ASQ Strategic Planning
&
Deployment
Michael R. Kirchner, ASQ Region 15A DRD, RD-elect
Acknowledgements
• To Jim Shore, RD ASQ Region 1
– For his vision, passion, and facilitation skills in bringing
Hoshin Kanri to ASQ Section Affairs Council and
helping to create a “tipping point”
• To Grace Duffy, friend and ASQ guru
– For her passion, caring, and sharing
• To Erica Farmer, friend and Section 1509
colleague
– For her cheerfulness, sharing and knowledge
Learning – Continuously Improving
Hoshin Kanri - A Strategic Planning Process
Who
• Everyone, including you
What
• Covered in the Clinic
When
• Yearly, monthly, daily
Where
• Business as well as personal
Why
• Covered in next slides
How
• Examples in the next slides
Hoshin Kanri – A Strategic Planning Process
Why should it matter to me?
“It doesn’t matter how fast you are going
if you are headed in the wrong direction”
Hoshin Kanri – A Strategic Planning Process
What’s in it for me?
Hoshin provides better linkage between
vision, activities and metrics – from HQ
down to the Sections down to the
individual members
• Strategic Goals 1-3 years
– Primary Objectives 1 year
• Supporting Action/Project
Priorities
– Balanced Score card
– Resources identified
Hoshin Kanri – Success and A Tipping Point
• ASQ Boston Section
– Last to First Section in three years
• Dynisco Plastics
– Reduced inventory by $1.4M
– Inventory turns increased from 8 to 24
– Eliminated reordering process from 66 to 6
• Nypro Healthcare
– Strategic Plan initiated
• VOC information gathering sessions
• Conducing SWOT analysis
– Off site meeting
• Hire facilitator to lead exercise
Hoshin Planning Process
Establish Organizational Vision
C
A
Develop Strategic Objectives
T
C
H
Develop Main Initiatives
B
A
L
Deploy Tactical Action
Establish Key Metrics
Monthly Review
Annual Review
L
P
D
C
A
Hoshin Planning Process
Establish Organizational Vision
C
A
Develop Strategic Objectives
T
C
H
Develop Main Initiatives
B
A
L
Deploy Tactical Action
Establish Key Metrics
Monthly Review
Annual Review
L
P
D
C
A
Establish Organizational Vision
Mission and Vision – ASQ
ASQ
Mission
ASQ
Vision
• To increase the use and impact of Quality in
response to the diverse needs of the World.
• By making quality a global priority, an
organizational imperative and personal ethic, ASQ
will become the community of choice for everyone
who seeks quality concepts, technology, and tools
to improve themselves and their world.
Mission and Vision – Section 1509
1509
Mission
1509
Vision
• Being the community of choice for…
• Improving knowledge, education, and employability of
members
• Engagement, networking and giving back to the community
• Providing leadership and opportunities for professional
growth.
• By making quality a global priority, an organizational imperative
and personal ethic, ASQ will become the community of choice
for everyone who seeks quality concepts, technology, and tools
to improve themselves and their world.
Hoshin Planning Process
Establish Organizational Vision
C
A
Develop Strategic Objectives
T
C
H
Develop Main Initiatives
B
A
L
Deploy Tactical Action
Establish Key Metrics
Monthly Review
Annual Review
L
P
D
C
A
ASQ 2014 Objectives
Increase Impact • Increase ASQ’s Impact
Grow MOC
• Grow individual/organizational
members and increase loyalty
Grow Means
• Grow Operating Revenue
Process
Improvement
• Improve Key Work Processes
Improve
Workforce
Engagement
• Improve Member Leader
Engagement
SAC 2014 Objectives
Grow Means
• Grow Operating Revenue
Process
Improvement
• Improve Key Work Processes
Improve
Workforce
Engagement
• Improve Member Leader
Engagement
Increase Impact • Increase ASQ’s Impact
Grow MOC
• Grow individual/organizational
members and increase loyalty
Section 1509 Orlando 2014 Objectives
Grow MOC
• Grow individual/student
members and increase loyalty
Improve
Workforce
Engagement
• Improve Member Leader
Engagement
Grow Means
• Grow Operating Revenue
Process
Improvement
• Improve Key Work Processes
Increase Impact • Increase ASQ’s Impact
Compare the Priority
Goal
• (1) Impact
• (2) MOC
• (3) Means
• (4) Process
• (5) Engagement
ASQ
SAC
Orlando
•1
•2
•3
•4
•5
•3
•4
•5
•1
•2
•2
•5
•3
•4
•1
Priority – The Drivers
Globalization & MOC
Means & Process
MOC & Member Leaders
Hoshin Planning Process
Establish Organizational Vision
C
A
Develop Strategic Objectives
T
C
H
Develop Main Initiatives
B
A
L
Deploy Tactical Action
Establish Key Metrics
Monthly Review
Annual Review
L
P
D
C
A
ASQ 2013 Initiatives
Increase Impact
• Achieve self-sustaining National Service
Centers
Grow MOC
• Grow Individual Members of the Community
from 135,000 (forecast)
Grow Means
• New product revenue to achieve and sustain
a 5% contribution to total operating revenue
Process
Improvement
• Use Baldrige Performance Excellence Model
and WFA process … becoming a world-class
organization
Improve
Workforce
Engagement
• Enhance the ability of our workforce to deliver
results
SAC 2014 Initiatives
Grow Means
• Encourage cluster training in
more Regions
Process
Improvement
• Improve SAC-related policies
Improve
Workforce
Engagement
• Encourage Sections to
engage their members
Increase Impact
• Educate all Section Members
through SAC on ASQ Brand
Grow MOC
• Gain more members through
enterprise membership
Section 1509 Orlando 2014 Initiatives
Grow MOC
• Student Outreach
• New member engagement
Improve
Workforce
Engagement
• Increase LC membership and
attract new Member Leaders
Grow Means
• Increase Revenue
Process
Improvement
• Develop communication plan
Increase Impact
• Partner with local community to
increase local brand recognition
Hoshin Planning Process
Establish Organizational Vision
C
A
Develop Strategic Objectives
T
C
H
Develop Main Initiatives
B
A
L
Deploy Tactical Action
Establish Key Metrics
Monthly Review
Annual Review
L
P
D
C
A
ASQ 2014 Actions
Increase Impact
• Implement non-corporate JV in Brazil
Grow MOC
• Grow MOC by enhancing the value
provided by ASQ’s Member Units and
Communities
Grow Means
• Develop growth strategies for adding new
products to the portfolio
Process
Improvement
• Complete the 2013 Wisconsin Forward
Award Application by deadline
Improve
Workforce
Engagement
• Develop leadership learning modules for
delivery to member leaders in 2014
SAC 2014 Actions
Grow Means
• Include some ML training (RD/DRD
++) in the cluster training (at N/C)
Process
Improvement
• Identify, prioritize and improve 2-3
SAC processes
Improve
Workforce
Engagement
• Complete PAR project for 2015
award
list of registered Enterprise
Increase Impact • Obtain
employees & communicate to RD's
Grow MOC
• Encourage communication between
enterprise members and sections
Section 1509 Orlando 2014 Actions
Grow MOC
• Agree upon funding activities for
UCF student chapter
Improve
Workforce
Engagement
• Actively recruit members for
committee positions at meetings
Grow Means
• Sponsor Seminar or conference
• Offer courses
Process
Improvement
• Develop newsletter with
educational articles
Increase Impact
• Host/Participate in a Social
Activity with the community
Hoshin Planning Process
Establish Organizational Vision
C
A
Develop Strategic Objectives
T
C
H
Develop Main Initiatives
B
A
L
Deploy Tactical Action
Establish Key Metrics
Monthly Review
Annual Review
L
P
D
C
A
ASQ 2013 Key Metrics
Increase Impact • ASQ Global Revenue
Grow MOC
• Total New Individual Dues-paying
Members
Grow Means
• Percent of total operating revenue
growth from new products
Process
Improvement
• Percent of improvement projects
completed as planned
Improve
Workforce
Engagement
• Member leader engagement
percent favorable
Section 1509 Orlando 2014 Key Metrics
Under development
Hoshin Planning Process
Establish Organizational Vision
C
A
Develop Strategic Objectives
T
C
H
Develop Main Initiatives
B
A
L
Deploy Tactical Action
Establish Key Metrics
Monthly Review
Annual Review
L
P
D
C
A
Hoshin Planning Process
Establish Organizational Vision
C
A
Develop Strategic Objectives
T
C
H
Develop Main Initiatives
B
A
L
Deploy Tactical Action
Establish Key Metrics
Monthly Review
Annual Review
L
P
D
C
A
ASQ Strategic Planning & Deployment