ASQ Strategic Planning&

Deployment

Michael R. Kirchner, ASQ Region 15A DRD, RD-elect

Acknowledgements

• To Jim Shore, RD ASQ Region 1– For his vision, passion, and facilitation skills in bringing

Hoshin Kanri to ASQ Section Affairs Council and helping to create a “tipping point”

• To Grace Duffy, friend and ASQ guru– For her passion, caring, and sharing

• To Erica Farmer, friend and Section 1509 colleague– For her cheerfulness, sharing and knowledge

Learning – Continuously Improving

Hoshin Kanri - A Strategic Planning Process

• Everyone, including youWho • Covered in the ClinicWhat • Yearly, monthly, dailyWhen • Business as well as personalWhere• Covered in next slidesWhy• Examples in the next slidesHow

Hoshin Kanri – A Strategic Planning Process

Why should it matter to me?

“It doesn’t matter how fast you are going if you are headed in the wrong direction”

Hoshin Kanri – A Strategic Planning Process

What’s in it for me?

Hoshin provides better linkage between vision, activities and metrics – from HQ down to the Sections down to the individual members

• Strategic Goals 1-3 years– Primary Objectives 1 year

• Supporting Action/Project Priorities

– Balanced Score card– Resources identified

Hoshin Kanri – Success and A Tipping Point

• ASQ Boston Section– Last to First Section in three years

• Dynisco Plastics– Reduced inventory by $1.4M– Inventory turns increased from 8 to 24– Eliminated reordering process from 66 to 6

• Nypro Healthcare– Strategic Plan initiated

• VOC information gathering sessions• Conducing SWOT analysis

– Off site meeting• Hire facilitator to lead exercise

Hoshin Planning Process

Establish Organizational Vision

Develop Strategic Objectives

Develop Main Initiatives

Deploy Tactical Action

Establish Key Metrics

Monthly Review

Annual Review

CATCHBALL

PDCA

Hoshin Planning Process

Establish Organizational Vision

Develop Strategic Objectives

Develop Main Initiatives

Deploy Tactical Action

Establish Key Metrics

Monthly Review

Annual Review

CATCHBALL

PDCA

Establish Organizational Vision

Mission and Vision – ASQ

ASQ Mission

• To increase the use and impact of Quality in response to the diverse needs of the World.

ASQVision

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

Mission and Vision – Section 1509

1509

Mission

• Being the community of choice for…• Improving knowledge, education, and employability of

members• Engagement, networking and giving back to the community• Providing leadership and opportunities for professional

growth.

1509

Vision

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

Hoshin Planning Process

Establish Organizational Vision

Develop Strategic Objectives

Develop Main Initiatives

Deploy Tactical Action

Establish Key Metrics

Monthly Review

Annual Review

CATCHBALL

PDCA

ASQ 2014 Objectives

• Increase ASQ’s ImpactIncrease Impact

• Grow individual/organizational members and increase loyaltyGrow MOC

• Grow Operating RevenueGrow Means

• Improve Key Work ProcessesProcess Improvement

• Improve Member Leader Engagement

Improve Workforce

Engagement

SAC 2014 Objectives

• Grow Operating RevenueGrow Means

• Improve Key Work ProcessesProcess Improvement

• Improve Member Leader Engagement

Improve Workforce

Engagement

• Increase ASQ’s ImpactIncrease Impact

• Grow individual/organizational members and increase loyaltyGrow MOC

Section 1509 Orlando 2014 Objectives

• Grow individual/student members and increase loyaltyGrow MOC

• Improve Member Leader Engagement

Improve Workforce

Engagement

• Grow Operating RevenueGrow Means

• Improve Key Work ProcessesProcess Improvement

• Increase ASQ’s ImpactIncrease Impact

Compare the Priority

Goal

• (1) Impact• (2) MOC• (3) Means• (4) Process• (5) Engagement

ASQ

• 1• 2• 3• 4• 5

SAC

• 3• 4• 5• 1• 2

Orlando

• 2• 5• 3• 4• 1

Priority – The Drivers

Globalization & MOC

Means & Process

MOC & Member Leaders

Hoshin Planning Process

Establish Organizational Vision

Develop Strategic Objectives

Develop Main Initiatives

Deploy Tactical Action

Establish Key Metrics

Monthly Review

Annual Review

CATCHBALL

PDCA

ASQ 2013 Initiatives

• Achieve self-sustaining National Service Centers

Increase Impact

• Grow Individual Members of the Community from 135,000 (forecast)Grow MOC

• New product revenue to achieve and sustain a 5% contribution to total operating revenueGrow Means

• Use Baldrige Performance Excellence Model and WFA process … becoming a world-class organization

Process Improvement

• Enhance the ability of our workforce to deliver results

Improve Workforce

Engagement

SAC 2014 Initiatives

• Encourage cluster training in more RegionsGrow Means

• Improve SAC-related policiesProcess Improvement

• Encourage Sections to engage their members

Improve Workforce

Engagement

• Educate all Section Members through SAC on ASQ BrandIncrease Impact

• Gain more members through enterprise membershipGrow MOC

Section 1509 Orlando 2014 Initiatives

• Student Outreach• New member engagementGrow MOC

• Increase LC membership and attract new Member Leaders

Improve Workforce

Engagement

• Increase RevenueGrow Means

• Develop communication planProcess Improvement

• Partner with local community to increase local brand recognitionIncrease Impact

Hoshin Planning Process

Establish Organizational Vision

Develop Strategic Objectives

Develop Main Initiatives

Deploy Tactical Action

Establish Key Metrics

Monthly Review

Annual Review

CATCHBALL

PDCA

ASQ 2014 Actions

• Implement non-corporate JV in BrazilIncrease Impact

• Grow MOC by enhancing the value provided by ASQ’s Member Units and Communities

Grow MOC

• Develop growth strategies for adding new products to the portfolioGrow Means

• Complete the 2013 Wisconsin Forward Award Application by deadline

Process Improvement

• Develop leadership learning modules for delivery to member leaders in 2014

Improve Workforce

Engagement

SAC 2014 Actions

• Include some ML training (RD/DRD ++) in the cluster training (at N/C)Grow Means

• Identify, prioritize and improve 2-3 SAC processes

Process Improvement

• Complete PAR project for 2015 award

Improve Workforce

Engagement

• Obtain list of registered Enterprise employees & communicate to RD'sIncrease Impact

• Encourage communication between enterprise members and sectionsGrow MOC

Section 1509 Orlando 2014 Actions

• Agree upon funding activities for UCF student chapterGrow MOC

• Actively recruit members for committee positions at meetings

Improve Workforce

Engagement

• Sponsor Seminar or conference• Offer coursesGrow Means

• Develop newsletter with educational articles

Process Improvement

• Host/Participate in a Social Activity with the communityIncrease Impact

Hoshin Planning Process

Establish Organizational Vision

Develop Strategic Objectives

Develop Main Initiatives

Deploy Tactical Action

Establish Key Metrics

Monthly Review

Annual Review

CATCHBALL

PDCA

ASQ 2013 Key Metrics

• ASQ Global RevenueIncrease Impact

• Total New Individual Dues-paying MembersGrow MOC

• Percent of total operating revenue growth from new productsGrow Means

• Percent of improvement projects completed as planned

Process Improvement

• Member leader engagement percent favorable

Improve Workforce

Engagement

Section 1509 Orlando 2014 Key Metrics

Under development

Hoshin Planning Process

Establish Organizational Vision

Develop Strategic Objectives

Develop Main Initiatives

Deploy Tactical Action

Establish Key Metrics

Monthly Review

Annual Review

CATCHBALL

PDCA

Hoshin Planning Process

Establish Organizational Vision

Develop Strategic Objectives

Develop Main Initiatives

Deploy Tactical Action

Establish Key Metrics

Monthly Review

Annual Review

CATCHBALL

PDCA

ASQ Strategic Planning & Deployment

QUESTIONS?