Globalization & Supply Chain Management Technical Committee Chairman John Cachat [email_address] Executive Overview

ASQ Quality Management Division QMD Vision Engage people, organizations, and communities in continual improvement. QMD Mission Convey lifelong quality related knowledge through information, methods and tools that add value to organizations, society, and individuals. www.asq-qm.org For more information please contact John M. Cachat at [email_address] , or request a connection via LinkedIn at http://www.linkedin.com/in/johncachat

Globalization & Supply Chain Management Technical Committee The purpose of this committee is to provide research and guidance to organizations that are working on the management of Global Supply Chains. Most current Supply Chain projects are ONLY driven by price and delivery issues. The committee members will be asked to share current experience and future direction as incorporating quality issues into the Global Supply Chain Management process.

Globalization & Supply Chain Management Technical Committee The committee is expected to discuss challenges like: In Search of the Supplier Scorecard Standard Supply Chain Communications and Connectivity Minimizing Out Sourcing Risk

The committee is expected to discuss challenges like:

In Search of the Supplier Scorecard Standard

Supply Chain Communications and Connectivity

Minimizing Out Sourcing Risk

In Search of the Supplier Scorecard Standard After making the decision that a Supplier Scorecard is necessary to minimize supply chain risk, the immediate questions is “what should be on our supplier scorecard?” The basics of looking at price, delivery, and quality is understood, but what metrics should be used in quality? Other there other areas that should be considered, for example, management team, technology / information systems, new product launch process, etc.

After making the decision that a Supplier Scorecard is necessary to minimize supply chain risk, the immediate questions is “what should be on our supplier scorecard?” The basics of looking at price, delivery, and quality is understood, but what metrics should be used in quality? Other there other areas that should be considered, for example, management team, technology / information systems, new product launch process, etc.

Supply Chain Communications and Connectivity Organizations have come along way in communicating with their suppliers, especially on payments/credits/debits and build schedules, inventory levels, and shipping notifications. However, there is a significant amount of supplier communications that are held hostage in email and unstructured network drives. This presentation will discuss new technology options that are available for improving supply communications to include quality management processes.

Organizations have come along way in communicating with their suppliers, especially on payments/credits/debits and build schedules, inventory levels, and shipping notifications. However, there is a significant amount of supplier communications that are held hostage in email and unstructured network drives. This presentation will discuss new technology options that are available for improving supply communications to include quality management processes.

Minimizing Out Sourcing Risk When you Outsource, Don’t Forget Quality Management. Manufacturing companies use outsourcing of part components, subassemblies and even entire product lines to stay competitive in a global market. But the most successful outsourcing companies assure quality processes across the entire supply chain. Making sure suppliers are following the quality processes your customers expect from your company is what makes the difference in being a profitable company to being another recall headline in the news. Many outsourced suppliers have neither the quality infrastructure nor the technology infrastructure to meet the needs of global manufacturing companies. The dynamic world of outsourcing requires companies to provide rapid quality management infrastructure for suppliers.

When you Outsource, Don’t Forget Quality Management. Manufacturing companies use outsourcing of part components, subassemblies and even entire product lines to stay competitive in a global market. But the most successful outsourcing companies assure quality processes across the entire supply chain. Making sure suppliers are following the quality processes your customers expect from your company is what makes the difference in being a profitable company to being another recall headline in the news. Many outsourced suppliers have neither the quality infrastructure nor the technology infrastructure to meet the needs of global manufacturing companies. The dynamic world of outsourcing requires companies to provide rapid quality management infrastructure for suppliers.

General Flow of Committee Process Survey to ASQ Membership and Other Interested Parties to verify committee purpose, scope – voice of the customer to validate direction Develop Project Plan and need for Sub-Committees Research non-ASQ activities on the subject Publish Meeting Schedule – as least next 12-18 months – on ASQ and ASQ QMD event calendars Status Updates 2 per year to ASQ QMD leadership Monthly on Website and SharePoint (as required) Annually at ASQ National Conference (as presenter and meeting room) Annually at ASQ QMD Forum (as presenter and meeting room) Publish Top Management Executive Briefings Webinars Whitepapers Book

Survey to ASQ Membership and Other Interested Parties to verify committee purpose, scope – voice of the customer to validate direction

Develop Project Plan and need for Sub-Committees

Research non-ASQ activities on the subject

Publish Meeting Schedule – as least next 12-18 months – on ASQ and ASQ QMD event calendars

Status Updates

2 per year to ASQ QMD leadership

Monthly on Website and SharePoint (as required)

Annually at ASQ National Conference (as presenter and meeting room)

Annually at ASQ QMD Forum (as presenter and meeting room)

Publish

Top Management Executive Briefings

Webinars

Whitepapers

Book

Organization of The Technical Committee Chairman – John M. Cachat Secretary (committee activity tracking and follow up) Administration Manager (website, meetings, presentations, etc) Sub-committee Leaders – break out teams, as required Active Participants – usually no more than 10 on main committee, sub-committees are usually no more than 5 Researchers – literature and internet reviews – business and academia Reviewers – as many as interested Meetings - Minimum 4 per year and Maximum 12 per year 2 face to face – one at ASQ National and one at ASQ QMD conference 2 conference calls Involvement by non-ASQ members This is acceptable and encouraged Actively research other groups working on the same subject and collaborate Presentations to other ASQ Divisions is encouraged Presentations outside of ASQ Channels encouraged

Chairman – John M. Cachat

Secretary (committee activity tracking and follow up)

Administration Manager (website, meetings, presentations, etc)

Sub-committee Leaders – break out teams, as required

Active Participants – usually no more than 10 on main committee, sub-committees are usually no more than 5

Researchers – literature and internet reviews – business and academia

Reviewers – as many as interested

Meetings - Minimum 4 per year and Maximum 12 per year

2 face to face – one at ASQ National and one at ASQ QMD conference

2 conference calls

Involvement by non-ASQ members

This is acceptable and encouraged

Actively research other groups working on the same subject and collaborate

Presentations to other ASQ Divisions is encouraged

Presentations outside of ASQ Channels encouraged

Technical Committee Members Help Wanted Members / Reviewers / Researchers Administration Secretary Chairman Supplier Scorecard Sub-committee Administration Secretary John M. Cachat [email_address] Chairman

Technical Committee Members Help Wanted Members / Reviewers / Researchers Administration Secretary Chairman Minimizing Out Sourcing Risk Sub-committee Members / Reviewers / Researchers Administration Secretary Chairman Supply Chain Communications Sub-committee

Immediate Next Steps For The Committee Include: Solicit Volunteers For Leaders, Administrators, Members, Reviewers, And Researchers Creation Of A Customer Survey To Validate The Areas Of Research, Value To ASQ Members, And Provide Initial Benchmark Data Creation Of Sub-committees To Focus On The Areas Deemed To Be Of Most Value To ASQ Members Solicit Volunteers As Speakers For Webcasts And As Writers Of White Papers On The Subjects Related To Quality Aspects Of A Global Supply Chain Organize Case Studies To Demonstrate The Cost Of Quality Improvement Across Multiple Verticals (Manufacturing, Healthcare, Government, Education, Banking, Etc)

Solicit Volunteers For Leaders, Administrators, Members, Reviewers, And Researchers

Creation Of A Customer Survey To Validate The Areas Of Research, Value To ASQ Members, And Provide Initial Benchmark Data

Creation Of Sub-committees To Focus On The Areas Deemed To Be Of Most Value To ASQ Members

Solicit Volunteers As Speakers For Webcasts And As Writers Of White Papers On The Subjects Related To Quality Aspects Of A Global Supply Chain

Organize Case Studies To Demonstrate The Cost Of Quality Improvement Across Multiple Verticals (Manufacturing, Healthcare, Government, Education, Banking, Etc)