S.O.A.R. Update

1. S.O.A.R. Update April Board Meeting Presentation

2. S.O.A.R. Office Objectives • Orchestrate Summit 3 Key Themes, Low Hanging Fruit, and Already in Process • Manage emergent issues from Theme Work • Communicate progress to the various stakeholder communities • Clearinghouse for unplanned resource requests

3. SOAR Project Office Grace Duffy Paul Borawski Architecture David Little Karla Riesinger ML Communications Connie Faylor Laurel Nelson-Rowe Educ/Training Larry Smith Brian LeHouillier BoK Sue Jacobs Bill Tony/Chris Bauman S.O.A.R. Project Office Team

4. Direction from October 2005 • 3 Key Themes from multi-voting process: • Improve Member Leader communication • Design and implement a new system-wide ASQ Education and Training process. • Create a unified ASQ BoK Content Development process. • Address the “Low Hanging Fruit” opportunities identified during the Summit. • Continue to resolve the “Already in the Works” activities reinforced by attendees.

5. Interim status to Board in Orlando • Team leadership in place. • Charters, objectives and scope of task reviewed. • General timelines for short term Low Hanging Fruit and Already in Process. • Individual Key Theme milestones in place for input to 2006-07 Business Plan.

6. Progress is Significant!! • SOAR is receiving excellent partnership support from SAC and DAC leadership. • Staff and volunteers working together for common goals. • Strong working teams in place for all 3 key themes. • Project management in place and working.

7. Here is the snapshot!! • Member Leader Communications • Connie Faylor and Laurel Nelson-Rowe • Education and Training • Larry Smith and Brian LeHouillier • Body of Knowledge • Sue Jacobs and Bill Tony • Architecture • David Little and Karla Riesinger

8. ML Communications Task Force Update – 2006

9. ML CommunicationsTask Force Charter Opportunity Statement: As identified by member leaders at the October 2005 Summit; member leaders’ efficiency, effectiveness, awareness and performance are hampered by ineffective and inefficient communications on a Society-wide basis. Work Statement: The Task Force will document the current state of communications for and among member leaders (the “as is”) and will establish, document, deploy and monitor improvements from a new member leader communications system (“to be”). The system is expected to improve member leaders’ efficiency and effectiveness and will ultimately improve ASQ members’ experience and membership value.

10. ML CommunicationsTask Force Team Members: Connie Faylor: Member Leader Laurel Nelson-Rowe: Staff Leader Rebecca Marquardt: Project Leader Member Leader Participants: Kristin Case, Don Singer, Pete Johnson, Jeff Lackey, Stephen Jones, Woody Rabon, Charles Volk Staff Participants: Anita Fox, Cynthia Nazario, John Van Slyke, Donna Wycklandt, Rochelle Dickinson(research advisor)

11. ML CommunicationsTask Force Actions To Date: • Communications Log Exercise • 42/3000 returned by member leaders • 80% of HQ managers provided activities • Benchmarked Best Practices • Lessons Learned • Several email delivery systems are in place • Consistency will improve the process • Awareness and usage of many tools very low, i.e. SharePoint • Late March Team Meeting in Milwaukee • Using TRIZ Innovation toolkit to devise “as is” and begin “to be” system • Interim improvement steps and training determined; New system work continues

12. ML CommunicationsTask Force “As-Is Model”

13. ML CommunicationsTask Force Benchmarking/Best Practices • ASAE • ASTD • APICS • IEEE • PMI

14. ML CommunicationsTask Force • New Communications System Foundation = PDCA • PDCA-based Communications System is design-plan mode • Yet, even as we “P” and design, the team determined interim improvements for the “Release 0” including: • Reduce the number of emails • Format Communications • Develop Expectations documentation • Training

15. ML CommunicationsTask Force Interim Improvement “Rel. 0” Includes: • E-mail --System for message priorities --Conventions for “header” info --Templates, guidelines --Matrix to be built to eliminate redundancies • Develop, communicate “Communications Expectations” • Add to ML Position Description document • Utilize in ML Community of Practice • Training --On conventions, templates, prioritization --On expectations, behaviors…of communications leaders

16. ML CommunicationsTask Force Measuring Results • Qualitative • Training and feedback session at Community Leadership Institute today • Feedback gathered during Committee calls (ETB, PB, DAC, SAC) • Feedback gathered via Community of Practice online • Quantitative --Section, Division leadership surveys (annual) --Survey research via Community of Practice --Surveys deployed with “Release 0” and with new system --Short, periodic telephone polls, sampling member leaders --Customer Measurement System—member loyalty and awareness improvements

17. Are we communicating? Thank you!

18. ASQ Education and Training Initiative

19. Mission (Purpose) • There is a shared belief that ASQ could create a much more responsive system to provide the quality community with education and training. • A centerpiece of that system could be sections as training and education deliverers and divisions as forums and knowledge generators.

20. Objectives • Start with a clean slate and develop a vision and long view for our training and education efforts. • Develop something modern, something responsive to the needs of customers and members, and something that makes the best use of ASQ’s tremendous talents and capabilities. • This planning will merge nicely into our business planning cycle to assure we allocate the right resources for our plan and implementation in the next fiscal year.

21. Education and Training Approach - 1 • Establish and maintain two tiers of cross-functional teams: • a steering team consisting of members who are organization stakeholders in the team’s mission and whose buy-in is critical for implementation; • working teams consisting of members who have more detailed knowledge and time to perform the needed tasks. • These teams will communicate via conference calls on a bi-weekly basis.

22. Education and Training Approach - 2 • Kick-off the effort with a two-day concentrated focus workshop utilizing generous cross-functional representation. Tap the knowledge of this team to establish a draft vision for education and training, identify and prioritize inhibitors, formulate system relationship map, and identify and prioritize solution options. • The final membership for the steering and working teams will be outcomes of this initial effort.

23. Education and Training Approach - 3 • The use of team time and knowledge will be efficiently and effectively organized through a blend of Seven Management and Planning, and TRIZ tools. • The working team will develop the detailed actions and strategy to support business plan implementation.

24. Paul Borawski Pat Corkran John Dew Grace Duffy Clay Hodges Gary Johnson Brian LeHouillier Jerry Mairani Laurel Nelson-Rowe Dick McKeever Larry Smith Art Trepanier Susan Westergard Steering Team

25. Vision ASQ’s education system enables anyone, anywhere, anytime to improve themselves, their organizations and their world through quality concepts, technologies, and tools. ASQ’s educational system is the seamless integration of HQ, member communities, education professionals, and members.

26. Education and Training System

27. Effect on Vision Elements/ Inhibitors (not weighted) Effect on Other Solutions Effect on Vision Elements and Inhibitors (weighted) Importance versus Level of Implementation Leveraging Certification X IP Policy X Subsidiary X X X Certify Instructors/Courses Measurement Tools of maturity X Product Development X X X HQ/MU Collaboration X Win/win incentives X Integrated systems X X Modular Material Design X X X Sales & Marketing – Business Trends X X Regional Service Reps X X X X VOC Research X X X X Benchmarking X Mega Events X Solution Prioritization • by: • Importance vs. Implementation • Effect on other Solutions • Effect on Vision and Inhibitor Elements (weighted and not weighted)

28. Solution Strategy • “Low Hanging Fruit” with SAC • Voice of Customer Research • Management Structure • Modular Material Design

29. “Low Hanging Fruit” with SAC • 4/3 Create Questionnaire • 4/21 Solicit Input from SAC Members • 4/30 Review Questionnaire Results at SAC Meeting • 4/30 Select “Low Hanging Fruit” Projects and Form Implementation Teams • 9/1 Finalize Plans • 10/1 Implement

30. Voice of Customer Research • 5/5 Form Team • 6/1 Define Customers • 8/1 Gather/Organize Information System-Wide and Identify Knowledge Gaps; Implement as Learn • 10/1 Conduct Needed Customer Research • 12/1 Analyze Data and Establish a Multi-Year Plan to Improve the Education and Training System

31. Management Structure • 4/10 Form Team • 5/1 Document Current Structure • 6/1 Establish Benchmarking Venues and Questions • 8/1 Analyze Benchmarking – Identify Lessons Learned and Best Practices • 9/1 Draft Vision-Driven Structure/Options • 10/1 Board Recommendations for Implementation • TBD Pilot Recommendations • TBD General Deployment

32. Modular Material Design • 8/1 Form Team • 9/1 Categorize Offerings and Develop Criteria/Strategy for ASQ and Provider Material • 10/1 Establish Workplan to Modularize Current/Past Material • 11/1 Product Development Value Stream Map for On-going Modular Production • 12/1 Revise Product Development Process • TBD Pilot Process • TBD General Deployment

33. “Quality Begins and Ends with Education”

34. ASQ BoK

35. SOAR BoK Team Members Pablo BaezASQ StaffDennis BeecroftQMD DivisionRosemarie ChristopherRegion 7Rick PearlmanFD&CGeoff ViningStatistics DivisionSteven WalfishBiomedical DivisionSusanna QuirchHouston Section Keith Conerly DAC DMP Chair S.O.A.R BoK Sue JacobsMember Leader Chris BaumanASQ Managing Director Bill TonyASQ Staff APRIL 2006

36. Objective • Create an effective process to • identify and acquire content • disseminate the BoK

37. ASQ Body of Knowledge Research Reports Magazine Articles Case Studies Newsletter Articles Certification Preparation Q-BoK Speeches Conferences Presentations Books White Papers Standards Web Content Training Materials Audio/Video Discussion Boards

38. Develop incentives toencourage members and member units to identify and acquire BoK content Target new members and “nontraditional” quality content contributors and users ASQ BoK Development Process will increase the number of content developers and peer reviewers, the number of participating member units, BoK usage by customers through improved access/availability content volume, availability and delivery Recognize BoK content contributors individual content contributions member unit content contributions Recognize effective delivery of BoK Align with existing recognition programs DMP SMP Certification SOAR BoK Process PROCESS OUTPUT INPUT Q-BoK

39. Project Milestones Feb 06 BoD Charter approval Apr 06 Resource SOAR BoK Team Apr 06 Communication Plan to differentiate between Q-BoK Conceptual Plan (EA) and SOAR BoK Apr 06 Current Practices Surveya) identifying and acquiring BoK, b) disseminating and delivering BoK, c) recognition and reward for BoK contributions May 06 Define BoK inputs and outputs Jun 06 Outline desired process Jul 06 Recognition incentives Sep 06 Pilot process for peer review Nov 06 Present pilot results to BoD Nov 06 Implement

40. Architecture Low Hanging Fruit Already in the Works Project management

41. Membership and Community Growth and Development ASQ Member Leader Summit Follow-up to Low Hanging Fruit

42. Low Hanging Fruit Updates • Make new members feel welcome • Welcome calls to new members in US, Canada, and Mexico • Revising how-to kit for sections and divisions • Developing e-Welcome and e-Welcome Back as part of Fiscal 06-07 plans • Updating new and renewing member welcome kits

43. Low Hanging Fruit Updates • Better Member Relations • New member calling program • Revising renewing member calling program for both individuals and sustaining members • Better timing • More relevant information based on member profile (ongoing script development)

44. SOAR—Low Hanging Fruit Stakeholder Dialogues

45. Stakeholder Dialogues • A communication method which promotes lively, small group conversations which evolve into a flow of knowledge, ideas and participation that enriches the collective pool of wisdom around a specific theme. • ASQ utilizes this information to develop Living Strategy themes.

46. Stakeholder Dialogues • Nine Stakeholder Dialogues have been hosted since 9/21/05 • Ten Stakeholder Dialogues are scheduled through 8/31/06 • ASQ desired to host 20 during our 2005-2006 membership year.

47. Stakeholder Dialogues • Outlook for 2006-2007 • ASQ is actively pursuing additional Stakeholder Dialogues: • 25 Sections, Divisions or Forums • 10 Organizations • ASQ’s process of identifying groups has been reviewed and stepped up • Additionally, the materials and information have been revamped in alignment with the 2005 Futures Study • The how-to materials have been refreshed for our newest release of Information Kits.

48. SOAR—Low Hanging Fruit Web Help for Member Leaders Continue to Develop the ML Community Networking—assure ML’s increased opportunities to network in meaningful ways

49. Web Help for Member Leaders

50. Continue to Develop the Member Leader Community