Great discussion starter, Peggy! I am also sad about the cancellation of the conference but I think the Virtual event will provide some great ideas and opportunities for our members.  I am moderating several sessions on MyASQ so get on over there and start posting :)

Register? Sure. Where? 
Have you gone to the Virtual WCQI website to browse the on-demand recordings?Have you gone to the Virtual WCQI website to browse the on-demand recordings? No, where is the website? I could have used a link here. 
 

Tim,

I believe you can register via this link:

https://www.eventscribe.com/2020/WCQI/

Regards,

Jerry

Posted by Tim Dalton on May 5, 2020 11:23 am

Register? Sure. Where? 
Have you gone to the Virtual WCQI website to browse the on-demand recordings?Have you gone to the Virtual WCQI website to browse the on-demand recordings? No, where is the website? I could have used a link here. 

Tim, in less time than it took you to write that useless post you could have simply googled "Virtual WCQI"

I'm with Tim on this one. As a new member leader, I frequently get communications from various entities within ASQ telling me to do this or that, just assuming that I can find the site/tool/resource/meeting and that I have access to it. It's a tremendously frustrating time sink. Often when there are links, they reference other links that are broken. ASQ leadership really needs to do better, or their volunteer workforce won't continue.

Christine Kurowski:
I'm with Tim on this one. As a new member leader, I frequently get communications from various entities within ASQ telling me to do this or that, just assuming that I can find the site/tool/resource/meeting and that I have access to it. It's a tremendously frustrating time sink. Often when there are links, they reference other links that are broken. ASQ leadership really needs to do better, or their volunteer workforce won't continue.

I'm relatively new to ASQ, so I haven't had the negative experiences you mention... yet. I think in any situation it is best to at least make an attempt to find an answer yourself before asking someone else to do it for you. In this case he is looking for a website, and doing a simple google search is really about as easy, quick and simple as it gets. 

I would agree that the format and links on the ASQ website, particularly the forum, are not user-friendly at all. Even compared to forums that have no paid-memberships and don't have the support of an organization like ASQ. 

Michael Vail:

Christine Kurowski:
I'm with Tim on this one. As a new member leader, I frequently get communications from various entities within ASQ telling me to do this or that, just assuming that I can find the site/tool/resource/meeting and that I have access to it. It's a tremendously frustrating time sink. Often when there are links, they reference other links that are broken. ASQ leadership really needs to do better, or their volunteer workforce won't continue.

I'm relatively new to ASQ, so I haven't had the negative experiences you mention... yet. I think in any situation it is best to at least make an attempt to find an answer yourself before asking someone else to do it for you. In this case he is looking for a website, and doing a simple google search is really about as easy, quick and simple as it gets. 

I would agree that the format and links on the ASQ website, particularly the forum, are not user-friendly at all. Even compared to forums that have no paid-memberships and don't have the support of an organization like ASQ. 

Just my two cents...I am also a new ASQ member and I had absolutely no issues attending and accessing the WCQI sessions that I cared to attend. I was aware the conference went virtual. I knew how to register for it. Once registered, I knew where to go to find the keynote live streams, I knew where to find the breakout session forums. I actually think it was done really well and think it was a creative way to handle having to cancel the conference due to the challenges we're all currently facing. I'm with Michael here, a little investigation goes a long way in finding simple answers.   

I do what I do most of the time as a Deming advocate, I usually practice Deming 14 points by" Creating constancy of purpose for improving products and services. Adopting the new philosophy. Ceasing  dependence on inspection to achieve quality. Ending the practice of awarding business on price alone; instead, minimize total cost by working with a single supplier."  Not all of these principles are achievable but where ever I can I use them as a guideline to achieve good quality.

Deming's 14 Points: Total Quality Management Principles | ASQ

 

Thanks for the elevated perspective Dwight! My brief response addresses one of Deming's 14 points.

One of Dr. Deming’s “14 Points” to consistently increase productivity:

                                    “8. Drive out fear.”

Q. Really? Is “Fear” actually present in working environments for services and products?
In Education, Health Care, NFPs, Industry, Professional Societies and Organizations, private and public sector workplaces? In all levels of management?

H D Y K (HOW DO YOU KNOW?)

Stay Healthy!
Cheers,
Bill

William, I have been practicing and preaching Deming's 14 points since the 80's, I have tested and challenged every one of them throughout the years and have grown old knowing they are solid advice to give and to live by.  Point #8 may not be in the sense of the fear we are feeling now of covid-19, it is not about being scared or terrified, and definitely is not about fear towards management, that point is about fear of your own insecurity and lack of confidence to express your ideas, the younger you are the less you feel inclined to offer your point of view at work (unless you are a naturally know-it-all).  So from that perspective, I use my interpretation of point #8 as "Welcome everyone’s ideas for quality improvements and effective work.", and direct this to management.

Time has a way to mold our way of thinking, Deming's ideas remain valid today as much as they were 50 years ago, but you have to adapt them to today's environment and give them your own interpretation.  Also, all of the 14 principles and their interrelationships must be followed as a whole and not in isolation of each other.

Raul had it spot-on with "all of the 14 principles and their interrelationships".  Interrelationships being the key word.
I had the good fortunate of knowing Dr. Deming.  One night in his basement home office he told me he was reluctant to issue his 14-points.  He always said "there is no cookbook recipe to quality".  Taking that analogy further I would say it is not just the ingredients but how you use those ingredients.
As Raul does I have used my interpretation of "Drive Out Fear".  For instance, often quality improvement efforts require change.  Change has a fear factor.  My response to fear is to "embrace the fear and then do it anyways".  This works for me.
Thanks, Raul, Dr. Deming would be proud of you.

Ron Sedlock
rsedlock@msn.com 

Thank you for the heads up/inspiration.  I'm coming full circle this week at work.  After writing quality processes in the field (local level), then helping to digitize the Corp, now I'm writing a manual for R4 of our digital platform.  Definitely a passion project 20+years in the making  :)  Take it easy...
“It is not enough to do your best; you must know what to do, and then do your best.”    -Edward Deming 
 

Thanks Raul for your response.

You state two POV I wish to offer alternative opinions about:

1 of 2:
“It is not about being scared or terrified, and definitely is not about fear towards management, that point is about fear of your own insecurity and lack of confidence to express your ideas, the younger you are the less you feel inclined to offer your point of view at work (unless you are a naturally know-it-all).  So, from that perspective, I use my interpretation of point #8 as "Welcome everyone’s ideas for quality improvements and effective work.", and direct this to management.”

This different perspective appears to ignore the reality of the workplace. The “Fear” Deming notes was learned by him in his time with workers throughout his career. If one studies the background for what fear among top-level engineers, scientist and managers can do because of it, consider reading the facts of what drove the horrific failure of the Challenger.[1]

"Fear will disappear as management improves.” -W. Edwards Deming


2 of 2:
 “Deming's ideas remain valid today as much as they were 50 years ago, but you have to adapt them to today's environment and give them your own interpretation.  Also, all of the 14 principles and their interrelationships must be followed as a whole and not in isolation of each other.”

Note the above quote in 1 of 2  identifies the solution . . . by observing the increased confidence of employees (react) . . .at all levels...of management AFTER their visible behaviors change (act).

So, one common example within those professions that deliver services using project management for clients is evident at many "Project Start-up" meetings. After the PM's review of the new project's start-up plan, she asks "Before we adjourn, any questions?"

Those at this meeting who have been with this org for some time have learned to just sit in silence. Perhaps a new member to this org will ask some challenging question(s) regarding one or more points not clearly covered in the dialogue. It might be about time, budget, unspoken assumptions, etc.

The PM states "Thanks for the question! However, we are already behind the project's schedule. So, lets adjourn, get something going, and I will get
back to you."

Q. To all reading this far, in your similar experiences, how long before the PM gets back with a focused response?

A. Most experienced professionals tell Hayden "Never!"

Q. Why? . . .and remember to ask "Why?" at least five (5) times to try to get to the real root-cause.

Stay Healthy!

Cheers,
Bill
p.s. Recall that "Fear" is based on anticipation of a future undesirable outcome
 

Thanks Bill (William), really enjoyed your reply and thoughts, 100% agree on all that you written, especially the realities of a workplace.

Thanks Ron for sharing your thoughts.
Some additional thoughts follow, in two parts.

• 1 of 2:

 “He (Deming) always said “there is no cookbook recipe to quality”.  Taking that analogy further I would say it is not just the ingredients but how you use those ingredients.”
Absolutely true!
And when any one or more of these “Ingredients” is dysfunctional, the system delivers what you (Executive Management) have designed it to do. Consider an explanation of what “8. Drive out fear” does when not in sync with the other 13 ingredients:

“8. Drive out fear, so that everyone may work effectively for the company.[1]
No one can give his best performance unless he feels secure. Employees should not be afraid to express their ideas or ask questions. Fear can take many forms, resulting in impaired performance and padded figures. Industries should embrace new knowledge because it can yield better job performance and should not be fearful of this knowledge because it could disclose some of their failings.”
 

• 2 of 2:

“Change has a fear factor.  My response to fear is to "embrace the fear and then do it anyways".  This works for me.”

I believe and appreciate your personal reflection Ron. And if I may suggest, you are one person.

Consider (visualize) a physical chain.
               
Q. Which link in the chain is the most critical?

Stay Healthy!

Cheers,
Bill


 

A.  "Quality, let it begin with me." -- Ron Sedlock

I'm working. Midco International Inc., where I'm the QA Manager are building a lot of natural gas burner units for crematories and other commercial and industrial use. We've been designated an essential manufacturer. Also we just had our ISO audit and the Management review meeting is next week. Not exactly things I can go to a conference for and miss. Maybe next time? Thanmks for the understanding!