Posts Tagged ‘quality’

Is your change leadership transforming your company into a front-runner in your market niche or turning it into aversion of Dr. Frankenstein’s monster? How do you even go about answering this question? What’s your reference point? Is it reliable?

Mary Shelley’s protagonist, Victor Frankenstein, combined with three project management principles, scope management, quality management and risk management, can help answer these questions and keep you and your organization on the right track. By following these principles your organization’s performance will have two important characteristics – Sustainability and Stability.

Frankenstein

Victor Frankenstein suffered from an extreme case of hubris. He was caught up in appearances. He wanted all the glory. He pulled pieces and parts together to create something that breathed and moved and ended up being a demented testament to his limited genius. The monster lacked human spirit. In the end, his creation was the source of his downfall.

Scope Management

The human spirit that was missing in the monster stands out clearly when examined in terms of leadership (see the Leadership post, the first in this series.)

From that blog you may recall the magnetic north for the executive compass comprises the leader’s beliefs and values. For Dr. Frankenstein they were ego, pride, and vainglory. The team (society) was shut out. His only worry was about what he would get from the situation. With that attitude no matter how hard he worked failure was certain.

To be successful the needs of all relevant stakeholders must be included when creating a scope of work that is going to transform your company. This includes competitors as well as clients. Knowing the competition is just as important as knowing your customers.  Success also includes your needs being met as part of the outflow of providing opportunity for others.

Quality Management

So how do you know if changes are moving in the right direction? The answer is simple. Your work must be sustainable. A synonym for “sustainable” is “quality management.” With quality management deliverables are defined in measurable terms consistent with the scope of work. This is the same scope of work that includes all stakeholders.

Going back to the Leadership post, the plan is the arrow on the executive compass that points the way. Quality underpins the plans credibility. It is incorporated into the overall change strategy as well as day-to-day management.

Dr. Frankenstein’s compass was useless. It was unable to provide meaningful direction. His plan was unsustainable.

Risk Management

The final component needed is stability. A synonym for stability is “risk management.”

Dr. Frankenstein’s work lacked stability. He worked in isolation. He lost his connection with society. All his work was self-referencing.

Why is this so important? Recall the dancing terrain from the Leadership post. Complex situations have a terrain that is constantly shape-shifting. There is too much for one person to map reliably and keep current.

Success requires everyone in the organization to be eyes and ears for new, changing information that can keep the map current.

With an accurate map the organization, under your leadership, can plan how best to deal with threats and opportunities present. This is risk management. Executing the risk management plans provides stability.

In the next blog we will look at process management’s place in change management. If this blog has been beneficial and you would like more information or care to comment send me an e-mail at gwmonti@mac.com or visit www.ctrchg.com.

—

With over 30 years experience, Gary Monti consults/teaches/mentors/speaks in change management and project management with a focus on compassion and respect in the workplace. The work is grounded in project management, chaos and complexity theories combined with Myers-Briggs Type Indicator

Tagged as: active garage, business, Business Management, business planning, Business Strategy, Frankenstein, leaders, Leadership, management, possibilities, quality, Quality Management, Risk Management, Scope Management

The next installment in the QUALITYtweet series is: Process Improvement and 3E’s

Here are the first thirteen posts, in case you would like to go back and take a look:

1. Quality #1: Quality is a long term differentiator
2. Quality #2: Cure Precedes Prevention
3. Quality #3: Great People + Good Processes = Great Quality
4. Quality #4: Simplifying Processes
5. Quality #5: Customers are your “Quality Partners”
6. Quality #6: Knowing what needs improvement
7. Quality #7: Productivity and Quality
8. Quality #8: Best Practices are Contextual
9. Quality #9: Quality of Relationship and Communication
10. Quality #10: Inspection can be a waste if…
11. Quality #11: Driving Change Through Leadership
12. Quality #12: Middle Management and Quality Culture
13. Quality #13: Reviews can be fun (if done right)

#QUALITYtweet Lack of 3E’s can be your biggest road blocks

in improvement journey. Empowerment, Education,

and Empathy

There are many reasons why a lot of improvement initiatives fail. However, top three reasons for most of the failures are:

1)      Lack of Empowerment

2)      Lack of Education and Training

3)      Lack of Empathy

Lets carefully look at each one of these culprits, and what you can do about it:

Empowerment

All improvement starts from the top. Most of the top leaders would claim that they want their processes to improve and efficiencies to increase. However, their best intentions to improve processes do not translate into actual commitment to improve. They assign responsibility of process improvement to a group but tend to bypass the processes themselves for short-term benefits. Worst yet, they assign responsibility of process improvement to a team and then reallocate the same team when faced with an immediate need of those resources. Leaders set a wrong precedence when they do this, and often create a culture where bypassing processes is considered normal. Lack of empowerment also means that people are not allowed to make mistakes. As a consequence, people responsible for or interested in process improvement initiative soon lose interest and move on and organization looses substantial time and effort already spent so far.

What can you do about it?

• Map your intentions with your actions on process improvement.
• Assign ownership and divert all communication related to improvement at one point.
• Set expectations clear on goals and purpose of process improvement initiative.
• Welcome innovation and let your improvement team make mistakes.
• Announce your process improvement goals and track the progress.
• Announce the results as well.
• Periodically review improvement efforts and results.

Education

Either most people are not aware of the best practices or they don’t know how to apply those practices in given situations. Technology folks are deep into technology, but they don’t necessarily go deep into processes and practices. This is where continuous education is required. People need to be trained on processes and best way to implement them. When people don’t know the process, no wonder they will not use it optimally.

What can you do about it?

• Set up a process training calendar throughout the year.
• Ensure that all new processes, practices are propagated across the organization.
• Set up a process advisory function for current/new projects.
• Create best practices group and empower them to explore/share their expertise.
• Have right knowledge management tools that help you in spreading process awareness.

Empathy

Process improvement can only be effective when process has an “empathy” element into it. If applied rigidly, processes can become your biggest barrier in solving your customer’s immediate problems. Empathy means accepting that processes may still not be able to solve all your/your customer’s problems. Empathy also means accepting that processes cannot be rigidly applied to all situations.

What can you do about it?

• Understand the situation in which processes are applied.
• Understand the larger context.
• Assess if processes can be applied in an “as-is” state or would it need some tweaking.
• Learn from unique situations and improve processes to include those scenarios.

As a first step to your process improvement journey, even if you focus on these Three E’s, your journey will become much easier and fun

—

Tanmay is a Software Quality Management professional based out of India. He hosts QAspire Blog and tweets as @tnvora. He is also an author of the book #QUALITYtweet – 140 Bite-Sized Ideas to Deliver Quality in Every Project

Tagged as: active garage, education, empathy, empowerment, improvement, journey, processes, qaspire, quality, Qualitytweet, road block, software, tanmay vora

Learning without training

by Wayne Turmel, Jan 18, 2010

The traditional training model where companies identify competencies everyone across the organization needs is over. The audience for training is no longer the companies themselves, but the individuals in them. This has changed the way the players (Executives, Training Department, Training Companies and Individual Learner) look at training this year. In essence, training has shifted from a B2B model to a modified B2C model. more…

BLOGTASTIC! Help others succeed first

by Rajesh Setty, Jan 18, 2010

It is not a dog eat dog world in the blogosphere. If everyone thinks only they should succeed, then we’d be competing so hard against each other that no one will win. Instead, acknowledge the value you see on other blogs. The way you do it is by linking to their blogs on your posts. Don’t expect a reciprocal link thought – that ’s not how blog links work. Focus on creating link-worthy content and your readers will link to you. First you give some and they you get some – in that order. more…

Quality #13: Reviews can be fun (if done right)

by Tanmay Vora, Jan 19, 2010

After 12 awesome posts last year, Tanmay is back with his first post this year and the 13th in the series.

Reviews are an integral part of product/service quality improvement. The purpose of a review is to make things better. Here are a set of common sense rules to adopt in the review process in the software world.

1. Review early
2. Stay positive
3. Keep review records
4. Review the work, not the person
5. Train the reviewers
6. Review iteratively
7. Review the review process

more..

BLOGTASTIC! Avoid mudslinging

by Rajesh Setty, Jan 19, 2010

Slinging mud at other bloggers may help you generate traffic in the short run, but you won’t be able to retain quality visitors for your blog. You may be tempted to use your platform to vent your frustrations, but it is not a powerful move. You can demonstrate thought leadership without hurting anyone. more…

Measure for Success

by Guy Ralfe, Jan 20, 2010

Doing your best is not going to bring you success. It is at best a cop out. You may feel content about yourself. It is very difficult for humans to be objective for their own sake. What is needed is that you do what is right. Put in that extra degree, go that extra mile and you will see absolutely phenomenal results. Guy brings out this concept brilliantly in this post through a personal experience. more…

BLOGTASTIC! Earn links to your blog

by Rajesh Setty, Jan 20, 2010

A link is a give and treat it accordingly. Just like you would not approach a stranger and ask for a gift, you should not ask for a link from a blogger. Consistently writing compelling and link worthy content and providing a high “return on investment for an interacation (ROII)” will automatically get you links. So, focus on earning links rather than asking for them. more…

Take Care of your Top Employees

by Robert Driscoll, Jan 21, 2010

The worst economic situation in 70 years, has forced companies to do more with less. Employers have retained the top performers while eliminating the bottom performers. This has put enormous pressure on the top performers who cannot wait for the market to get back to “normal”. Companies should take action to identify top performers, define risks and take necessary action to mitigate the risk. more…

BLOGTASTIC! Don’t impose your rules on other bloggers

by Rajesh Setty, Jan 21, 2010

If you are getting something for free, then you lose your right to complain. Bloggers give away their knowledge and expertise and so they can set their own rules for their site. You can make up your own blog’s rules. Your rules can help you, or they can hurt you. Make sure that your rules help you gain more power. Don’t drive readers away with your blog’s rules. more…

Author’s Journey #5 – Choosing the right publishing alternative

by Roger Parker, Jan 22, 2010

Authors should not be carried away by the latest publishing hype. There are several formats in which to release your book – E-books, Trade publishing and Self-publishing. Each of these have their own pros and cons. Ultimately choosing the right publishing option boils down to just 2 issues: cash-flow and task preferences. Roger has created several worksheets to help authors realistically run the numbers and make the right decisions. more…

BLOGTASTIC! Don’t apply the rule of reciprocation for blogs

by Rajesh Setty, Jan 22, 2010

Just because you help your friend, it doesn’t mean they will help you in return. The same concept applies in the blogosphere. While there are no guarantees of reciprocation in the blogosphere, being nice on and off the blog really helps in the long run. more…

Magesh is an accomplished software professional focused on building enterprise value through creative use of technology. Magesh enjoys working with people and is passionate about bringing out the best in everybody to achieve results that are larger than the sum of individual accomplishments.

Tagged as: active garage, BLOGTASTIC!, business planning, Business Strategy, Guy Ralfe, himanshu jhamb, learning, Magesh Tarala, quality, Rajesh Setty, Robert Driscoll, roger parker, Strategy, success, Tanmey Vora, training, Wayne Turmel

I have just returned from vacationing with relatives in Colorado. The vacation was great except for the frustration caused by one purchase over this festive season. Steve was due to take delivery of a new vehicle yesterday that they had ordered 3 weeks before.

Buying a car is likely the most expensive discretionary item most people purchase. There is often a lot of thought and time that goes into the purchase even if you are not a car fanatic. Whatever make, model, style and financial commitment you settle on, you have to live with for 3-5 years before you get to change it without incurring unnecessary cost.

During our vacation we got to hear a lot about this transaction… After a less than stellar sales interaction the paperwork was complete and the deposit paid. The expected delivery date was given with a 98% certainty. Steve requested weekly updates even if it was that there was no new information, to which the salesman assured him he would get.

After two weeks he had to call the salesman for an update. The salesman promised to get back to them, which he didn’t until they called back again a day later. Only news was that it still appeared to be 98% certain to be available on the promised date. On the promised date no call was received by 10 am, so a call to the dealership was made for an update. The salesman wasn’t available so the sales manager promised to get back with an update shortly. By 4pm still no response so another call was placed to the dealership.

On being put through to the sales manager and requesting the update, the sales manager said they had been extremely busy with a number of other customers and that Steve would have to wait. When Steve asked if he wasn’t also a customer having committed to spending more than $35,000? The sales manager  took everything to heart and rather than addressing his concern, attacked him and told him he could come to the dealership and collect the down payment for the vehicle if he was so dissatisfied with the service – which he could guarantee delivery of in 10 min!

Having waited 3 weeks already, he assured the sales manager he wanted the vehicle and was not concerned when it came, just that he expected some information so that he could plan around that. The sales manager then said the manufacturer was off and the systems were not updated so it could take up to two more weeks to get the vehicle. Steve was fine with that but upset he wasn’t told that initially when he called and said “… great then I will expect it in two weeks”. To which the sales manager then responded “…but I expect you to get the car in the next two days!” Steve then became frustrated as he asked the sales manager – how can you make that assurance when you have just told me the system is not updated? In frustration the sales manager then offered his down payment again, which Steve refused and responded that he will work to another 2 weeks delivery and maybe he will be surprised – and the dealership will call him early!

Based on this interaction (there is always two sides to every story and a lot more detail but…) Steve will wait out his delivery but as a consequence he has already made two commitments:

1. He will not use the dealership for any service and maintenance
2. He will post on online review forums about his experience

This is where the tragedy lies and so much damage is done without the salesman even being aware of the situation they have caused. Instead of viewing the transaction as a relationship where there could be ongoing goodwill through referrals and future maintenance of the vehicle this is now a once off transaction that is likely going to cost more than the expected sale. Secondly, this is the ignorance of a salesman/sales organization not yet accepting the power and influence of Social Media and the cost it can have on:

• The salesman – any online post will likely name the individual and the power of Search Engines will quickly find that for future customers and employers
• The dealership – also named in the online review will produce a negative customer valuation which can affect traffic to the dealership
• The dealership network – often a dealership is an affiliate or part of a larger network (across multiple brands). Again the power of search engines will make the association of the individual dealership within the larger organization thus tainting their reputation.
• The manufacturer – the dealership represents the retail storefront for a global manufacturer, who works hard to promote and protect their image. In the realm of social media they are dependent on their product and dealers to preserve this image.

As consumers this is the magic of Social Media – no longer are we told through marketing and advertising what our perceptions should be, our peers and fellow consumers tell us firsthand. Social Media has given us the power, we need to use it wisely, to both promote and demote based on actual interactions which helps everyone.

This is a simple illustration coincidentally involving the behavior of a stereotypical car salesman, but this applies in all transactions – Understand and engage at all levels as if you were in a relationship as Social is how the world moves today.

This article was contributed by Guy Ralfe, co-founder of Active Garage and co-author of the upcoming book "ProjectManagementTweets". You can follow Guy on Twitter at gralfe.

Tagged as: active garage, business, Business Strategy, Communication, Entrepreneurship, gralfe, Guy Ralfe, management, quality, sales, Social Media, www.activegarage.com

Welcome to the final post in this 12-part series on QUALITY, titled #QUALITYtweet – 12 Ideas to Build a Quality Culture.

Here are the first eleven posts, in case you would like to go back and take a look:

1. Quality #1: Quality is a long term differentiator
2. Quality #2: Cure Precedes Prevention
3. Quality #3: Great People + Good Processes = Great Quality
4. Quality #4: Simplifying Processes
5. Quality #5: Customers are your “Quality Partners”
6. Quality #6: Knowing what needs improvement
7. Quality #7: Productivity and Quality
8. Quality #8: Best Practices are Contextual
9. Quality #9: Quality of Relationship and Communication
10. Quality #10: Inspection can be a waste if…
11. Quality #11: Driving Change Through Leadership

#QUALITYtweet Middle management is the glue

joins long-term organizational goals with short-term

improvement actions.

Strategies for growth and improvement that take a shape in corporate boardrooms are implemented on the floor by people at all levels. Middle managers translate these larger goals and vision into actionable tasks that teams execute. Middle management of your organization plays a pivotal role in mobilizing people to execute tasks in line with larger goals and values.

Most “Quality Improvement” literature focuses on “commitment from the top”. That is the first step. I would also like to emphasize on “commitment from the middle management” because they are a very important link between the top and the bottom.

The primary focus of the top management should be on nurturing the middle layer of management, for they can make a huge difference in organization’s growth. They form the culture and set the tone and behavior for people who execute. A strong middle management means strong organization.

Typically, the role of middle managers in quality management is:

• To ensure that all actions, tasks and behaviors are aligned to the broader vision and goals.
• To build a strong customer oriented culture by setting right examples.
• Not just to manage people, but truly lead them.
• To have a strong business acumen to facilitate right decision-making
• To be oriented to and driven by customer needs, hence building a customer-oriented culture.
• To take accountability of culture-building and not always look at the top for directions.
• To mobilize people to drive quality.
• To involve people at all level in team in process improvement
• To ensure right flow of information at all levels
• To manage employee behaviors and focus on team effort to deliver quality

Top management should formally delegate responsibility of process improvement to a group or an individual. If quality improvement isn’t anybody’s job, it is not surprising that it doesn’t get done.

People look at their leaders as role models who are expected to be setting right examples. Middle management behavior and attitude ultimately ends up shaping the overall organization culture. If you want to get a pulse of an organization, just observe how middle managers communicate and the content of communication. With positive communication and motivation, employees can be truly engaged to the mission of the project and hence the organization. Quality of communication and leadership with internal customers (people) is as important as that with external customers.

Managers tell stories that people believe in and adopt. Challenge for people at the top is to ensure that middle managers tell right stories, which ultimately builds the right culture.

Keep your middle management focused, and rest of the culture building activity becomes much easier.

—

Tanmay is a Software Quality Management professional based out of India. He hosts QAspire Blog and tweets as @tnvora. He is also an author of the book #QUALITYtweet – 140 Bite-Sized Ideas to Deliver Quality in Every Project

Tagged as: active garage, boardrooms, corporate, growth, improvement, leaders, middle management, qaspire, quality, quality culture, role models, strategies, tanmay vora, tnvora

Welcome to the tenth post in this 12-part series on QUALITY, titled #QUALITYtweet – 12 Ideas to Build a Quality Culture.

Here are the first nine posts, in case you would like to go back and take a look:

1. Quality #1: Quality is a long term differentiator
2. Quality #2: Cure Precedes Prevention
3. Quality #3: Great People + Good Processes = Great Quality
4. Quality #4: Simplifying Processes
5. Quality #5: Customers are your “Quality Partners”
6. Quality #6: Knowing what needs improvement
7. Quality #7: Productivity and Quality
8. Quality #8: Best Practices are Contextual
9. Quality #9: Quality of Relationship and Communication

#QUALITYtweet Formal inspections can be a

huge waste of resources if you have not invested

in getting it right the first time

The goal of any process improvement initiative is to prevent same problems from occurring again. New problems are an opportunity to identify areas of improvement but same problems occurring repetitively is a sign of stagnation.

As someone rightly said, “Quality can never be inspected in a product; it has to be built first.” Processes have to help identify the quality expectations from the customers and translate those expectations into a practical action plan to build/verify quality constantly.

Inspections done at the tail end of product life cycle can eat a huge chunk of your budget because later the problems are found, costlier the resolutions. On top of that, if you have not “engineered” quality in a product, inspections can be a huge waste. You can never verify something you have not built upfront.

In manufacturing world, it is very unlikely to find that a component is inspected after it is integrated in the product. The very idea of inspecting everything after completing all product development is a dangerous one – one that has many business and financial risks associated with it.

This is where “prevention” is always better than “cure”.

Don’t get me wrong. Inspections are still one of the best ways to find problems. The timing of inspection is very important.

When inspections are done earlier in development process:

• Fixing problems is less costly
• Early identification of critical risks helps you manage them proactively
• Lower risk of failure at the end

Following are some very simplified guidelines on how inspection activity can be leveraged to generate value and lower risks for your customers. Each one of these points can be a process in itself.

• Know customer’s quality expectations early and educate team
• Clarify the exact customer requirements (and be ready for change)
• Give thoughtful consideration to a robust product design
• Plan actions to ascertain that quality expectations are built in the product
• Inspect Early and Inspect Often in cycles
• Each cycle of early inspection reduces risk of failure
• With this, final cycles of inspection can focus on “value-delivered-to-customer” rather than “defects-found-at-the-tail-end”.

The process of inspection can be your biggest asset if you have invested early efforts in building quality and then inspecting it. Else, it can be a huge waste.  Reduce this waste and you will automatically start forming a culture where “building quality” always takes precedence over inspecting. Your journey towards a quality-oriented culture begins there

—

Tanmay is a Software Quality Management professional based out of India. He hosts QAspire Blog and tweets as @tnvora. He is also an author of the book #QUALITYtweet – 140 Bite-Sized Ideas to Deliver Quality in Every Project

Tagged as: active garage, asset, business, customer, defects, development, engineer, inspection, integration, manufacturing, product, qaspire, quality, resources, services, stagnation, tanmay vora, tnvora, value

A professional business people our identity in our marketplace is extremely important.  Identity or brand is an early indicator of the cost of doing business with us. A well respected identity results in lower cost to your marketplace, no matter what that marketplace may be.

Today’s article focus’ on a single aspect of identity management that has raised itself to me several times this week: Telephone Etiquette.

How many of us use conference calling and online meeting sharing systems (Skype, GotoMeeting, Meetingplace, etc) to conduct our meetings?  I have been in 8 conference meetings this week where 2 or more participants were not geographically located in the same area as the main meeting.

Given that we are more and more, required to conduct business in a more virtual fashion, identity management takes on a different complexion. With a virtual meeting, there is little if any visual cues to help people move the conversation along or not step on one another verbally.  Today’s article gives some simple guidelines for making conference calls work more smoothly and helping to build your identity as a competent business person.

1. Pay close attention to your proximity to the telephone or microphone.  Voices will be softer or louder based on this distance and can give the impression that you are either not paying attention or that you are otherwise engaged.  Remember people are "seeing" with their ears on a conference call.

2. Don’t tap the table that is holding the telephone or microphone.  While those in the room may not be able to hear it, the mechanical noise will be transferred to the phone or mic and it is very distracting on the receiving end. Likewise shuffling papers near the phone of mic can be inordinately loud and prevent others from actually hearing what was said.

3. No Side Conversations! This sends a clear message that you don’t consider others thoughts valuable, if a side conversation starts up, as a business leader you need to stop it or bring it into the main part of the meeting.

4. My pet peeve, make sure the other person has finished talking before making your contribution.  care must be taken to manage the meeting so that all the opinions are heard and all the information needed to be passed is passed. I personally must work to remember to not talk over someone. It is very rare when that is required, so be on the lookout for this one.

5. Pay attention to what is being said by others. You have no permanent lock on good ideas, so make sure you are open to the ideas of others, it will improve the quality of your own ideas.  Another peeve I have is when it is obvious that the other person is simply waiting to start talking and they are only gated by me speaking, they are not listening (I admit I’m guilty of this as well).  If you listen carefully to the other people on the conference call you may find the your opinions of them and their contribution may change.

Above all remember to respect your virtual meeting colleagues, which is what the list is all about anyway.

This article was contributed by Thomas Frasher, co-founder of Active Garage. You can follow Thomas on Twitter at tfrasher.

Tagged as: Branding, Business Management, business planning, Communication, execution, Leadership, management, Project Management, purpose, quality

Welcome to the ninth post in this 12-part series on QUALITY, titled #QUALITYtweet – 12 Ideas to Build a Quality Culture.

Here are the first eight posts, in case you would like to go back and take a look:

1. Quality #1: Quality is a long term differentiator
2. Quality #2: Cure Precedes Prevention
3. Quality #3: Great People + Good Processes = Great Quality
4. Quality #4: Simplifying Processes
5. Quality #5: Customers are your “Quality Partners”
6. Quality #6: Knowing what needs improvement
7. Quality #7: Productivity and Quality
8. Quality #8: Best Practices are Contextual

#QUALITYtweet How NOT to deliver total quality:

Focus on quality of product without focusing on

quality of relationship and communication

In an increasingly service oriented business environment, what you sell is not just a product but an experience. People may forget explicit details like specifications or price, but never forget the experience they had when they bought the product.

Experience extended to end-customers largely depends on attitude, values and behaviors of each individual who interacts with a customer. One of the most important challenges is to keep this group of people aligned to organization’s quality system and values.

Communication is the backbone of organization’s success in marketplace. Effective internal and external communication within an organization ensures that:

• Your employees understand your value system
• They understand what is expected out of them
• They are motivated to walk an extra mile to deliver excellent service
• Your customers know your value system
• You build trust-based relationship with your people and customers with consistent communication
• Manage expectations with your people and customers.

How can you motivate your teams to deliver excellent customer experiences through simple communication processes? Here are a few ideas to consider:

Train:

Training your internal team can be your biggest tool for clearly explaining the process of communication and how important it is for the business. Consistently train your people on value systems, leadership, quality management, effective communication, what works in customer management, what not, expectations management and cultural aspects of client’s location. Clients also need training on how best they can use your products. Companies organize client workshops to educate them about different aspects of product/service. Train consistently to streamline communication.

Support:

Once your people are trained, you need to support them in doing right things. Supporting can be a simple act of being there with your people when they talk to customers. Help them improve and share feedback on how are they doing. Some companies may see this activity as an “overhead” but it is an “investment” in your people.

Monitor:

Once you have confidence that your people will be able to do the right communication, monitor them. Take periodic feedback from them. Communicate consistently to ensure that they are motivated enough to continue doing it.

Delivering consistently superior experience to your customers (via quality of products and communication) results in a long-term relationship based on trust. In business, as in life, relationships are crucial. Quality of your relationships is as important as quality of your products, or perhaps, even more.

—

Tanmay is a Software Quality Management professional based out of India. He hosts QAspire Blog and tweets as @tnvora. He is also an author of the book #QUALITYtweet – 140 Bite-Sized Ideas to Deliver Quality in Every Project

Tagged as: attitude, behaviors, business, client, Communication, customer, end customer, experience, marketplace, monitor, motivate, price, product, quality, service, specifications, support, train, Trust, values

Welcome to the seventh post in this 12-part series on QUALITY, titled #QUALITYtweet – 12 Ideas to Build a Quality Culture.

Here are the first six posts, in case you would like to go back and take a look:

1. Quality #1: Quality is a long term differentiator
2. Quality #2: Cure Precedes Prevention
3. Quality #3: Great People + Good Processes = Great Quality
4. Quality #4: Simplifying Processes
5. Quality #5: Customers are your “Quality Partners”
6. Quality #6: Knowing what needs improvement

#QUALITYtweet Tracking productivity without

tracking the quality of output is like tracking

the speed of a train without validating the direction

In F1 racing, one of the primary challenges for a driver is to keep a close eye on speed and direction. One wrong move at a high speed and car bumps with the edge of the track.  “Speed” when combined with direction is termed as “velocity”.

One of the rules of management is, “You can’t manage what you don’t measure.” But an obsessive focus on metrics can prove harmful for organization’s health because:

• You may be measuring wrong things that do not directly relate to organization goals
• You may only be measuring outcomes without focusing on qualitative aspects.
• You may be using measurement as a sole base for decision making without considering the variable/unknowing aspects of your business.

A lot of resource managers in technology and business area narrow their focus on hardcore metrics that reveal volume but not quality. Examples could be number of hours logged during a day (versus tasks achieved in those hours), number of modules completed in a day (versus quality of those modules), number of cold calls made during the day (versus quality of research and depth of communication in each call). This list can go on, but you get the point. More, in this case, is not always better.

Metrics are important to evaluate process efficiency, but not sufficient. Quality system of an organization should have processes to assess both qualitative and quantitative aspects of work. How can this be achieved? Here are three most important pointers:

1. Hybrid approach with focus on good management: Measuring productivity solely by units produced could be a great way to manage in manufacturing world. In knowledge world, where the raw material for products or services is a human brain, qualitative approach combined with common-sense metrics is a great way to ensure balance between quality and productivity. Key to higher productivity in knowledge based industry is ‘good management’.
2. Quality as a part of process, rather than an afterthought: Quality is not an afterthought. Quality has to be built through process by people. Process should have necessary activities defined at each stage of product to ensure that a quality product is being built. These activities can then be measured and improved upon. Process also shapes up culture of an organization and hence due care must be taken to ensure that quality system does not form a wrong culture. Process has to take care of softer aspects of work including trust, commitment and motivation levels of people.
3. Measure to help, not to destroy: Metrics are like a compass that shows direction. In order to move forward, you have to walk the direction. Metrics can give you important trends, but these trends need to be analyzed and worked upon. Key challenge of any process manager is to ensure that metrics are used to evaluate process and not people. If you start using metrics as a base for rewards, you are not allowing people to make mistakes. When people don’t make mistakes, they don’t grow. As an organization, you don’t grow either.

Process can be used to gain “speed” or to gain “velocity”. The choice is yours.

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Tanmay is a Software Quality Management professional based out of India. He hosts QAspire Blog and tweets as @tnvora. He is also an author of the book #QUALITYtweet – 140 Bite-Sized Ideas to Deliver Quality in Every Project

Tagged as: active garage, business, direction, management, metrics, organization, process management, Productivity, Project, Project Management, qaspire, quality, quality series, Speed, tanmay vora, tnvora, velocity

Welcome to the sixth post in this 12-part series on QUALITY, titled #QUALITYtweet – 12 Ideas to Build a Quality Culture.

Here are the first five posts, in case you would like to go back and take a look:

1. Quality #1: Quality is a long term differentiator
2. Quality #2: Cure Precedes Prevention
3. Quality #3: Great People + Good Processes = Great Quality
4. Quality #4: Simplifying Processes
5. Quality #5: Customers are your “Quality Partners”

#QUALITYtweet The first step of your

process improvement journey is to

know what really needs improvement

In modern day sports, players and their coaches have sophisticated facilities to learn from recorded versions of the game with some great analytical tools. When reviewing these recorded versions with the team, an important job of a coach is to tell the player:

• What is going right? How can we consolidate that?
• What can be improved further? How will it help the game?
• What needs to change?

Process improvement is all about improving your game with a thoughtful consideration to critical aspects of business.

You can do a lot of improvement in non-critical areas (and feel good about it). Just because you are improving something does not mean you are improving the right thing. The key to success of any improvement initiative is to pick the right areas. To get driven by operational nitty-gritty is one of the biggest mistakes most improvement managers commit. Process improvement can become an important business enabler provided all improvement initiatives are business oriented.

Do a quick reality check by answering following critical questions to gauge return-on-investment of process improvement initiative:

1) If a particular area of operations is improved, will it have a direct impact on customer’s satisfaction level or customer’s experience? (Focus: External Value)

2) Does the improvement in a particular area directly improve the productivity of team and enable them to execute faster? (Focus: Productivity)

3) Does improvement in a particular area directly have impact on revenues and business? (Focus: Revenue)

4) Does improvement in a particular area make it easier for people to generate qualitative outcomes and improved job satisfaction? (Focus: Internal Value)

How do you find out what “really” needs improvements? The answer is – by collaborating. You can never identify broader improvement areas by isolating yourself in a comfortable cabin. You have to actively collaborate with the following stakeholders:

1)      Customers : In a customer-centric process culture, feedback from customers are carefully assessed to identify customer’s expectations on what can be improved. Your customer can be your strongest ally in improvement journey. Seek feedback.

2)      Business Development Folks: They are the ones who have maximum face time with customers. These could be project managers, account managers or client relationship managers. They can give improvement areas that directly map with business.

3)     Middle managers and team: They are people on floor who get things done. They are best candidates to give suggestions on what can be improved operationally to deliver quality upfront and improve productivity.

The famous 80:20 rule applies to process improvement initiative as well. 80% of improvement happens by focusing on continuous identification of 20% improvement areas. It helps to adopt a clinical approach in identifying the 20% that really matters – yes, that much (20%) does make that much (80%) of a difference!

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Tanmay is a Software Quality Management professional based out of India. He hosts QAspire Blog and tweets as @tnvora. He is also an author of the book #QUALITYtweet – 140 Bite-Sized Ideas to Deliver Quality in Every Project

Tagged as: 80-20 rule, active garage, business development, collaborate, customers, external value, feedback, internal value, middle managers, process improvement, Productivity, qaspire, quality, tanmay vora, team, tnvora