deployment in a methodical, deliberate, and sustainable manner. About Alcoa Power and Propulsion Alcoa Power and Propulsion (APP), a unit of New York City-based Alcoa Inc., is divided into three segments: structural castings and special products, industrial gas turbine airfoils, and aerospace airfoils. This business unit serves the defense, energy, aerospace, and industrial markets, where its products are used in military and commercial aircraft engines as well as power-generation turbines. Additional products and services include molds, hot isostatic pressings, specialty coatings and tools, as well as machinery. APP operates 25 production facilities around the world, employing more than 9,000 people. Working to Improve Processes The APP leadership team discovered scrap and rework issues were resulting in high customer claims and delivery issues, therefore they sought solutions for significant reductions to scrap levels to improve delivery, rework, and customer satisfaction. In the past, substantial scrap level decreases were thought to be unattainable because casting is a particularly complex process (see the sidebar, The Investment Casting Process, for more details) with many sources of variation. In late 2011, APP’s quality focus shifted toward sustainable and continuous process improvement, particularly at nine of the unit’s super alloy foundries (five in the United States, three in Western Europe, and one in Japan). While these foundries were the starting point for the initiative because they recorded the highest levels of scrap, the ultimate goal for APP was to create a sustainable solu-tion for deployment at the plant level by mid-2012. The right solusolu-tion would need to capture and by Janet Jacobsen
May 2016
ASQ www.asq.org Page 1 of 5
BENCHMARKING Supply Chain Management Trends
This report presents the results of a 2015 survey focusing on supply chain management priorities, performance, and trends. Survey findings are based on the responses of 95 participants from a variety of company sizes and regions representing 34 industries.
FEATURES
•
Don’t Forget
An additional figure to illustrate this month’s Back to Basics column, “Remember Your Internal Voice,” p. 64.
•
Volviendo a los
Fundamentos
Back to Basics translated into Spanish.•
Read All About It
Get the latest Quality News Today headlines.www.qualityprogress.com
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CERTIFICATIONA Quick Study
Using project management techniques—including the prioritization matrix and Bloom’s Taxonomy—can assist you in building a comprehensive study plan as you prepare for professional certification exams.
by Kristy Kistner
Clear Pathway
The reasons why professional certifications have become a necessity to demonstrate your value to your organization and advance your career.
by Randall Britto and John DeLalla
Pulling It All Together
Learn some of what it takes to design professional certifications and prepare for the comprehensive exams, and what it means to achieve these special recognitions.
by Jim Spichiger
TOTAL QUALITY MANAGEMENT
Dead or Alive
Despite rumors of its demise, research shows that the total quality management concept is alive and well, and continues to help organizations win over customers.
by Victor E. Sower, Kenneth W. Green Jr. and Pamela J. Zelbst
16
22
28
Contents
Putting Best Practices to Work | July 2016 | www.qualityprogress.com36
16
QP • www.qualityprogress.com 4
LogOn
• Nothing stopped W. Edwards Deming. • ASQ: 70 years strong.
Expert Answers
• Condition control for storage, assembly areas.
Keeping Current
• Quelling queue concerns. • Team excellence award recipients.
Mr. Pareto Head
QP Toolbox
QP Reviews
DEPARTMENTS
Up Front
Lesson plan.Innovation Imperative
New technology will necessitate new types of jobs.
Measure for Measure
The nuances of metrics in technical writing.
Quality in the First Person
Explaining quality to outsiders.
Career Corner
Analyzing risk before switching jobs.
Standards Outlook
Revision inspires rethinking of quality management.
One Good Idea
A new method to deal with deviation.
BONUS
Back to Basics
Using the VOC matrix within your organization. Mail Quality Progress/ASQ 600 N. Plankinton Ave. Milwaukee, WI 53203 Telephone Fax 800-248-1946 414-272-1734 414-272-8575 Email
Follow protocol of first initial and full last name followed by @asq.org (for example, [email protected]).
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Quality Progress is a peer-reviewed
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Author Guidelines
To learn more about the manuscript review process, helpful hints before submitting a manuscript and QP’s 2016 editorial planner, click on “Author Guidelines” at www. qualityprogress.com under “Tools and Resources.“
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Membership and Subscriptions For 70 years, ASQ has been the worldwide provider of information and learning oppor-tunities related to quality. In addition, ASQ membership offers information, networking, certification and educational opportunities to help quality professionals obtain practical solutions to the many problems they face each day. Subscriptions to Quality Progress are one of the many benefits of ASQ mem-bership. To join, call 800-248-1946 or see information and an application on p. 49. List Rentals
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COLUMNS
QUALITY PROGRESS
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 $17 per copy; nonmembers $25 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. © 2016 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.
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ASQ’s Vision: By making quality a global priority, an organizational imperative and a personal ethic, the American Society for Quality becomes the community for everyone who seeks quality technology, concepts or tools to improve themselves and their world.
- SAMPLE SIMPLIFICATION
Determining the sample size for incoming inspections.
- LOOKING AT THE WHOLE
Know your supply chain front to back to make better decisions.
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SPECIAL SECTION
ASQ’S CONTINUING
EDUCATION AND
PROFESSIONAL
DEVELOPMENT DIRECTORY
p. 5612
UPFRONT
Lesson Plan
Kick-start your career with certifications
LAST MONTH, I visited Washington, D.C., to attend my industry association’s premier event, Association Media & Publishing’s Annual Conference. While there, I attended the association’s Excel Awards, which honors the best work from the association publish-ing world. Receivpublish-ing an Excel Award is one of the greatest achievements you can attain in this profession, and that feather in your cap can add great credibility to your résumé and LinkedIn profile. On top of that, there’s a plaque that you can proudly display in your office. The award leaves no doubt that you’re a winner.
Associations, in general, have their own respective award or recognition programs, and ASQ is no exception. The difference with ASQ, though, is that you get something more valuable and sustaining than a shiny plaque—you get knowledge. And with knowl-edge comes power. That is what ASQ certifications are meant to do.
Earning ASQ certifications can be challenging. I’ve heard from readers who were dis-couraged and stressed, or who simply gave up after trying and failing a couple of times. Failing isn’t fun, especially when you feel you should know the subject matter like the back of your hand.
This month, we’ve got your back. In “A Quick Study,” p. 16, learn about how project management techniques can be put to use in building a study plan to help you pass a certification exam. In particular, using a prioritization matrix, Bloom’s Taxonomy and a work breakdown structure can be great tools to organize and focus on the material you must know.
Author Kristy Kistner writes that this extra effort can pay big dividends at the end of the study process, just like it did for her. “Being adequately prepared helped me over-come test anxiety and feel comfortable on exam day.”
Two other feature articles in this issue make the case for pursuing certifications: In “Clear Pathway,” p. 22, the authors answer commonly asked questions for those who may be hesitant about investing time and effort into these career-advancing opportunities. In “Pulling It All Together,” p. 28, the author covers many of the ins and outs of profes-sional certifications—in particular, ASQ’s offerings—and the payoff that waits for those individuals who achieve these special recognitions.
In related news, ASQ recently announced plans to transition its certification testing to a computer-based process. So starting in September, no more paper and pencils—just computers. The change will allow for quicker results, enhanced security, additional test-ing days and somethtest-ing that’s always music to the ears of quality professionals: a more streamlined process. Visit http://asq.org/cbt to study up on more details about this excit-ing development. QP . QP DIRECTOR OF KNOWLEDGE PRODUCTS Seiche Sanders ASSOCIATE EDITOR Mark Edmund ASSISTANT EDITOR Tyler Gaskill CONTRIBUTING EDITOR Lynsey Hart MANUSCRIPT COORDINATOR Valerie Ellifson COPY EDITOR Susan E. Daniels ART DIRECTOR Mary Uttech GRAPHIC DESIGNER Sandy Wyss PRODUCTION Cathy Milquet ADVERTISING PRODUCTION Barbara Mitrovic
DIGITAL PRODUCTION SPECIALISTS Julie Stroik Julie Wagner MEDIA SALES Naylor LLC Lou Brandow Krys D’Antonio Nicholas Manis Norbert Musial Erin Pande
MEDIA SALES ADMINISTRATOR Kathy Thomas MARKETING ADMINISTRATOR Matt Meinholz EDITORIAL OFFICES Phone: 414-272-8575 Fax: 414-272-1734 ADVERTISING OFFICES Phone: 866-277-5666 ASQ ADMINISTRATION CEO William J. Troy Senior Leadership Andrew Baines Michael Barry Kalleen Bruch Lynelle Korte Brian J. LeHouillier Dick Palmersheim Shontra Powell
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 minor-ity views. Opinions expressed are those of the authors and not QUALITY PROGRESS
Q
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QP • www.qualityprogress.com 6
LOG
ON
Lasting legacy
I loved reading about W. Edwards Deming in “Always Applicable” (June 2016, pp. 46-53). He was a man who changed a country, but remained mostly unknown even into the 1980s. Good ideas with positive messages
are sometimes ig-nored or challenged, and it’s common for someone to say, “That’s not applicable here.”
That didn’t stop Deming from spread-ing his ideas, even when the Western world would not listen to him. Those who continue listening to him have stayed in busi-ness after all these years.
Cherry Trinidad Surrey, British Columbia
“Always Applicable” was an interesting and useful article, especially for those unfamiliar with W. Edwards Deming. For those who are familiar with his life and teachings, there are many interesting questions this article did not discuss, such as: Why are Deming’s ideas not required reading for today’s busi-ness leaders? Why has attention to his ideas steadily decreased over the last 20 years? Why is a new generation of CEOs seemingly uninterested in his work? Which of Dem-ing’s principles have become obsolete in today’s environment? Which ideas should be renewed or removed?
Vladimir Shper Moscow, Russia
Birthday wishes
In response to ASQ’s 70th anniversary (“Trivia Time,” May 2016, pp.18-25):
I became an ASQ member in April, but I’ve been reading ASQ articles since 2007
Seen&
Heard
Stay
Connected
Find the latest news, quips and targeted content from QP staff.
Director of Knowledge Products Seiche Sanders:
@ASQ_Seiche
Associate Editor Mark Edmund: @ASQ_Mark
Assistant Editor Tyler Gaskill: @ASQ_Tyler
Contributing Editor Lynsey Hart: @ASQ_Lynsey [email protected] www.facebook.com/ groups/43461176682 www.linkedin.com/groups/quality-progress-magazine-asq-1878386 after I retired from the U.S. military.
I’m looking forward to expanding my knowledge and sharing it with future generations. More power to ASQ in sustaining the strength of the nation. Happy 70th anniversary!
Miguel Otero Huntsville, AL
I became an ASQ member in 2014 and have been focused on reading most of ASQ’s articles about quality. After I sat for the certified quality technician exam and didn’t pass, I started losing hope that I would become certified. But I’ve reversed my psychology, and I’m studying harder. I know ASQ will help me achieve my goal of becoming a quality lover. More power to ASQ, and happy 70th anniversary.
Virginia Wilson South Bend, IN
ASQ’s excellent track record was cap-tured in “Trivia Time.” This is awesome for a global organization that propa-gates quality, and advocates quality of life and social responsibility with no borders.
Girish Trehan Ontario, Canada
Relevant classification
“Beyond Tried and True” (May 2016, pp. 42-49) was a great article. Thanks for writing it, Lance. The supplier risk classification form has helped me see how to address this in my own organization. I like the way this piece was written. It’s concise, clear and relevant to the newly revised ISO 9001 standard.
John Abson Frimley, United Kingdom
Tune In
How should you approach employ-ees about change initiatives to gain their buy-in? Watch ASQ TV’s latest episode to find
out, and also learn about a tool that can make meetings more effective and curb personality clashes.
Visit http://videos.asq.org to access the full video library. www.qualityprogress.com | June 2016
Putting Best Practices to Work
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QU ALITY PROGRESS | JUNE 2016 CHANGE MANAGEMENT VOLUME 49/NUMBER 6 QUALITY PROGRESS p. 22 Change Your Quality System, Change Your Culture Capability model for next-level performance p. 38 Showing evidence of risk-based thinking p. 61 Plus:Joint
Forces
Improvement efforts atJoint Commission linked to culture change p. 14
Q
QUALITY PROGRESSP
PAST CHAIR
Cecilia Kimberlin, Kimberlin LLC (retired – Abbott) CHAIR
Patricia La Londe, CareFusion CHAIR-ELECT
Eric Hayler, BMW Manufacturing TREASURER
G. Geoffrey Vining, Virginia Tech, Department of Statistics
SECRETARY William J. Troy, ASQ DIRECTORS
Donald Brecken, Ferris State University Heather L. Crawford, Apollo Endosurgery Raymond R. Crawford, Parsons Brinckerhoff Ha C. Dao, Emerson Climate Technologies Inc. Benito Flores, Universidad de Monterrey
Edwin G. Landauer, Clackamas Community College David B. Levy, Boyce Technologies Inc.
Austin S. Lin, Google
Luis G. Morales, Damiler Trucks North America Mark Moyer, CAMLS
Sylvester (Bud) M. Newton, Jr., Alcoa Daniella A. Picciotti, Bechtel Steven J. Schuelka, SJS Consulting Jason Spiegler, Camstar Systems Inc. Sunil Thawani, Quality Indeed Consulting FZE Allen Wong, Abbott
QP EDITORIAL REVIEW BOARD Randy Brull, chair
Administrative Committee Brady Boggs, Randy Brull, Jane Campanizzi, Larry Haugh, Jim Jaquess, Gary MacLean, R. Dan Reid, Richard Stump
Technical Reviewers
Naveen Agarwal, Suresh Anaganti, Andy Barnett, Matthew Barsalou, David Bonyuet, David Burger, Bernie Carpenter, L.N. Prabhu Chandrasekaran, Ken Cogan, Linda Cubalchini-Travis, Ahmad Elshen-nawy, Mark Gavoor, Kunita Gear, Daniel Gold, T. Gourishankar, Roberto Guzman, Ellen Hardy, Lynne Hare, Ray Klotz, T.M. Kubiak, William LaFol-lette, Pradip Mehta, Arind Parthasarathy, Larry Picciano, Gene Placzkowski, Tony Polito, Peter Pylipow, Imran Ahmad Rana, John Richards, James Rooney, Brian Scullin, Abhijit Sengupta, Amitava Sengupta, Mohit Sharma, A.V. Srinivas, Joe Tunner, Manu Vora, Keith Wagoner, Jack Westfall, Doron Zilbershtein
QUICK POLL RESULTS
Each month at www.qualityprogress.com, visitors can take an informal survey. Here are the results from last month‘s Quick Poll:
What is the most critical factor in a successful change management initiative?
Ensuring the changes can be sustained. Gaining staff buy-in.
Involving all key stakeholders.
Understanding an organization’s culture.
34%
34% 16%
16%
Visit www.qualityprogress.com for the latest question:
What is most important for career advancement in quality?
• Attaining certifications. • Networking.
• Keeping up with industry trends and news. • Attending conferences or training seminars.
QP
Quality
News
TODAY
Recent headlines from ASQ’s global news service
Honda Rethinks Henry Ford’s Assembly LineWhen Henry Ford pioneered the assembly line, he reasoned that assemblers could work faster if they didn’t have to keep track of multiple tasks and the correct order of installa-tion. Honda Motor Co. is challenging those assumptions as it reinvents mass production for its Civic model. It introduced a new assembly approach that requires each worker to handle as many jobs as five workers would handle on a traditional Honda line.
(http://tinyurl.com/rethinking-assembly-lines)
Robot Invasion Hasn’t Happened—Yet
The robots are coming—but not in numbers that would imperil most Americans’ jobs. Most economists doubt the gloomy predictions of mass unemployment. True, robots enjoy some advantages over humans; they can work 24 hours a day and don’t earn fringe benefits. Still, the economists have history on their side. It’s all happened before. (http://tinyurl.com/no-robot-invasion)
Receive Career Advice and Job Postings
Career Connection is a new monthly enewsletter that features articles, videos and other
resources that can help you grow your professional quality career and improve your workplace. Career Connection also will deliver the latest quality-related job postings to your inbox and help your organization find top talent. To subscribe, visit http://tinyurl. com/asq-career-connection.
Our Experts Want Your Quality Questions
If you’re struggling with a difficult quality problem, our experts can help. Send your questions to [email protected] or submit them at http://tinyurl.com/qpexpertanswers, and a subject matter expert will provide a solution.
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QP • www.qualityprogress.com 10
Condition control
Q: For shelf-life materials that have tempera-ture and humidity requirements for storage, do you have to use the same temperature and humidity controls after the material is removed from storage and used in assembly areas?
Monica Landry Sun Valley, CA
A: The general answer is yes, but there are several things to consider. For shelf-life material, if any environmental conditions are critical, the storage area is assumed to be controlled for those conditions. A controller can create and maintain speci-fied temperatures and relative humidity (RH) levels, and a data logger can monitor these factors at scheduled intervals to verify the conditions were constant.
Monitoring equipment must be cali-brated and traceable to the International System of Units through the U.S. Metric Program of the National Institute of Stan-dards and Technology. A laboratory that is accredited to the ISO/IEC 17025 standard can help your organization meet this met-rological traceability requirement.1
If your storage area is not controlled after the material is removed—depending on the volume of storage—it may be more difficult to achieve the controlled tempera-ture and RH conditions after another batch of environmentally sensitive material is acquired for storage.
During an audit assessment, it’s your organization’s responsibility to prove that required environmental conditions were maintained at all times, including time in storage. Without time-stamped data that’s logged with a traceable instrument, it’s difficult to prove environmental conditions were maintained, including a user’s inten-tion to not maintain the storage condiinten-tions when material was not stored. This also in-cludes the amount of time needed to reach a specified temperature and RH condition because you also must consider factors in
stabilization from ambient conditions. It also is prudent to include records for time and date of storage, and any removals of sensitive material that can be compared with the temperature and RH data logs for compliance verifications.
Dilip A. Shah President, E = mc3 Solutions Medina, OH
REFERENCE
1. International Organization for Standardization and Interna-tional Electrotechnical Commission, ISO/IEC 17025:2005—
General requirements for the competence of testing and calibration laboratories.
ISO 9001 revision and AS9100
Q: How will ISO 9001’s 2015 revision affect AS9100, because this standard already incorporates all current ISO 9001 require-ments?
Versie Adams San Lorenzo, CA
A: This question is best suited for—and de-pendent on—your third-party registrar, and what I provide can be only directional: The final answer must come from your “trusted advisor” for your quality system. With that said, a couple major differences are high-lighted on the International Organization for Standardization’s website, such as the area of structure and risk-based thinking.1
The new structure has moved from five sections to seven. This allows ISO 9001:2015 to be more user friendly for cer-tified organizations that are using multiple management systems.
The other main difference is how risk-based thinking is applied. Risk-based thinking was always part of ISO 9001. But previously, the idea was that risk-based thinking was part of what organizations did intrinsically. Now, however, the expecta-tion is that all risks must be considered. After reading several articles on the topic, I walked away feeling like a failure mode and effects analysis event will be a part of the documentation of the entire supply
chain in an organization.
This is a brief answer to a broad ques-tion, and I want to emphasize that you should consult with your third-party regis-trar. It is well-suited to help you understand your specific implications for these two quality systems.
Keith Wagoner Certified quality engineer Wilmington, NC
REFERENCE
1. International Organization for Standardization, “ISO 9001: Moving from ISO 9001:2008 to ISO 9001:2015,” ISO.org, http://tinyurl.com/from-2008-to-2015.
Safe and statistically sound
Q: I work at a seafood production facility that processes individually quick-frozen sea scallops. We measure shell defects (shell pieces attached to the scallops) by drawing a sample from a continuous-flow conveyor belt, counting the shell defects and rejecting the lot if we find defects in two consecutive samples.
Considering this process—which isn’t statistically sound—what is the best method of control that could be applied to the process to ensure we can take action in a timely manner? Visualize our process as one in which the scallops resemble thou-sands of marbles travelling on a conveyor belt, and a few might have shell pieces on them.
Jeff MacIntosh Lockeport, Nova Scotia
A: While the process described is not sta-tistically derived, it raises three questions that must be answered before instituting a new process:
1. How large is the sample you’re cur-rently gathering and possibly rejecting? 2. Based on past data, what percentage of
your samples are you rejecting, or what percentage of defective products do you think you have?
3. What is the population size? This could be the approximate number of scallops
on the belt per unit of time—such as 15 minutes, one hour, four hours or 24 hours—and how many samples are taken per time unit?
Using sampling for attributes based on the Handbook of Sampling for
Audit-ing and AccountAudit-ing (McGraw-Hill, 1974)
and a statistical sample size calculator,1
we were able to create the following example:
If your production facility processes 5,000 pounds of scallops per hour and there are, on average, 20 scallops per pound (or 100,000 scallops processed per hour), and you believe 2% or less of your scallops have shells (are defective): 1. You want to be 95% sure that the
oc-currence of shells is less than ±2%.
2. You want the precision of your estimate to be ±2%.
You would need a random sample of 188 scallops per hour to be 95% certain that you are estimating the true incidence of shells with ±2% precision.
If 188 out of 100,000 are too many tests to conduct or begin taking too long, there are many ways to personalize the process to your facility to minimize loss. The test also would be based on a batch size that’s specific to the facility if differ-ent processing steps have varying failure rates.
Taking a random sample from a con-tinuous conveyor over a fixed time also can be daunting. We would recommend starting at a random place in the batch
and taking a systematic sample from that point on. Statistically speaking, this is a well-documented technique.
Julia E. Seaman Pharmacogenomics doctoral student University of California-San Francisco
I. Elaine Allen Professor of biostatistics University of California-San Francisco
REFERENCE
1. “Statistical Sample Size Calculator,” Cognet QC Systems, cogentqc.com/tools-resources/statistical-calculator.
BIBLIOGRAPHY
“Skaginn Completes Frozen Scallop Processing Line for East-ern Fisheries,” Undercurrent News, May 6, 2015, http:// tinyurl.com/scallop-processing.
“Scallop Program,” Tichon Seafood Corp., http://tinyurl.com/ scallop-program.
EXPERT
ANSWE RS
2
THEASQ
GLOBAL
STATE
OFQUALITY
R ES E A RC HThe ASQ Global State of Quality is the only research that creates a baseline of fundamental quality and continuous improvement practices around the world. The fi ndings and analyses provide a guide for businesses to improve
organizational performances.
Read “Discoveries 2016” today.
Visit
globalstateofquality.org to download “Discoveries 2016.”
CERTIFICATION MEMBERSHIP PUBLICATIONS TRAINING CONFERENCES
Global State of Quality 2 Research
2016
DISCOVERIESM
QP • www.qualityprogress.com 12
KEEPING
CURRE NT
Most of the time, people don’t like waiting in lines. Whether stagnant at supermarket check-outs, halted at highway on-ramps during rush hour or—as thousands of U.S. air travelers recently ex-perienced—stalled at airport security screening checkpoints, long lines are usually stressful and aggravating if you have places to go, people to meet and work to do.
Americans spend about 37 billion hours each year waiting in lines.1 Some spend the equivalent of a year or two of their lives
waiting in lines, other research suggests.2
Is there anything that can be done to address this very real customer-experience issue, which can—to name a few concerns— damage an organization’s reputation, hurt individual and group productivity, and harm customer retention efforts?
For the airlines and airports dealing with a crush of travelers and a shortage of U.S. Transportation and Security Administration (TSA) workers, a slew of solutions have been suggested: waiving checked-bag fees so screeners don’t need to peruse as many car-ry-on items; lowering the enrollment cost for precheck programs to divert more travelers through these shorter lines; deploying more dogs to assist in screening; and getting airlines to help with work not directly related to security, such as moving bins to speed TSA checks of carry-on items.
For other organizations, however, most queue quandaries come down to reorganizing and instituting better line systems and struc-tures, managing customer expectations, and understanding the science and psychology of lines and wait times.
Organization and structure
In the early 20th century, A.K. Erlang, a Danish engineer, developed the first mathematical models of how lines worked to help a phone company figure out how many phone lines and operators the central switchboard needed to
keep customers from wait-ing too long. Erlang used probability and statistics to model how bottlenecks form as customers arrive, and how quickly
compa-nies needed to provide service to keep queues moving.3
In most settings where businesses serve large volumes of cus-tomers in person, much comes down to the type of line businesses organize to maintain order and move the service process forward: several parallel lines for customers to choose from or one long, serpentine line that everyone waits in.
The systems each have advantages and disadvantages. Multiple parallel lines require more employees to handle customers. Serpen-tine lines require more floor space where the line can form, mean-ing it doesn’t work in all business designs.4
Essentially, if both systems work efficiently, the mean wait time is about the same. However, Richard Larson, a professor who stud-ies queuing theory at the Massachusetts Institute of Technology in Cambridge, and other queue researchers argue that the single, serpentine line has a more important advantage: It seems socially fairer because customers who arrive first are always served first.5
Managing customer expectations
Aside from line logistics, handling what goes on inside the minds of waiting customers can have a huge impact on how the custom-ers perceive wait times and react to what’s happening—or not happening.
Enter $52 billion entertainment giant Walt Disney Corp., which operates eight theme parks around the world that attract millions of visitors each year. Disney knows how to handle crowds and has designed queues that are entertaining and create anticipation for rides—keeping most people from constantly checking the clock.
“In my book, they’re No. 1 in the psychology and in the phys-ics of queues,” said Larson, who is also known in some circles as “Dr. Queue.” Disney designs lines so successfully that parents with young children can happily stand in line for an hour for a
four-min-ute ride—a pretty remark-able feat, Larson said. The capacity of the line and the ride, too, are carefully calculated to balance cus-tomer satisfaction with profits.6
CUSTOMER EXPERIENCE
Queue Quandaries
KEEPING
CURRE NT
NAME: Paulo Sampaio. RESIDENCE: Braga, Portugal. EDUCATION: Doctorate in industrial
engineering from the University of Minho in Braga.
CURRENT JOB: Professor of quality and organizational excel-lence at the University of Minho.
INTRODUCTION TO QUALITY: In the third year of his industrial engineering graduate program, Sampaio took a quality manage-ment course from Tavares de Oliveira. From the beginning of the course, he decided quality would become his profes-sional field.
PREVIOUS POSITIONS: Project manager at the Portuguese Association of Certification and visiting scholar at the Massachusetts Institute of Technol-ogy in Cambridge.
ASQ ACTIVITIES: Member of the Quality Management Journal editorial board; country counselor for Portugal; member of membership committee; member of the Influential Voices group of bloggers; member of the Feigenbaum medal commit-tee; member of the Global Advisory Board; and liaison to the voice of the costumer committee.
PUBLISHED WORKS: Sampaio has had about 200 papers pub-lished in international and national journals, conference proceed-ings, books and technical reports. He also recently coauthored
Quality in the 21st Century: Perspectives from ASQ Feigenbaum Medal Winners (Springer International Publishing, 2016).
RECENT HONORS: Received Best Paper Award in the student technical paper competition at ASQ’s World Conference on Quality and Improvement in 2006; received best doctoral thesis in the field of quality from the Portuguese Association for Qual-ity in 2008; named one of QP’s “40 New Voices of QualQual-ity Under 40” in 2011; ASQ’s Feigenbaum Medalist in 2012; and nomi-nated as an associate member of the International Academy for Quality in 2014.
PERSONAL: Wife, Carolina; two children—Pedro, 6, and Carolina, 2. FAVORITE WAYS TO RELAX: Traveling, watching cinema, read-ing and mountain bikread-ing.
QUALITY QUOTE: A better world with quality.
Q
Who’s Who in
Disney also is known as a master of applied queuing psychology— that is, it overestimates wait times so visitors are pleasantly surprised when they hop on rides seemingly ahead of schedule.7
To placate those air travelers stuck in long security lines and take their minds off the frustration of waiting, some airports have deployed circus entertainers and therapy ponies, and provided live music and free snacks.
Larson said those offerings could easily backfire. “It works for Disney in the amusement parks,” he said. Passengers who miss flights due to long checkpoint lines may end up being more furious “because they’ll feel like they were being distracted from what’s re-ally important—getting on the plane,” he said.8
Technology solutions
Perhaps airports, airlines and other organizations could take a cue on queues from some technology-based solutions now available: • Disney reportedly invested $1 billion into its “My Disney Experience”
planning system, which uses a smartphone app and MagicBand bracelets with embedded radio-frequency identification chips that visitors use to schedule ride times, character meet-and-greets, parade viewing and dining.9
• Professional line service companies are popping up in some major cities for those who feel inpatient or too busy to wait for tickets at box offices, seats at restaurants or just-released electronic games at stores. For example, you can hire SOLD (Same Ole’ Line Dudes) via its website or app so one of its line sitters can hold your place in a line. The first hour costs $25 and each additional 30 minutes cost $10. • Organizations such as QLess and Wavetec developed electronic
queue management systems to help businesses organize, engage and measure waiting and enhance the customer experience. That means using technology to allow customers to reserve spots in line and manage customer flow within stores.
Worthwhile waiting?
There will always be customers waiting in lines somewhere. Some organizations may not have the means to hire more employees, invest in technology or partner with experts to find ways to quell queues.
For some organizations, however, long lines may actually be en-hancing their reputations and increasing product appeal. Think about the first day a must-have gadget or hot concert ticket goes on sale, or an exclusive restaurant that doesn’t take reservations opens.
QP • www.qualityprogress.com 14
KEEPING
CURRENT
ASQ WORLD CONFERENCE
TWO TEAMS ACHIEVE SILVER-LEVEL
STATUS AT ASQ WCQI COMPETITION
Two teams from Jabil Circuit—one from Shanghai and one from Singapore—were awarded silver-level status as part of the ASQ International Team Excellence Awards Process for their work in increasing efficiencies and financial savings.
ASQ announced the silver-level award win-ners—along with two bronze-level teams—at
its World Conference on Quality and Improve-ment in May in Milwaukee. A total of 36 teams from nine countries competed for gold, silver and bronze status. No teams in this year’s awards process earned gold status.
The Jabil Circuit, Shanghai team used Six Sigma tools to shorten order response time to increase customer satisfaction and
efficien-cies. The successful project also resulted in significant annual cost savings.
The Jabil Circuit, Singapore team leveraged lean and Six Sigma tools to decrease mate-rial handling costs. As a result, the team reduced warehouse process cycle time by 61%, reduced operating cost by 22% and increased warehouse space
by 92%.
Teams awarded bronze-level status were:
• Molinos Rio de la Plata, Loading Like Tetris Team, Buenos Aires, Argentina.
• Telefonica-Argentina, Complaint Busters Team, Buenos Aires.
Nearly 3,000 people attended this year’s conference. Next year’s event is scheduled for May 1-3, 2017, in Charlotte, NC. For more information, visit http://asq. org/wcqi.
SHORT
RUNS
THIRTY-FOUR ORGANIZATIONSsubmitted applications for the 2016 Malcolm Baldrige National Quality Award: 21 healthcare organizations, four education organizations, four nonprofits, three small businesses and two service businesses. Bal-drige examiners will evaluate the award applicants throughout the summer before conducting site visits. Recipients will be selected in November and receive their awards in the spring of 2017.
THE 21ST INTERNATIONAL
Conference of the Israel Society for Quality will be Nov. 15-17 in Tel Aviv, Israel. Watch for updates on the scheduled presentations and lectures by visiting www. en.quality2016.co.il.
THE AMERICAN PRODUCTION and
Inventory Control Society will host its annual conference Sept. 25-27 in Washington, D.C. More than 70 pre-senters will speak on supply chain, operations and logistics manage-ment topics, including strategy, risk and resilience, sales and operations planning, and leadership. For more information, visit www.apics.org/ annual-conference/home.
Waiting for something can increase its value, according to Ayelet Fishbach, a behavioral science professor, and this increase can cause customers to be more patient. In other words, it makes something worth waiting for. The waiting culture cre-ated around this demand could be a signal of quality for some and can increase the product or service’s value or a organiza-tion’s reputation.10
This waiting culture, obviously, can’t apply to airports and airlines because their long lines are delaying customers from the service they’ve already paid for: a plane ride.
—compiled by Mark Edmund, associate editor
REFERENCES
1. Alex Stone, “Why Waiting Is Torture,” New York Times, Aug. 18, 2012, http://tinyurl.com/nytimes-lines-torture. 2. Anna Swanson, “What Really Drives You Crazy About
Waiting in Line (It Actually Isn’t the Wait at All),” Washington
Post, Nov. 27, 2015,
http://tinyurl.com/wash-post-crazy-lines. 3. Ibid. 4. Ibid. 5. Ibid 6. Ibid.
7. Stone, “Why Waiting Is Torture,” see reference 1. 8. Harriet Baskas, “When It Comes to Fixing TSA Security
Lines, Everyone’s Got an Idea,” NBC News.com, May 20, 2016, http://tinyurl.com/nbc-tsa-fixes.
9. Suzanne Rowan Kelleher, “How Disney Manages Its Leg-endary Lines,” Fox Travel News, June 3, 2016, http://tinyurl. com/fox-disney-lines.
10. Bourree Lam, “The Logic of Long Lines,” The Atlantic, Jan. 28, 2015, http://tinyurl.com/atlantic-lines-logic.
Queue concerns
(continued from p. 13)MEMBERS OF THE Jabil Circuit, Shanghai team celebrate its silver-level team excellence award.
MEMBERS OF THE Jabil Circuit, Singapore team celebrate its silver-level award.
KEEPING
CURRENT
Mr. Pareto Head
BY MIKE CROSSEN
C-SUITE
ASQ, CEO SHOW
COLLABORATE ON
EXEC INTERVIEWS
ASQ has partnered with the CEO TV Show, a nationally syndicated program, to develop a series of interviews and facilitate conversa-tions with leading business executives to offer insights on the role and importance of quality in the 21st century. The focus will be on how quality has transformed from a back-end compliance activity to a front-end competitive differentiator.Earlier this year, five CEOs were inter-viewed about their perspectives on quality: David Cote, chairman and CEO of Honey-well; Jo Ann Jenkins, CEO of the American Association of Retired Persons; Terry Jones, founder of Travelocity and Kayak; Ralph de la Vega, vice chair of AT&T Inc. and CEO of AT&T Business Solutions and AT&T Interna-tional; and Charles Lanktree, president and CEO of Eggland’s Best.
ASQ and the CEO TV Show also facilitated a virtual audio roundtable that included: Adam Goldstein, president and COO of Royal Caribbean; Dan Hesse, former CEO of Sprint; and Kip Tindell, CEO of the Container Store.
Read an article based on the transcript of the roundtable at http://tinyurl.com/forbes-ceo-roundtable. Watch for updates on the ASQ-CEO TV Show initiative at http://videos. asq.org and http://videos.ceoshow.com.
ASQ
NEWS
MEMBER HONORED Robin Dudash was
awarded ASQ’s Performance Award and Recognition Innovation Bronze Award for her work on ASQ webinar-based
educa-tion programs. Dudash, a senior member of ASQ, is president of Innovative Quality Products and Systems Inc. in Lyndora, PA, where she oversees all quality assurance webinar courses. She also oversees the ASQ Pittsburgh Section’s webinar-based training programs.
PACT ANNOUNCED The ANSI-ASQ
Na-tional Accreditation Board (ANAB) and the National Association of Medical Examin-ers (NAME) formed an alliance that allows ANAB to administer the NAME accredita-tion program. For more informaaccredita-tion about the pact, visit http://anab.org.
SCHOLARSHIP AWARDED The
Health-care Division awarded its $2,000 Night-ingale Scholarship to Heidi Kook-Willis of Austin, TX, for her outstanding commit-ment to pursuing quality improvecommit-ment in the healthcare field. Kook-Willis is working toward her graduate degree as an adult
geriatric primary care nurse practitioner at the University of Texas, Medical Branch School of Nursing, Galveston, TX. She is employed as a telemetry nurse at Seton Medical Center Hays in Kyle, TX, and as a palliative nurse at Home Therapy of Austin.
NEW STATISTICS BOOK A new ASQ
Quality Press book features a collection of 90 Statistics Roundta-ble columns previously published in QP.
Sta-tistical Roundtables,
edited by Christine Anderson-Cook and Lu Lu, is broken into nine chapters on top-ics such as statistical engineering, data quality and measurement, data collection and key statistical tools. The 480-page book costs $60 for ASQ members and $99 for nonmembers. For more details, visit http://tinyurl.com/stats-roundtables.
CASE STUDY ADDED A new case study
profiles a U.S. Department of Defense lab that became the first of its kind to achieve ISO 17025 accreditation for its work in analyzing chemical warfare agents. Visit http://tinyurl.com/asq-case-study-cwa to read it.
by Kristy Kistner
PURSUING ASQ CERTIFICATIONS
can send people
through a common preparation process: They read all the certification
material available on ASQ’s website, ensure they understand the body
of knowledge (BoK) and draw up plans to pass the exam.
To pass an exam, you must have an organized
study plan and apply your efforts to BoK topics
you feel are your weaknesses.
Because preparing for a certification exam is a
project, using project management tools, such as
a work breakdown structure (WBS), can help you
organize your study method.
Creating a prioritization matrix will focus your
efforts, and developing an index of your study
materials will provide you an easy reference guide
to use during an exam.
In 50 Words
Or Less
• By using project man-agement techniques, those taking certifica-tion exams can create more effective and com-prehensive study plans. • Using a prioritization
matrix and Bloom’s Tax-onomy helps individuals find areas of a body of knowledge on which to focus their studies, and helps them create more effective open-book reference materials.
A Quick Study
Use a project management
CERTIFICATION
18
Creating a WBS
A WBS is used for breaking down a project into easily manageable com-ponents (see Table 1). To organize your certification study plan, begin with the following steps:
• Break the study plan into lower-level chunks of work: Determine
the large chunks that must be com-pleted for your study plan to suc-ceed, and assign a number to each chunk.
• Break down each component:
Continue breaking down the tasks until you can estimate the amount of time you’ll need to complete each.
• Determine timeframes for each task: Identify the planned start
and completion date for each task. As your work progresses, revise planned dates to sustain a realistic schedule.
Focus on your weaknesses
A BoK includes topic areas and sub-text that identify specific content that may be on the exam. Focus your study efforts by creating a matrix and as-signing a strength level to each topic based on your knowledge level.
You can list the major sections, or for a more detailed view, include subsections and descriptions of each. Table 2 shows an example of how a prioritization matrix can help.
Consider Bloom’s Taxonomy
ASQ uses the six levels of cognition of Bloom’s Taxonomy to indicate ques-tions’ complexity for each BoK topic, and they’re listed from least to most complex (see Table 3, p. 20).
You can determine the required level of preparation by including lev-els in your prioritization matrix and using them to gauge your strength level for each topic. Topics
requir-WBS No. Item Start Finish
1.0 Apply July 2 Aug. 15
1.1 Create résumé July 2 Aug. 4
1.2 Complete application Aug. 4 Aug. 10
1.3 Submit Aug. 10 Aug. 15
2.0 Prepare for exam July 2 Oct. 22
2.1 Purchase and receive study materials and training courses:
• Study item No. 1—Order from (list source) • Study item No. 2—Order from (list source) • Study item No. 3—Order from (list source) • Training course No. 1—Order from (list source) • Training course No. 2—Order from (list source)
July 2 July 9
2.2 Review study materials July 9 Aug. 13
2.2.1 Study item No. 1 (Aim for reading 100 pages per week) July 9 Aug. 6 2.2.1.1 Chapters 1-8 (pp. 1-111) July 9 July 16 2.2.1.2 Chapters 9-20 (pp. 112-205) July 9 July 16 2.2.1.3 Chapter 21-Appendix J July 16 July 23
2.2.2 Study item No. 2 July 23 July 30
2.2.3 Study item No. 3 July 23 Aug. 13
2.2.3.1 Sections I-II (71 pages) July 23 July 30 2.2.3.2 Sections III-IV (138 pages) July 30 Aug. 6 2.2.3.3 Sections V-VI (94 pages) Aug. 6 Aug. 13 2.2.3.4 Sections VII-VIII, appendix (120 pages) Aug. 6 Aug. 13
2.3 Complete training courses Aug. 13 Nov. 19
2.3.1 Training course No. 1 Aug. 13 Aug. 27
2.3.1.1 Sections 1-2 Aug. 13 Aug. 20 2.3.1.2 Sections 3-4 Aug. 20 Aug. 27 2.3.1.3 Section 5 and post-course exam Aug. 27 Sept. 3
2.3.2 Training course No. 2 Sept. 3 Sept. 17
2.3.2.1 Sign up for course Aug. 20 Sept. 3 2.3.2.2 First half Sept. 3 Sept. 10 2.3.2.3 Second half Sept. 10 Sept. 17
2.3.3 Training course No. 3 Sept. 24 Oct. 22
2.3.3.1 Answer book (sections 2-6) Sept. 24 Oct. 1 2.3.3.2 Answer book (sections 7-8) Oct. 1 Oct. 8
2.3.4 Question bank Oct. 15 Oct. 22
2.3.4.1 Subject No. 1 # of questions:
% of exam:
% scored of practice questions:
Oct. 15 Oct. 22 2.3.4.2 Subject No. 2 # of questions:
% of exam:
% scored of practice questions:
Oct. 15 Oct. 22 2.3.4.3 Subject No. 3 # of questions:
% of exam:
% scored of practice questions:
Oct. 15 Oct. 22 2.3.4.4 Subject No. 4 # of questions:
% of exam:
% scored of practice questions:
Oct. 15 Oct. 22 2.3.4.5 Subject No. 5 # of questions:
% of exam:
% scored of practice questions:
Oct. 15 Oct. 22 Break Oct. 22 Oct. 29
2.3.5 Electronic exam Oct. 29 Nov. 19
2.3.5.1 Subject No. 1 Oct. 29 Nov. 5 2.3.5.2 Subject No. 2
2.3.5.3 Subject No. 3 Nov. 5 Nov. 12 2.3.5.4 Subject No. 4
2.3.5.5 Subject No. 5 Nov. 12 Nov. 23 2.3.5.6 Subject No. 6
2.4 Prepare materials to take to exam Oct. 1 Nov. 30
2.5 Final review Nov. 23 Nov. 30
3.0 Take exam Dec. 1
Work breakdown structure example
/ TABLE 1
ing higher cognitive levels warrant more in-depth preparation. For topics with a cognitive level of “apply,” you must remember, understand and apply that area’s concepts. In this topic, a question might ask for a definition (remember) or a calculation (ap-ply). For a topic with an “evaluate” level, you also will be expected to analyze and evaluate (make a
judgment on) the concepts.
ASQ’s certification handbooks include sample exam questions for each level of cognition such as:
A lot of 500 units is submitted by a supplier whose past history indicates that about 1% defectives should be expected. A random sample of 30 units is collected from the lot. Which of the following
CERTIFICATION
Section Subsection Description
Level needed
(taxonomy) levelMy Quality tools
and techniques
Verification and validation Define and distinguish between and use various methods of verifying and validating processes. Analyze Low Process variation Identify and distinguish between common and special-cause variation. Apply Medium
Audit program management
Business and financial impact
Identify, describe and analyze an audit program’s effect on the four cost-of-quality categories: prevention,
appraisal, internal failure and external failure. Analyze Low
Audit program management
Examine and summarize audit program results, trends and changes in risk to provide input to management
reviews. Evaluate Medium Analyze audit results to standardize best practices and
lessons learned across the organization. Analyze High
Audit competencies
Conflict resolution
Identify typical conflict situations (mild to vehement disagreements, auditee delaying tactics or interruptions) and determine appropriate techniques for resolving them, such as clarifying the question or request, reiterating ground rules, intervention by another authority or cool-down periods.
Analyze Medium
On-site audit resource management
Identify and apply techniques for managing audit teams, scheduling audit meetings and activities, or making
logistical adjustments. Apply High
Audit process
Audit follow-up, closure Identify and apply various elements of and criteria for audit closure. Apply Medium
Audit performance Identify and differentiate characteristics of objective evidence, such as observed, measured, confirmed or
corroborated, and documented. Analyze High
Audit fundamentals
Professional conduct and consequences for auditors
Define and apply the ASQ Code of Conduct, concepts of due diligence and due care with respect to confidentiality and conflict of interest, and appropriate actions in response to the discovery of illegal activities or unsafe conditions.
Apply Low
Types of quality audits
Identify elements such as audit purpose, data gathering techniques or tracing that quality audits have in common with environmental, safety, financial and other types of audits.
Apply Medium
Define, differentiate and analyze various audit types by auditor-auditee relationship: first party, second party,
third party, and internal and external. Analyze High
probability distributions could be best used to make predictions about the lot?
A. Normal. B. Weibull. C. Poisson. D. Exponential.
This is an “evaluate” question because it requires candidates to use the information provided about the lot and their knowledge of the various distributions
to determine which distribution is most appropriate to use.
Study materials index
Selecting and evaluating reference materials is an im-portant part of preparing for a certification exam, and ASQ specifies a long list of references on its online cer-tification pages. To decide which references you need, consider your knowledge, experience and what should be bolstered. The prioritization matrix will identify topics for you that need more focus.
ASQ allows you to bring reference materials to most certification exams.1 For these to be effective,
how-ever, information must be easy to locate. Highlighting key topics and terms, and developing a cross-reference index that includes page numbers from each book will ensure you find information efficiently during an exam.
Apply your knowledge
The preceding was the project management prepara-tion method I used to pass ASQ’s certified quality audi-tor exam. Being adequately prepared helped me over-come test anxiety and feel comfortable on exam day.
While passing the exam was my goal, preparing for the exam was a professional development experi-ence that helped boost my career by strengthening my knowledge of unfamiliar BoK topics. QP
NOTE
1. With the exception of the constructed response portion of the manager of quality/organizational excellence exam and the performance-based por-tion of the Master Black Belt exam, ASQ exams are open book. Personally generated materials and notes from training or refresher courses are allowed, assuming they meet certain ASQ criteria. Visit http://asq.org/ cert/faq/open-book-exam for details on acceptable exam-day reference materials.
BIBLIOGRAPHY
ASQ, Certification Handbook, 2011, http://tinyurl.com/asq-cert-handbook. Project Management Institute, A Guide to the Project Management Body of
Knowledge (PMBOK Guide), fifth edition, 2013.
ASQ, “Quality Auditor Certification—CQA—Body of Knowledge,” 2012, http:// tinyurl.com/quality-auditor-bok.
QP • www.qualityprogress.com 20
CERTIFICATION
Level Description
Remember Recall or recognize terms, definitions, facts, ideas, materials, patterns, sequences, methods or principles.
Understand Read and understand descriptions, communications, reports, tables, diagrams, directions or regulations.
Apply Know how and when to use ideas, procedures, methods, formulas, principles or theories.
Analyze Break information into its constituent parts to recognize their relationships to one another and how they are organized. Identify sublevel factors or salient data from a complex scenario.
Evaluate Make judgments about the value of proposed ideas or solutions by comparing the proposal to specific criteria or standards.
Create Put parts or elements together in such a way as to reveal pattern or structure that was not clearly there before. Identify which data or information from a complex set are appropriate to examine further or from which supported conclusions can be drawn.
Bloom’s Taxonomy levels
of cognition
/ TABLE 3
Subject Study item
No. 1 Study item No. 2 Study item No. 3 Study item No. 4
Subject No. 1 p. 15 p. 290 pp. 211, 217-224 Subject No. 2 p. 70 p. 245 Subject No. 3 p. 12 p. 16 p. 7 Subject No. 4 pp. 114, 185 p. 142 Subject No. 5 p. 80 p. 61 Subject No. 6 p. 33 p. 172 p. 133 p. 113 Subject No. 7 p. 62 Subject No. 8 p. 81 p. 309
Study material index
example
/ TABLE 4
KRISTY KISTNER is director of the office of quality at Oak Ridge Associated Universities in Oak Ridge, TN. She earned a master’s degree in international affairs from George Washington University in Washington, D.C. Kistner is an ASQ-certified quality auditor and holds a project management professional certifica-tion from the Project Management Institute.
Take the QP Salary Survey
Bucks.
Spänn. Kupang. Khokha. Cockle.
Whatever you call it, it’s still money.
It’s what makes the world go ’round,
some say. And for many, how much
they make can mean all the world.
That’s a big part of why we create
the QP Salary Survey report every
year. But it all starts with you.
On July 1, the 2016 QP Salary
Sur-vey questionnaire opens for you to
respond. The survey is completely
anonymous and the results will be
analyzed in group format only.
Remember, the more people who
take the survey, the more accurate
the results will be. That’s why your
participation is so important.
We’ll publish the most current
salary data for quality professionals
in the December issue of QP—just
about the time for year-end reviews.
Visit
www.asq.org/2016-qp-salary-survey and follow the link to the
survey—which stays open for the
entire month of July.
After you’ve completed the
ques-tionnaire, you’ll be able to enter a
drawing to win a $50 Amazon card.
Consider it a thank you—or maybe
gracias, merci, do jeh, daw-dyeh, or
spasiba—for taking the survey and
contributing to the report.
Clear Pathway
In 50 Words
Or Less
• A workforce comprised of industry-certified profes-sionals can provide great advantages and benefits for employees and the entire organization. • Some still hesitate to
pur-sue these opportunities. • The authors answer
common questions about pursuing professional certifications and use ex-amples from the software industry to illustrate their points.