S2-E17 Transcript The Missing Ingredient In Manufacturing: Quality Part 2

Please follow and like us:

Tim Grady: Hello Lew how are you today?
Lew Weiss: Swell, swell and yourself?
Tim Grady: Excellent I’m looking forward to today show and I’m going to actually bounce write the Lew Weiss for our listeners who is going to reintroduce our guest and what last week was about so Lew why don’t you tell the listeners what was last week about?
Lew Weiss: Last week was regarding quality in America and it was a part one and we had discuss the ASQ quality system with Michael Barry. And it was very interesting show a lot of good information and Michael is a very responsive talker so therefore we decided to continue into part two which is today. So just a moment we will bring him on a news item as some of you may recall we are endorsers of the Manufacturing day event in the month of October. I just want to bring all up you to speed about that the President has issue day Presidential Proclamation calling it a Manufacturing day in official celebration day in the United States. I think they maybe slight misunderstanding either my side, or Mr. Obama side but he did refer to October third is the official day but I think it really is the first Friday of every October. And in fact that they’ve got this recognition from the government and president in just three years is just amazing. There was a total of sixteen hundred events throughout the United States and over a hundred thousand people throughout the United States did participate by going to this Manufacturing plans, going into schools, libraries and hearing speeches from people the manufactory sector. So it was a huge success and I’m feeling quiet proud that we were in a very small part of it but we were. And at the moment I would like to turn this back to Tim and make our intro.
Tim Grady: So manufacturing is cooking across the country but you can’t cook without qualities. We are going to be speaking again today with Michael Barry and Michael I’m going to let you introduce yourself with audience and ASQ and give a brief description is what that is before we jump into foreign side to the documents culture of quality Michael?
Michael Barry: Tim, Lew thank you very much for having me it’s great to be here again. I’m a Michael Barry the Senior Manager of Corporate Communications here at ASQ. And ASQ stands for the American society for quality although we go by the acronym is a global membership organization dedicated in quality performance excellence. We have over seventy six thousand individual members. Proximately sixty enterprises members large Fortune five hundred companies hundreds of small the midsize companies as side members and dozens of other smaller organizations around the world. We provide quality continuous improvement solutions including knowledge, resources, training professional certifications, advocacy support as well as career development and networking resources. We are headquarter in Milwaukee and we operate national service centers in India, China, Mexico and also have original services center of in United Air of Emirates. Back in 2008 ASQ decided to go global before then we are mainly domestic focus and hence we opened up these opposes and continue to expand around the world.
Tim Grady: Michael what’s the difference between ASQ and ISO?
Michael Barry: Well ASQ is, we are an association that we work in concert with ISO so ASQ’s actually the U.S. organization that administers the U.S. tag which stands for technical advisory group to the TC176 quality management and quality insurance. And that’s the group that develops the ISO 9001 ISO 9000 standards that our attributed to quality. And so as the administrator, we are responsible for providing the support tag members subject matter experts as they form the U.S. position on standards. So make a long story short ASQ and ISO collaborate on standards but ASQ standards of only one small part of what ASQ is about. We are actually.
Tim Grady: Okay
Michael Barry: So with the ISO 9001 which again is caption everybody’s attention because it’s such a huge update and release that’s coming out next year. ASQ is one of the keep raises that you can’t purchase a standard.
Tim Grady: Okay. We are going to be speaking today and I would like to explain this next piece Michael to our listeners about a forb study call the culture of quality I guess it’s concurrent with ASQ. You want to introduce those documents so our listeners understand what it is and also where it’s available which I think it should website?
Michael Barry: Yes. So Tim the ASQ for culture of quality of research project started earlier this year and it commentated release of a white paper proximately a month and half ago. This research the first of this kind global research conducted between ASQ and forbs and sides the research forbs media offers accimal? insides into how culture quality can accelerate business performance. That’s the premise of research that we conducted with forbs. And it’s the first of kind study in that an association and a major media partner coming together to delve into a topic such as culture of quality. That produces not only white paper but I’ll talk a little bit later the second phase of the study will feature in online assessment tool so that’s will allow individuals and companies to go in and assessor on culture of quality see where there at and what they can do to accelerated and how that can drive business performance by developing and adopting more mature culture of quality.
Tim Grady: Great I want to make sure everybody understood that. Am I correct that is available on your website ASQ.org ?
Michael Barry: Tim, the most direct website is cultureofquality.org which is on ASQ’s websites but it’s more direct link so cultureofquality.org individuals can download the white paper we have it available in English, Spanish and Chinese. And you did not need to be a member of ASQ to download that. There is no cost download it. But that would be great first step to download the research. And before I get into the findings and we have a little bit discussion about the research itself. The website that you download the research also features some insides from those involved in the research. And you can also have a opportunity to interact share your opinion common in social media. So you can look at the site and sort of the one stop shop for the entire research project. Tim?
Tim Grady: Okay, great. Thanks very much. Now Michael just help us understand here, when we spoke with you last week, we were talking about the three I guess three drivers of quality in organization that vision values and leadership. And in between last week show part one and this week show part two, I’ve been kind of fascinated the subject of quality and I’ve done a lot of research. Do you want to explain vision, values and leadership to our listeners?
Michael Barry: Sure, so when you look at many individuals, employees are familiar with an organization visions which is which resonates very top of the organization and from mission and the vision is what comes to strategy for the business. So when we are talking about quality vision quality needs to be at the very top of the organization and research will delve into a little bit more but talks about the importance of leadership at the top on equivocally supporting quality. So the quality vision at the top of the organization is really demonstrating business case for quality and showing how to prosued of quality and continuous improvement advances in organizations objectives. Now from the vision come values and the values that in organization embodies helps their employees at all level for out being organization make better and more responsible decisions related to issues of quality and helps them understand how they are all fits into that of the organization. It’s specifically related to quality.
Tim Grady: Okay and I understand there is kind of disconnect. I know into seventies and eighties we heard a lot about quality and nineties and early two thousands it seems to washed, I don’t know it’s peeled or it’s kasha or and now there is kind of a revival taking, we are not quite right are we Michael?
Michael Barry: No, absolutely not but Tim you made a great point and absolutely quality did have that luster back in the 80’s and 90’s and thanks in part to I mentioned that last time, the documentary of Japan can why can’t we and that was feel largely buy nationalistic fears between U.S. and Japan. And Japan start to perform the United States and so there are a lot of fears that I guess one Japan will take over the United States organization, or United States economy will continue to sink. And quality was really what brought the U.S. back. And a lot of people who are rounded that time haven’t forgotten that. But since then the voice of quality as certainly diminished and perhaps quality implies or seen the something that we masks out the value and can’t lock, unlock any more additional value. But either way in order for quality programs to be effective and lead to sustainable change and business performance, leadership at the very top must be completely invested. And just to demonstrate by data that’s not we are at yet but yes we have certainly lost, we have lost that commitment from senior leadership pointing back to recent ASQ forbs culture of quality research. And overall the respond is only have said that quality vision is understood through the organization which is very low. And only % 60 leadership say that management supports the quality vision and values unequivocally. So that’s %40 our admitting that they don’t really have that strong vision values backing completely. So that’s shows definitely significant gap at the very top of the organization. If the values and the vision are outlined and completely supportive articulated by leadership. You can just imagine problems that follow that triple down in the organization.
Tim Grady: That’s certainly going to be true and Lew I know that you are and ISO 9001, 2008 shop kind a you going to read on that?
Lew Weiss: I heard 1994 was the beginning of our involvement with QA. And as business owner I looked that QA at that time as a marketing tool to bring in more business. Shortly into the process and there is certainly lots of things to take place namely implementing changed to the employees who are typically resistant to any kind of major change but within a very short period time and I think the classic case was the day we received our certification our registration we got a phone call from a manufacture in Wisconsin. He said that I need to buy ex wise and about 50.000$ worth of material but I can’t find anybody who is ISO register. And I have to buy from and ISO registered company because our customers in Europe. And there was our first order. We called that afternoon immediately gave the order because he know no one else’s around to do it. So we saw as economic factor but later on now it’s 20 years later we find that the errors take place in manufacturing in documentation and in the process is also had huge amount to the bottom line. And matter of fact Michael here other report making the economic case for quality. They really help mindset very well that the upper management should clearly involve because it’s effectively directs right to the bottom line. So that’s been our reaction to it. Plus the fact that quality, we find the quality is directly affects in product value. There are those who do not feel as though that process is worth all the effort and it should be, that product should be certified. And actually I would like to ask Michael that question. We did here from a listener last week. Who really bitterly complained about the fact that ISO, ASQ and others are concentrating to heavily on the process and not on the product. I disagree with that. I’m just curious what’s your thoughts on that?
Michael Barry: Lew, process quality and products quality certainly go together. Through the process is whether we are talking about intermediary product or service. There are several intermediary products and services before getting to be in product and there is also after products sale, such as warranties service that per as well. So we are talking about not only product, process quality excuse me but also, product quality so both of those are very important and are well with in domain of quality and if you don’t have quality processes that be very difficult to arrive at quality product.
Tim Grady: Absolutely I agree one hundred percent with you. Thank you. I think I’ve been in your shop Lew and had an opportunity to observe about your assistant and certainly I would agree with that what you are certifying is your process. It really can’t certify your process if you don’t have a quality product underneath it.  Because if there is anything to check up been that product, if pop stops in the system is either correct of action or preventative action and make that next product as more close to perfect it can possibly be and I think that’s the whole point of certifying a process is to manage the process product to reflex process. I think that’s the way it goes. Well Michael this report that we are going into cultural quality, what are the other main important point that you want to share with our listeners?
Michael Barry: Sure, one important dimension probably the most important that we don’t always talk about a lot in quality which instrumental and it’s gaining a lot more traction is really not shifting it from the internal processes in systems to who is all for. It’s for the customer. Customer is really who we need to be designing all of our quality process and systems around. So because that’s we are trying to deliver value to so we need to be bringing the customer more back into the focus of our quality. You know processes and systems and measurements. So what was startling to us actually and very revealing was almost all of our respondents that the survey that customer needs are the driver of the quality programme. And though %24 said that their organizations are highly effectively in identifying their customer needs. And expectations so that’s over three quarters of them self-identify themselves or their organizations as not being highly effective and identify what those customer needs are or expectations. So again that’s a significant disconnect and opportunity for organizations to say, you know if we don’t know the front what our customer needs really are and what’s their expectations for quality, are we sort of shooting guards and the dark. And that was a significant finding from the research along with what I mention about the vision and values.
Tim Grady: What we are going to taking a quick little commercial break in here and we come back and I would like to share with our audience some of the upside benefit of having a quality programme and place but let’s take a commercial brake and we’ll be back shortly.

Commercial

Tim Grady: Welcome back to our listeners, we are talking with Michael Barry from ASQ the American Society for quality. Michael what is some the upside benefits of a quality programme?
Michael Barry: Tim if we look at today’s economy and how high per competitive it is, especially since the recent recession. Organizations today turns into, the organizations survival depends on their ability to respond quickly and customs effectively to pressure is that they’re created by global challenges, global competition regulations, industry changing innovations constant, just a constant need to continue to unlock value satisfy the customers, satisfy customers, partners and stakeholders. So we are in a do more or with less environment and that’s the new mantra so needing to unlock value is critical. And quality continuous improvements performance excellence all of those frameworks are proven methods for enhancing business performance. Let me just give you a few examples on the financial land and then also some other benefits that organizations can rip. And to get started with a quality programme, you know the audience the listeners might think it’s something that you need a substantial amount of money to get started which isn’t a case  under their steps you can take that a very little cost. And then as you can continue to accelerate their there is different levels of investments depending upon how you know quickly you want to establish your quality infrastructures. But ASQ has a programme called international team excellence award and what programme. This is actually practical real world teams, project teams from companies of all different side is around the world. That compete through a project team using ASQ establish criteria for quality and continuous improvement, improvement criteria. And what these teams do as project work what the results were and their judge by a panel. And let me just give you some idea of some teams that and what they are able to achieve and most of these projects are done in a way two years’ time frame. So there is a company for example Baxter Bioscience. They had a production delay of filter so this is under production side. And they saved since the crack ting that saved 3.4 million dollars. There is a Volkswagen for example in Argentina. They had a problem fixing transmission failure was detected in road test. They saved, they avoided over a hundred million euros that’s about 140 million dollars of potential losses and warranty claims and machinery investments. There is a net promoter score so we talk about the brand companies brand and how valuable they are in the market place. There was a service as supply team that was making organization wide improvements. And they made some cut backs in customer, customer interactions. So what they did was they put a project team to gather to reverse that and through their efforts their net promoter score by six percent in their customer issue index by four percent as well. So there is a lot of financial results and non-financial results as well. There was a cash order system team that put together that and again, I’m giving you a different examples of different industries and different projects but this project team within a couple of years saved over nineteen million dollars due to investments enhance cash order processing. So these are some significant investments and some of these companies are mentioned or not gigantic Fortune five hundred companies. Getting more specific within quality by organizations that implement quality and they tie their quality matrix, they are going back to the vision values and strategies. Well, the key performance indicators and matrix. They are tie back to the strategy. With that does also in the establishment of strategic goals preempted discussion making and rewarding and center vising staff and suppliers. So it start to create a little bit more uniformity, consistency, cohesiveness within the organization. And then other factor to consider as well as is going back to the customers so customers satisfaction and employee engagement tend to go hand in hand. So again by motivating you employees by employees understanding how their roles fit in to the organization strategy as relates to their quality expectations. That actually creates you know a higher level of employee engagement and satisfaction and hence then one could curate proactivity as well. So certainly lots of tangible benefits with quality, one I want to also mention just that was in the fourth culture of quality so that everybody hear can access it. And this was a FedEx quote that’s found in the study. So aren’t your quality driven management programme in 2008, we have been able to cheap hundreds of millions of dollars of cost savings. So I found that it’s a very powerful statement. Because grant that’s a very larger company but if you look at smaller or midsize company in scale it back even who wouldn’t want to be in the position to within short period of time save a couple of million dollars. Tim?
Tim Grady: Certainly, certainly and I think speaking with large world company appreciated recently be executive so team you are only have two choices, be either on poor quality or you hire more lawyers. And I think that’s, I think that’s probably you have two choices. I just want to make sure that Lew you have time matter of questions in this exchange. What was it you want, that are talking Michael about?
Lew Weiss: Michael was you are referring to fairly substantial companies and certainly any change in quality or process is going to have major affect nineteenth million hundred million dollars and savings and so on. We deal and a lot of our listeners are the small the medium size manufacturers and clearly their advantage is financial advantages aren’t as great as of course the larger ones. But I think it needs to be stayed that the cost savings and increasing profits and increasing revenue. Because you are ISO ASQ or you know whatever programme that you are involved with is going to have a major effect on your bottom line. So even though much of our conversation this week and last has been about large cooperation’s, the small the medium size companies if they buy into it, we get the employees to buy into this there are significant dollars to be made. Michael?
Michael Barry: Yep Lew absolutely correct and we have case study of the programme I was talking about the international team excellence. We have case study upon case study and a lot of these are actually on a website as well for listeners to review and see the projects that we put together. But this programme all different size organizations participating programme and that’s what make a truly wonderful not programme that just a large well-funded company participates in. We get teams from all over the world, all different types industries and all different size of industries that have very very impressive results from their projects and we are talking even smaller midsize companies certainly in order of several million dollar is in savings or additional revenue that were created because they enhanced of process that was flawed and that was holding them back from generating additional revenues.
Tim Grady: Mike in this study as I read it %37 of the respondents that company involves in study. We are under of that hundreds of million dollars in revenue is that right?
Michael Barry: Yes that’s a great point Tim, and thanks for pointing that out. That yes that’s correct %37, were under hundreds millions of dollars revenue and in additional %10 over a hundred million two hundred and forty nine million. So we are talking %50 of those of respondents fits inspect category. So certainly as listeners shoe our part and work for a small midsize company. As you read through this certainly you know you can have conference that it’s a several of euro pears in terms of industry size have were including here. So these numbers should certainly resume with listeners.
Lew Weiss: Michael if there are some listeners that are tuned into neither last week or this week show that are not yet involved in a quality programme, is there any way they can reach out to ASQ and talk to a counselor or QA individual to help get them started into the process?
Michael Barry: Lew absolutely first of all ASQ has hundreds of site members which are mostly small midsize companies. We work in partnerships with these organizations to help them either establish quality system road map or help them improve their current processes and systems through a series of customize delusions because again every company even with in the same industry is different in we recognize that.  So from knowledge resources including best practices collected from around the world to access to ASQ to use the divisions, technical divisions. Those subjects matter of experts training coaching certification. ASQ can help those organizations move for under path quality. Site members also looking to at talent can access to ASQ’s career center. So certainly those are for those who would be looking at ASQ as a partner moving forward. But for those I just want to learn more about whether steps that I can take absolutely ASQ is here to have a conversation with these. At least point out some things that you can do to get start or unlock additional value through the establishment of a stronger culture quality and hence implementing a more solid quality programme. So our e-mail address, let me just provided that for any listeners who would like to reach out to ASQ, would be c-o-m-m- so stands for calm communication, comm@asq.org And Lew another two that coming out as second staminal in forbs ASQ culture quality research is an online assessment we are coming out in a couple of weeks. And that will actually allow individuals and organizations to go in and take self-assessment to see where the organizations stands in terms of their quality system and culture and quality at that organization. And what they will able to do is they’ll receive a report card along with the copy of their responses how those responses compared to that everybody out to took the original survey that was used to compile to white paper. And they can share that with their bosses, their boss’s boss, their colleagues and it will give them some advice some terms some things that they can do to move their cultural quality forward in addition to invitation to speak to ASQ representative to get a read on the report card at least interpretation you know what is this mean for me, what can I do, and what recently will be happy to do that to speak without anybody have any conversation. Lew, Tim?
Lew Weiss: There would be terrific if you could let us know Tim or myself by email or call and so when it’s coming out I may want to have all metals and forge group take a look at that survey and see where do we fitting into aspect from thing. And perhaps report that back to you directly.
Michael Barry: That would be great.
Tim Grady: Michael, I have a question for you since quality is kind of struggling back from having lost the kasha what’s it going to take? What’s it going to take for quality to become a seize weeks position and I see friends and same song has a senior vice president and leader of consumers satisfaction sided in this report? What’s it going to take for companies to get quality back to the top?
Michael Barry: Tim that’s an excellent question and although I’m sure there is a lots of different perspectives I think the importance is definitely  with reaching the seize it and really being able to have quality find its way back to boredom is to communicate the value of quality enroller’s and sends to seize sweet. And more that we can do the quality domain to story tell and I’m show the senior executives that quality does pay and it has ho-ho step other benefit. That’s what’s going to get their attention. So it’s part of it is telling that story and being able to quantify it in terms, in language and in business language that they can understand. Sometimes in the past quality has been spoken on more technical sense and it has been difficult for executive really understand what all that mean. So sometimes it’s talking about the linguistics, and how that recommend suddenly resonate with executives saying you know I have pressure to you know increase the shares, the value of the shares so what else can I do but at the same time you know my customer needs and demands are changing so how can I also address that? How can I you know engage my employees more in the sustained way, well there is something that actually out there and available and proven that can help you do that. Tim?
Tim Grady: Let me thru with the Lew for a one second. Lew in all levels in forge groups, where does quality report?
Lew Weiss: To the President, it reports to me. And Michael has been saying that it’s going to come from the top down. And the only way that, all the employees do by into that is that when you are having a quality issue within your product and processes. If the President’s not involve why should they be involve? So it’s always been reporting to me.
Tim Grady: I know that, that’s made a big different in a lot of things that metals and forge group Lew and I’ve discuss over the years. And we are going to take a quick break here and then we are going to come back and Michael I would like to talk to you about some of the major benefits such as improve time to market or higher product quality or reduce cost and hire margins. When you start to look at quality programme why don’t you produce for company, so let’s have a quick commercial break and we’ll be back shortly.

Commercial

Tim Grady: Welcome back to our listeners. We are speaking with Michael Barry from American Society Quality and Lew Weiss who’s our sponsor with all levels and forge groups. Michael there are a lot of significant benefits for a quality programme. And I know a lot of company look at the quality and why you know it’s just going to be overhead and things that we have to pay attention to and more paper work and it’s a cost center. Within reality it changes the pictures of medically for company friendship improve time the market is one of the things I think I pick up on. The quality can actually resolves this. Is that right?
Michael Barry: Yes Tim, that’s correct and when you look at you know speed to market and by having within you know if we talk about quality space, standardization so we are operating in a frame or standardize processes for quality management that improves a visions efficiency of adaption compliance and then also speed the market so by standardization is one way, that organization can prove upon getting things to market quicker. And another thing that sort of related to do that is up front planning and aliment. So I’m having a quality goals and measures when the organization you know you need to have those goals allying broad the entire product and service value change. So when those are allying with the operations and support functions that at strategic level then you can enhance you know quality for preempted decision making for example. And what that does it makes it so more proactive rather than reactionary or having surprises down the road that couldn’t delay of product or service getting to market. So having that upfront planning aliment and again that can go back to visions and values as well standardize processes so one, this is one I want to talk about standardization. This came from our ASQ’s global state quality research that we did last year which was taking a base line and taking a quality measures we are on the world. And because our conversation is touch on ISO, seventy according to that, that research seventy eight of percent kind of manufacturing companies versus percent for services. Our basic one of the half time is more like with use ISO was a quality framework. So again by implementing quality systems and framework is whole lot of benefits to that including the possibility or likely who that you know if everything else is how constant that you can give your products and services to market quicker. Tim?
Tim Grady: It’s something else that shows up in your report Michael is that when you are not fixing the screw up constantly then you have time to focus on as you said this front in planning but also driving innovation and risk taking in that come across clearly in your report.
Michael Barry: Yes Tim that’s very, that’s a good observation because again we are looking and I think the modern more broader definition and role of quality is less about just product performance. So when it’s roles off the assembly line we are just talking about product performance. But there is whole other hosts of benefits and attributes as well. So before I hit on some of the dollars and sense, some of the efficiency is that you can unlock but quality too is also important when you are talking about risk management and innovation. And the reason why innovation is really start to get a lot of spot like in qualities because innovation is inextricably linked with the customer. And so companies that can focus more on let’s say less on putting out fires and more on driving customer satisfaction, taking that time of front to learn and understand the customer needs having a solid feedback to loop the capture all of that and sympathize that information and data and be available take action on it. Those are the companies that are able to drive innovation. So that’s really where innovation comes into play and how it is so close to tie the quality. And the same as with risk management and risk culture so with quality of course quality comes risk, you know if you don’t have good quality that and of course there is more risks that open up. But when you are talking about quality and innovation there is a certain amount of risk taking that maybe necessary. Especially to achieve innovation so what quality is doing, trying to say okay what’s the right amount of risk taking? How can you manage it properly? Or assuming that, there is a certain amount of risk that’s going to be head within any given organization. So those two dimensions risk taking and innovation are definitely dating a lot of protection within the quality circles just because it is so related and there is an example in  white paper from Tata and I would encourage listeners to read that very interesting story about how actually have award for those that failed trying to innovate so sort of dare to try to award I believe they call it and it was an award for you know taking calculated risks in order to achieve innovation and so that it didn’t those that it didn’t work out with. It didn’t stifle innovation but it rather said you know we are never going to reach innovations unless we fail so some would say I’m stale fast succeed quicker that expression sometimes comes to bare. But also another upfront end that also was discuss in the study is having the time to really be able to look at big data. So we hear a lot about big data and even unfiltered unstructured data that comes in and choose able to some added way to process all of data that comes in and how can that feed into quality continuous improvement the customer, you know pursuing quality and so that something else and then also social media. I mean social media is other channel where a lot of organizations in market intelligence and also intelligence on their customers in terms of what they want or what they don’t want so that again taking all that together is something on the front end that can make organization become more proactive and pursued of quality. Tim?
Tim Grady: I know there is something scary in all these for every company. And it’s the group they don’t want to ask with group that they desperately needed and needing involved. And that’s their customers. Nobody ask to catch your customers, how is our quality? You might hear stuff you don’t want to hear. But that’s critical is it not to be having a successful quality programme?
Michael Barry: Tim absolutely, number one if you don’t know, if you don’t ask your customer you don’t really know what they are looking for not only now but what they are going to be looking for in future and if you can’t anticipate their future needs then that’s going to cause problems for your company and your organization. And likely you’ll see that translating into the bottom line. So as much as we don’t always want to know it’s critical that we do know and now we do involve our customers upfront. Not just the after the fact that terms of a balls purchase surveys but really upfront terms of different stages of design. And I’m not only just talking about products but services as well. And also that we have that we implement continuous loop for customer feedback in costumer satisfactions. So they are maybe a situation with there’s you know from the service stand point that there is a product purchase but then there could be customer service experience after the product or again a warranty claim or something after the product service purchase that we need it take count as well. So absolutely a customer demands for quality not even came flooded to the top on the survey on sure you know what drives your pursues your quality. Over half of said it was the customer demands for quality. But the irony is that many of them admitted that they didn’t involve customer as much as they should especially on the front end. So becomes absolutely critical and those that are involving the customer and are definitely going to be ripping the rewards.
Lew Weiss: Michael what you spoke earlier about what quality can unlock? What can quality unlock for companies?
Michael Barry: Certainly quality can the most narrative definition that is quality can unlock efficiency so waste reductions and that’s probably what a lot of people would associate quality with is we can become more profitable if we reduce waste. And that could be in terms of time or it can be in terms of materials so that’s certainly on hold very strong and again our conversations around the customer. So unlocking value and efficiency is all about knowing your customers so it’s who you are selling to and be able to understand them better. Not only can make you carry your products services more effectively but once you do that, that can give you a key competitive different share in the market place. And that’s really with every organization would like, would be able to tow their quality as one of their key competitive differentiators. As well as serving barrier to entry to competition coming in and mentioning things like this well employee engagement so having solid quality programme and for all employees to understand how that fits into the organization business strategy is important and can you know hold dividends or an employee’s satisfaction and productivity. And then also you know motivating so in terms of we haven’t really touch too much about sense in rewards. And that kind of came through strong survey as well. All that you know in order to drive certain behaviors that the right motivations need to be put in place. One of them being in scent of rewards which again need to be tied back to the strategy, the values of company and expectations for each employee.
Tim Grady: Okay.
Michael Barry: And then of course you know companies that have to because of poor qualities have to often have you know setbacks and we are still here a lot about recalls and coming back through inconsistent quality. So again that creates a lot of you know not the mention in the cost but a lot of rework and perceptions on brand and we haven’t really touched on that but again companies reputation that can really heard companies reputation and then that’s now how stories quickly is spread on social media and rather outlet these days really negative quality experience can really damage company so you know having quality right doing it right has a lot of on the upside has a lot of positive potential for the reputation of your brand.
Tim Grady: I think that is certainly is very strong and compelling long list. So it’s that company should taking consideration if they don’t have the quality programme. And being the sense we can early break the market place down and the three groups of companies Michael. Those who don’t have a programme, those who are implementing programme and those who have a programme better it’s underappreciated. You talk about some help that they can get from ASQ whose don’t have the programme. Is that also valid for those who are implementing a programme or whoever programme it’s underappreciated. How can ASQ help them elevate their programme?
Michael Barry: Sure you know one thing that mention to about you know quality and continuous of programme is never end. So there is no finish line you got to say what we got it right so we are now and stage three or four and we are done. So it’s almost you know it’s like any company will never become place that says you know our product or service, it’s done it’s there. It’s going to be around for twenty years. You know you can never get too calm all you have to do, you have to keep add it to continuously to improve and so without being said certainly organizations that have either implemented or started a path toward you know unlocking that value or improvement that quality programme and systems . Certainly ASQ is there you know here writing in partnership with organizations. No matter where you are a journey to asses where you at and then be able to give you some strategies and ideas for taking you to next level. There is certainly if not quality journey is not something that takes a company a year to get there. It takes a lot of dedication, a lot of work some of them involves resource investment more so than others. But it’s something that ASQ’s worked with a lots of different organizations on each one of these three different phases of their quality journey. And you know I’ll just take an example certification so we worked with companies and individuals and terms of certifying and enhancing their employee’s skill set. And we do that from a first phase to those just getting the quality. And then the third phase, organizations that are very mature quality system and are looking to certify what we call master black wells. Which is the highest level certification so we have different resources and along those lines. So yeah absolutely we are equipped and ready to help organizations no matter where they are and the quality spectrum.
Lew Weiss: Michael you want to give us your URL again for whose may have tuned in late into the show?
Michael Barry: Sure Lew, it’s www.asq.org and for the URL for the research the ASQ forbs cultural quality research project again is cultureofquality.org but you can also get there by going to the homepage of asq.org as well. Lew?
Lew Weiss: Thank you we are getting to near end to wrap up the show and Michael I want to thank you for appearing on our show twice. We appreciate that. And you’ve given certainly a lot of great information and help to our listeners. I do want to mention to our listeners that about a half hour half to the show two thirty eastern standard time. The show will be recorded on our website at mfgtalkradio.com. You may want to listen to part one first so you get a little bit a count to knotty. And there are thirty seven other shows you can listen to as well so again Michael thank you and Tim take it away.
Tim Grady: Michael we certainly do appreciate you’re coming back on show. There is a lot of great data that you presented in and your paper certainly are invaluable for our listeners to read and this studies also invaluable for their hands. We certainly want to express our appreciation. I’m sure listeners appreciation that this information is for your charge and your mainly studies out the market place that our really done for very high level company. And you know there is thousands of dollars tens of thousands of dollars and we really are focused on manufacturing talk radio. It’s speaks to small and midsize enterprises that don’t have access to a lot of things that the major corporation is all we want to do. So thank you for sharing with us you have put together with forbs ending on the show.
Michael Barry: Tim and Lew thank you very much. It was a pleasure being here and it was a great conversation. It was great to be talking with you and being able to share some little bit more about ASQ and the research with value listeners. And absolutely I mean this search is available at no cost and really it’s an education and it’s really to start kind a going back to earlier conversation Tim about what can we really do to get quality accelerated and moved up to front change to be executives and sometimes it’s by putting together research that people can access without being cost prohivited.
Tim Grady: Thank you so much. We really appreciated. And that wrap this up the manufacturing talk radio today.