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What’s the value of process improvement? One way to look at it is by examining the reason for having a quality system in the first place. Let’s start by understanding the basics of six sigma, which define the maturity level of an organization’s management system. By that, we don’t just mean just a quality management system, but your entire system of management. Read more →

Sounds easy in principle, doesn’t it? Just plan your work and work your plan. So, why is “plan-do-check-act” so difficult in practice? Using the Plan-Do-Check-Act (PDCA) method is like climbing a hill: it starts out easy but gets harder the higher up you go.

Read more →

Recently, I was looking for a new camera. I was researching various models when I came across a few websites that listed them at unbelievable prices! Excited but skeptical, I dug down more and discovered these websites were shady, at best. That is, something gave me the impression they weren’t entirely trustworthy. I settled on a site with an established reputation — Amazon.com — and purchased the model I liked for what I thought was a fair price.

I’ve been buying online for a number of years. And, regardless of the current state of the economy, more and more people are buying online, too. According to one estimate, 60% of consumers shop online at least once quarterly.

As most of us are becoming more familiar, and comfortable, with purchasing from websites — as our numbers continue to grow — questionable or outright illegal selling practices are also on the rise. How do we know that the websites we’re buying from are legitimate?

Here are a few things you can check for before you make the decision to buy from any website.

1. Detailed Information

One of the most obvious signs of a website’s sincerity and competence is easy availability of information. Unless you have something to hide, there’s no reason to skimp on such things as detailed product descriptions, delivery information, pricing, and even company information — the company’s history, physical location, and a variety of ways (names, e-mail addresses, phone numbers, etc.) of contacting someone at the company.

A somewhat important, but often overlooked, detail is a website’s “whois” domain registration information, on registrar sites like Godaddy or Network Solutions. Most of the shady websites I encountered had their domain owner information masked under private registrations.

Always feel free to email or call the company to get an idea about their business practices or customer service standards. See if you get hold of a “real” person or if you’re just sent to voicemail.

2. Recognized Brand

Most big-name, well-known online retailers like “Amazon.com” or “Buy.com” are safe bets, as are websites recommended by people you know or the ones  you have previously bought from (and didn’t have any complaints about). I say “most” because in rare instances, a third-party crook could be enticing you to visit a make-believe website simply to steal (or “phish”) your information.

Make sure that the address bar of your browser always begins with “http://subdomain.name-of-the-retailer.com”, where “subdomain” is “www”, “store”, or something similar. Avoid shopping from websites that have an IP (internet protocol) address — usually four sets of numbers — following the “http://” in the address bar (e.g., “http://123.456.789.012/”).

3. Encrypted Data – Secure Transaction

When you shop from a website, all information you enter (like your contact and credit card information) are transferred from your computer to their web server. You want this transfer to be encrypted and secure. That’s what the SSL (secured socket layer) certificates do, so that a third-party cannot easily “eavesdrop” on your transaction and steal your personal information.

There are two ways to ensure that a website has SSL certificate installed. First, look for “https://” in the address bar, especially when you’re in the area of the website where you’re asked for sensitive information, like the shopping cart checkout.

Second, look for a padlock icon either on the address bar or towards the bottom right of the webpage. Many sites also use logos of SSL providers. Feel free to click on those logos to verify proper encryption.

4. Clean Record – Assurance is the Key

Other things to look for are the company’s record. Check to see if the company is a member of the local Better Business Bureau. If it is, you can check for any complaints against the company and, if there were, how they handled those situations.

Also look for website reviews online. Keep in mind that sometimes these reviews can be skewed by a small number of dissatisfied customers, or jealous competitors, but look for the reviews themselves to see if they’re consistently good or bad. Consistently poor reviews indicate potential problems or a pattern of misbehavior within the company.

5. Customer Satisfaction Is Our Primary Goal

Safe shopping at Bizmanualz.com

Here at Bizmanualz, we’re mindful of the concerns our customers have about online shopping. We are proud of, and deeply thankful for, the trust thousands of customers have bestowed upon us over the 15-plus years we’ve been in business. We adhere to strict website security standards and take your privacy very seriously. Shoppers recognize this and, as a result, customers from around the world visit our website, view our samples,and buy our products.

We’d love to hear from you about your online shopping experiences, both negative and positive. Also, if you have any questions or comments about our own online security standards, please feel free to call us at 314-863-5079, contact us online, or leave a comment.

Thank you, and happy holidays!

The United States Senate gave its approval to a food safety bill, commonly known as “The Food Safety Modernization Act”, last week. The bill has to be reconciled with a similar one that passed the House over a year ago before the President will have anything to sign and the country will, in fact, have a law that specifically addresses food safety. Now, whether the implementation of said bill will actually ensure food safety is another thing altogether…

The Food and Drug Administration (FDA) has been in existence for over 100 years — it actually predates the Pure Food and Drug Act of 1906 — and was begun mainly in response to the proliferation of patent medicines and the often dubious claims people made of them. Food safety was first addressed by the passage of the Meat Inspection Act, which fell under the jurisdiction of the USDA.

Some kind of food safety regulation has been around for more than a century. Yet, while passing various health and food safety legislation for decades, Congress hasn’t actually done much to ensure our protection. They often assign enforcement of food safety laws to the FDA or USDA but the FDA, in particular, has been rendered toothless — ineffective — in recent history as funding for qualified personnel, training, research, and testing have dried up. This typically has the effect of passing the burden (i.e., expense) of ensuring safety on to other parties, such as the consumer. (Don’t believe me? Read the labels on the entrees and side dishes in your freezer.)

Furthermore, food safety standards that are more universal in nature — after all, we’re dealing with a global food supply chain — have been in existence for decades. HACCP (hazard analysis and critical control point) plans –not developed by or for the FDA, incidentally — have been commonplace for nearly forty years because they work!

Food businesses and other organizations (like ISO) have developed a number of easily implemented and universally applicable standards for reducing risks associated with growing, storing, processing, transporting, and consumption of food. ISO 22000 for food safety management systems was released in September, 2005. A complimentary standard, PAS 220 (designed to tighten specifications for food processors’ prerequisite programs, or PRP), was released three years later.

What’s my point? One, that we can’t bank on legislation alone to ensure the safety of the food we consume. The food industry appears to be well ahead of any legislative efforts.

Two, that wherever your company is located in the food supply chain, there are universal standards you can comply with that will ensure the safety of your product no matter where you and your customer are located. Complying with ISO 22000, PAS 220, and similar standards will greatly increase the likelihood that you’re compliant with whatever food safety legislation exists in any locale.

To help you further, Bizmanualz offers its “ISO 22000 FSMS Policies, Procedures, and Forms” manual — one that enables your company to ensure food safety and comply with ISO 22000 requirements with relatively little cost or effort on your part.

So, back to the original question: Is the world safer thanks to regulations like the Food Safety Modernization Act? Do you think more is needed? Or, to put it another way…

What ISN’T being done to ensure food safety?

Officially, the worst global economic recession in several generations ended over a year ago and we are on the way back, according to the U.S. National Bureau of Economic Research. Unofficially, they need to revisit their definition of “recession”, as most of us are still plagued by a tight money supply, a lethargic job market, stagnating production and a general crisis of confidence.

Some of you aren’t buying the “fear, uncertainty, and doubt“ story, though. You’re going about your business logically, methodically, and with a clear sense of direction and purpose. You’re making things happen now and you’ll be in the lead when 2011 rolls around.

For the rest of us, there are many things we could be doing to make great strides forward in the coming year. Among them are implementing or refining the following key procedures: Read more →

It was recently announced by the National Institute of Science and Technology (NIST) that the Baldrige National Quality Program shall henceforth be known as the Baldrige Performance Excellence Program. NIST, which administers the Baldrige Program, has decided not to rename the Malcolm Baldrige National Quality Award, or MBNQA, for now.)

What’s the significance of the name change? What’s the difference, if any, between “quality” and “performance excellence”?

There are several interpretations of the term “performance excellence” posted on LinkedIn. Compare these with what Winder and Judd said about “quality” a few years back in the Quality Digest magazine. There’s an entertaining article on defining performance excellence that ACCA (the Association of Chartered Certified Accountants) published a little over a year ago.

Perhaps more importantly, there’s NIST’s explanation for the name change. They express the belief that the definition of “quality” has changed over the last couple of decades. It appears the term “performance excellence” suggests a more holistic approach than does “quality”. (And maybe NIST just thought it was time to freshen up the award, to bring it back into the business world’s consciousness.)

What do you think? Is there any substance to NIST’s argument? Which term — quality or performance excellence — means more to your organization? And is the Baldrige program more useful than, say, ISO 9001?

Customers demand consistency — they need it to make informed purchase decisions.  We’ll start with an example: Let’s say you run a restaurant.  At your restaurant, you have a different chef every day. Each chef makes the menu according to their preferences.

If your menu changes every day — if there’s a high degree of variability — most customers will be put off. Some people like variety and go out of their way for it, but most of us are creatures of habit. We find something we like and we stick with it; we go where we know what we’re getting. If we don’t know what to expect from you, you may not be in business for long. Read more →

Chris Anderson, Managing Director of Bizmanualz, recently posted on the Top 10 Quality Gurus. Those of us in the quality disciplines all know about these people: Shewhart, Deming, Juran, Crosby, Ishikawa, Taguchi, and many others laid a solid foundation for quality practices in the 21st century and beyond. Some of us, I’m sure, can recite ISO 9001 from memory, but memorizing the minutiae isn’t as important as “getting it” — applying the principles of quality to our business and personal lives.

Quality is one of the keys to success in any discipline. Though we may use different terminology, it’s clear who gets quality. There are people who get it, who successfully apply the tenets of quality to what they do in life — people who make everyone around them better without having to know a thing about Six Sigma, ISO 9001, or Lean. Some examples are:

1. Yogi Berra, “It ain’t over ’til it’s over.” How many of us have been through a grueling project — like working toward ISO 9001 certification — and, once we reached our goal, said, “Now that we have that out of the way…”? Once your quality management system has been certified, it ain’t over.  There’s no such thing as the perfect QMS — that’s why a major goal is to keep improving. Yogi kept improving his game, all right. You know how many other MLB players have 10 World Series rings?  Zero.

2. Ichiro Suzuki, “In baseball, even the best hitters fail seven of ten times and of those seven failures, there are different reasons why”. Ichiro was referring to a time-honored measure of success in baseball, the .300 batting average. Ichiro has batted over .300 every year he’s been in the American major league. Between Japan and the U.S., he could retire with over 4,000 hits, a plateau only two before him (Cobb and Rose) have reached.

3. Jackie Robinson. “Thinking about the things that happened, I don’t know any other ball player who could have done what he did. To be able to hit with everybody yelling (racial slurs) at him. He had to block all that out, block out everything but this ball that is coming in at a hundred miles an hour. To do what he did has got to be the most tremendous thing I’ve ever seen in sports.” Shortstop and Dodgers’ teammate Harold “Pee Wee” Reese, on Jackie. Enough said.

4. Archie Moore, “If I don’t get off the mat, I’ll lose the fight.” In 234 recorded boxing matches over a span of 30 years, the Old Mongoose won nearly 200, 145 by knockout! He also failed to win more than 30 of his matches. Mr. Moore even won a light-heavyweight match at age 50! Archie Moore personified dedication and dogged persistence, qualities that separate winners from also-rans in business, too.

5. Steven Spielberg. “All of us every single year, we’re a different person. I don’t think we’re the same person all our lives.” Has there been a better expression of the concept of change. Always thinking, always moving forward — that’s why Spielberg is considered one of the best ever at his craft.

6. Miles Davis. “Do not fear mistakes…there are none.” Miles was one of the most innovative composers and arrangers of jazz, a musical genre known for innovation. He was continually reinventing what he did and staying at the forefront, from cool jazz to fusion. Nearly every one of Miles’s albums, from the 1940′s “Birth of the Cool” to the 1980′s “Aura”, represented a landmark in the progression of music.

7. “Dizzy” Gillespie. “I always try to teach by example and not force my ideas on a young musician.” Known as one of the founding fathers of bebop, Dizzy was also a proponent of Afro-Cuban music, decades before “world music” became popular. Never content to rest on his laurels, he was still inventing new ways of expressing himself through music at the time of his death.

8. Wayne Gretzky. “You miss a hundred percent of the shots you don’t take.” The Great One’s career shot percentage was a mere 17.6%; to put it another way, he missed over 82% of the time. Still, Gretzky holds every single-season and career scoring record in the history of the National Hockey League. Just goes to show that you don’t get anywhere by standing around and waiting for something to happen.

9. James Madison. “The truth is that all men having power ought to be mistrusted.” Madison felt power ought to be distributed among the people, so he (and many nameless others) developed the U.S. Constitution to assure a balance of power. They had the foresight — the vision — to craft a document which is still the model for sound government more than two centuries later.

10. Dwight D. Eisenhower. “You don’t lead by hitting people over the head. That’s assault, not leadership.” Field Marshal Montgomery, thought not to be one of Ike’s biggest fans, once said, “He has the power of drawing the hearts of men toward him as a magnet attracts the bit of metal. He merely has to smile at you, and you trust him at once.” That’s saying a lot when someone who doesn’t care for you still respects your abilities.

Of course this isn’t the definitive list of The Top 10 Leaders Not in Quality. I don’t believe any of them ever thought they were perfect, which is why they continually worked on improving themselves. These are ten people who represented quality in what they did or how they lived. They’re living evidence that quality is all around us.

Not every quality guru is in the field of quality. Who represents quality to you? Why? Are they people you know personally?

Rumors are flying around the Internet that British Petroleum is considering removing Tony Hayward from the company’s top post. Apparently investors like the idea, as BP’s stock price has steadily risen since the rumors began.

People may feel like it’s a good start, as Hayward seems to have become a greater liability than an asset to the oil giant. However, one grand, symbolic gesture — one more sacrificial lamb — doesn’t get to the root of the problem. We have much further to go. Hayward is at the top of the company but the failures that led to the oil catastrophe have not nearly been all his or his company’s doing.

BP’s failure was part of a systemic failure: there is plenty of blame to go around. Rather than blame everybody (which helps no one), we have to correct the system in which this fiasco occurred or devise a new system.

Where to start?  We might take care of the problem this way:

• Compile lessons learned and share them with the industry.
• Rewrite industry (and other) standards to put a greater emphasis on safety.
• Enforce existing regulations before writing new ones.
• When writing a new bill (and this goes to any bill, not just those dealing with oil and gas), the legislature cannot be allowed to hide laws by combining them, related or not. One bill for one issue.
• Spend money on enforcement (i.e., hire qualified people, train them well, and pay them what they’re worth).
• Break up the MMS and organizations like it. The Materials Management Service has been responsible for gathering rights fees, etc., and they’ve been responsible for enforcing oil-and-gas-related statutes and requirements. Often, these two work at cross-purposes: as we saw, the MMS didn’t want to enforce laws that might put the brakes on revenue. Those functions have to be kept separate so there’s no confusion about what’s important.
• Restore “reinvestment in the company” as a business tenet. Paying out profits to shareholders and executives while infrastructure and technology lag isn’t sustainable.
• Fine anyone or any organization that misled anybody at any point (misinformation, late or no information, deflecting blame, covering up problems, etc.). This alone could raise enough money to put the issue behind us.
• Get the world on the same standards. It’s too easy for a company to say, “We don’t like the tax laws here, so we’re moving offshore” or “It’s cheaper to operate “over there”, so we’re going over there.” Artificially low wages and taxes, as well as lax standards and enforcement, relocates the problems and potentially intensifies them. Relocating a problem doesn’t solve it and it can create more.
• Accept responsibility. Management can certainly do its share but so can the rest of us. We need to find our collective moral compass and use it all the time.

Do you have any suggestions or ideas for preventing a recurrence of this unfortunate situation? What would your corrective or preventive actions be? Should compliance with ISO 9001 and ISO 14001 be required of all oil and gas companies (and their subcontractors)? Should policies and procedures be transparent?

Thanks for your time.

Remember when Ford’s tagline was “Quality Is Job 1″? No? Well, maybe this will jog your memory.

Back in the 1980′s, Ford, GM, Chrysler, and AMC¹ were quickly losing ground to Japanese automakers². Rumors that U.S. auto workers were deliberately sabotaging cars on assembly lines gained traction; these rumors were alleged to have been started to divert attention from the obvious and growing inequities between American and Japanese vehicles.

Fact is, American car buyers were turning away from domestic cars simply because their Asiatic counterparts were cheaper to buy and much cheaper to operate. The bad reputation American cars were saddled with then — a consumer perception of poor quality — persists to this day, even though Toyota — which leapfrogged all American automakers in 2007 to become the world’s #1 vehicle producer precisely because of its reputation for quality — has turned out to be the modern-day emperor with no clothes.  It looks as though quality took a back seat to profits.

Then there’s BP, whose failed wellhead in the Gulf of Mexico “will live in infamy”³, mainly because it appears the company would not spend a little on safety because that might eat into profits. This story has been thoroughly covered in the news, on blogs (including ours), and in company emails.

Now add the computer maker Dell to the list. Dell is now in court for allegedly selling millions of defective computers from 2003-2005 — computers that it supposedly knew were defective — hurting companies that relied on its reputation for quality manufacturing and customer service.

What’s the common thread running through all of these cases? Corporate hubris? Maybe.  A message running throughout these companies that “quality be damned — just get it out fast and make a big profit”? Quite possibly. Is their profit more important to you — the consumer – than a quality product and your satisfaction?

When do we, as consumers, demand that quality be placed before price? It catches up with the producer — eventually — but why wait for the inevitable? Why chase the elusive promise of “newer and better”? (Look at what Apple’s going through with the iPhone 4.)^{4, 5} Also, when do we, as corporate citizens, begin to see that our responsibility to give our customers quality isn’t incompatible with healthy profits?

It’s often said that we get what we deserve. If you think you deserve better, demand — and hold out for — quality.

Notes:

¹ Yes, they were still around, though not for long. AMC was put down for good in 1988.

² Except for body rust; that problem plagued Japanese auto makers for decades. My first two new vehicles were Japanese-made and I logged 18 years and several hundred thousand miles between them. If not for the severe case of “car cancer” they both caught, I believe they would’ve given me 20 or more years, combined.

³ My apologies to the late Franklin D. Roosevelt only.

⁴ http://abcnews.go.com/Technology/apple-iphone-hit-class-action-suit/story?id=11066239.

⁵ http://news.cnet.com/8301-30677_3-20008919-244.html.

Further Reading/Viewing:

1. Enderle, Rob, “Dell and the Cost of Cover-Ups“, IT Business Edge post, 30 Jun 2010.
2. Evans, Joel, “Is Apple Covering Up the Real Problem with Its iPhone?“, ZDNet blog post, 4 July 2010.
3. “Product Recalls“, Back in Black, The Daily Show, 6 July 2010.