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From Best Practices To Next Practices - A Practitioner Perspective ASQ
1. From Best Practices
to Next Practices
- A Practitioner Perspective
ASQ Section 304 North Jersey
September 17, 2014
Chris Boyd
partner@simplybestpractice.com
3. Poacher Turned Gamekeeper
⢠MoD Customer MilSpec/AQAP 82-86
⢠IRCA Lead Assessor ISO9000 1992
⢠SEI Software CMM Lead Assessor 94-97
⢠ASQ Six Sigma Black Belt 2002
⢠ASQ/NIST Baldrige Examiner 2006
⢠ASQ ITEA Examiner 2011
4. Quality Roles On The Road
⢠Defense QA 1981 â 1986 MIL SPECS, AQAP
⢠Software Quality Engineer (BT) 87â89 TQM
⢠Quality Manager (Harland Simon) 89-91 SI
⢠LRQA Lead Assessor 30+ ISO9000 1992
⢠Process Manager Groupe Bull CMM/TickIT 92-94
⢠Motorola European Design & Manufacture 94-97
⢠SQM Sr Consultant & Practice Director Spherion97â01
⢠VP Quality Mercantile Exchange 01-02
⢠VP Quality Bank of NY 02 -05 SixSigma, ClientFirst
⢠VP Global Operations CIT 05- 08 Shared Svcs, O/S
⢠Founder, Simply Best Practice, LLC 08
5. âThe art of war does not
require complicated
maneuvers; the simplest are
the best and common sense is
fundamental. From which one
might wonder how it is
generals make blunders; it
is because they try to
be clever.ââNapoleon
6. âIf you canât write your
movie idea on the
back of a
business
card, you ainât got
a movie.â âSamuel Goldwyn
7. âBE THE BEST.
ITâS THE ONLY
MARKET THATâS
NOT CROWDED.â
From: Retail Superstars: Inside the 25 Best
Independent Stores in America, George Whalin
8. âA man should never
be promoted to a
managerial position if his
vision focuses on peopleâs
weaknesses rather than on
their strengths.â âPeter Drucker,
The Practice of Management
9. It Ainât About the Ws and Ls!
âFun from games arises out of
mastery. It arises out of
comprehension. It is the
act of solving puzzles
that makes games fun. In other
words, with games, learning
is the drug.ââRaph Koster, A Theory of Fun For Game Designers
10. âAndrew Higgins , who built landing craft in
WWII, refused to hire graduates of
engineering schools. He believed
that they only teach you
what you canât do in
engineering school. He started
off with 20 employees, and by the middle of
the war had 30,000 working for him. He
turned out 20,000 landing craft.
D.D. Eisenhower told me, âAndrew Higgins
won the war for us. He did it without
engineers.â â
âStephen Ambrose/Fast Company
11. âHaving an audience can clarify
thinking. Itâs easy to win an
argument inside your head. But
when you face a real audience,
you have to be truly convincing.
⌠Studies have found that the
effort of communicating to
someone else forces you to pay
more attention and learn more.â
âClive Thompson, âTHINKING OUT LOUD: How Successful
Networks Nurture Good Ideas,â Atlantic/10.13
12. THE FOUR MOST IMPORTANT WORDS IN ANY ORGANIZATION
ARE ⌠âWHAT
DO YOU
THINK?â *
Source: courtesy Dave Wheeler, posted at tompeters.com
*âEmployees who don't feel significant rarely make
significant contributions.â âMark Sanborn
14. âEveryone has a
story to tell, if only
you have the
patience to wait for it
and not get in the
way of it.ââCharles McCarry, Christopherâs Ghosts
15. THE PROBLEM IS
RARELY/NEVER THE
PROBLEM. THE
RESPONSE TO THE
PROBLEM INVARIABLY
ENDS UP BEING THE
REAL PROBLEM.*
*PERCEPTION IS ALL THERE IS!
16. Customers describing their service
experience as âsuperiorâ: 8%
Companies describing
the service experience they provide as
âsuperiorâ: 80%âSource: Bain & Company survey of 362 companies, reported in John DiJulius,
What's the Secret to Providing a World-class Customer Experience?
17. âThe Bottleneck is at the âŚ
âWhere are you likely to find people with
the least diversity of experience, the
largest investment in the past,
and the greatest reverence for
industry dogma âŚ
Top of the
Bottleâ
â Gary Hamel/Harvard Business Review
19. âSomewhere in your
organization, groups of
people are already doing
things differently and
better. To create lasting
change, find these areas of
positive deviance and fan the
flames.â âRichard Pascale & Jerry Sternin,
âYour Companyâs Secret Change Agents,â HBR
20. âBusiness has to give people enriching,
rewarding lives ⌠or it's simply not worth
doing.â âRichard Branson
âYou have to treat your employees like
customers.â âHerb Kelleher, upon being asked his âsecret to successâ
"If you want staff to give great service, give
great service to staff." âAri Weinzweig, Zingerman's
"When I hire someone, that's when I go to
work for them.â âJohn DiJulius
â
21. âIt became necessary to develop
medicine as a cooperative
science; the clinician, the specialist, the
laboratory workers, the nurses uniting for the
good of the patient, each assisting in the
elucidation of the problem at hand, and each
dependent upon the other for support.â
âDr. William Mayo, 1910
22. âThe only real voyage consists
not of seeking new
landscapes,
but in having new eyes;
in seeing the universe through
the eyes of another,
one hundred othersâin seeing
the hundred universes that
each of them sees."
âMarcel Proust
23. âAllied commands depend on
mutual confidence
and this confidence is
gained, above all
through the development
of friendships.â
âGeneral D.D. Eisenhower, Armchair General*
*âPerhaps his most outstanding ability [at West Point]
was the ease with which he made friends and earned
the trust of fellow cadets who came from
widely varied backgrounds; it was a quality that would pay
great dividends during his future coalition command.â
24. âUPS used to be a trucking company
with technology. Now itâs
a technology
company with
trucks.â âForbes
25. "How often I found
where I should be
going only by setting
out for somewhere
else.â â Buckminster Fuller
27. REMEMBER: You CHOSE to
be a boss/leader.
Hence you CHOSE to
devote the rest of your
professional career to
DEVELOPING
PEOPLE.
28. âIâve learned that
people will forget what
you said, people will
forget what you did,
but people will never
forget how you made
them feel.ââMaya Angelou
33. Other Professional Interests
⢠European Motorola Software Council 1995
⢠NYC SPIN Steering Committee 1997
⢠PMI Project Management Professional 2000
⢠NYU SCPS Adjunct 2000 - 2004
⢠SHRM Measures & Metrics Taskforce 2010-
⢠TM Forum 2011
⢠Caldwell College Business Advisory Council 2012-
⢠Everwise Mentor 2013-
⢠BSA Nova and SuperNova Award Mentor 2014
34. Contact Details
⢠LinkedIn jchrisboyd
⢠Simply Best Practice, LLC
⢠partner@simplybestpractice.com
⢠38 Chatham Rd, Suite 4, Short Hills, NJ
⢠917-376-6191
⢠jchrisboyd@gmail.com
36. Networking = Connecting
⢠Listen! Itâs ALWAYS about the other person.
⢠How can I help you? Be specific.
⢠Iâm interested. Tell me moreâŚ
⢠What have I not asked, that I should know?
37. Recognizing Expertize = Relevance
⢠Read widely and practice conversing.
⢠Be the connector for busy people
⢠Ask questions, and capture quotes.
⢠80% of success is showing up
38. Avoiding A âBad Experienceâ
ď People speak conversationally at 110 -150 wpm
ď Smile - inwardly and outwardly
ď Outline specific steps â make room to offer
ď Remember â itâs STILL about the other person!
ď Donât block the Exit!