NEW HAVEN SECTION
305 FISCAL YEAR 2015-2016
www.asqnewhaven.org
ASQ New Haven Newsletter
February2016 Issue
USING GOLDRATT'S THINKING PROCESS WITH
DAVE CADDEN AND JOHN SAWYER
Does your organization start with ambitious strategic
plans and then forgets them? Do these strategic plans fall
apart when it comes to successfully implementing them?
How often do you hear – or say yourself – about these
plans "what lunatic created these "or" it'll never work".
Flat World Publishers. Dr. Cadden has contributed to a
number of media outlets, including NBC Evening News,
Fox Radio, the local Fox television station, the New
York Times, the New Haven Register and the ECommerce times. He has been a consultant for Anthem –
Blue Cross and McDonald-Douglas.
Strategic planning for more than half a century has been
a cornerstone concept in the Academy in the board
room; yet, it's efficiency and utility have been doubted in
both environments. We have been presented with a
battery of tools and techniques to help with strategic
planning – SWOT analysis, portfolio models and the
balance scorecard, but we still confront the same
problems when we try to implement these plans. This
presentation discusses one of the tools – Strategy and
Tactics trees – which are part of Eli Goldratt's thinking
processes. It discusses how Strategy and Tactics trees
can produce plans that are nearly universally accepted
within the organization and which can be successfully
implemented. It discusses how Strategy and Tactics
Trees are different from, and similar to, other strategic
planning techniques. Lastly, it asks the audience to apply
the concept to a specific problem.
MEETING PLACE AND CONTACTS
Date: February 17, 2016
Place: Brazis Restaurant
Time: Networking: 5:30; Dinner: 6:00; Speaker:
7:00
Dinner: Chicken, Beef or Fish
Cost: $25.00
ONLINE: WWW.ASQNEWHAVEN.ORG
Jay Krishnamoorthy (203)589-5350 or email:
JAYK_2@COMCAST.NET
Bill Folsom:(203) 402-9111 or email:
WILLIAM.FOLSOM@DCMA.MIL.
Dr. Cadden was born in New York City. He received his
B. S. degree in Civil Engineering from the Brooklyn
Polytechnic Institute (now known as New York
University’s Polytechnic Institute). He also earned a
M.S. degree in Management from the same institution.
He then attended Baruch College – CUNY - where he
earned a M.B.A. and a doctorate.
DIRECTIONS TO BRAZI’S RESTAURANT
From the North: Take I-91S to I-95S at the Long Wharf
Exit #46 for Sargent Drive. Brazi’s is behind the Mobil
Gas Station. Take a right off the ramp then a left at the
third light.
His first full-time teaching position was at Fairfield
University. He began teaching at Quinnipiac in 1983. He
was awarded emeritus status in 2014. Recently, he coauthored the textbook “Small Business Management in
the 21st Century” with Dr. Sandra Lueder (his wife) for
From the South: Simply take I-95N to Long Wharf Exit
#46 and take a left off the ramp. Then take a left at the
next light under the highway, then a left down Sargent
Dr. Follow the rest of the directions as From the North
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go with the flow with equal redirected back nonsense.
Why? In the world of politics and our media controversy
sells, so often that telling the truth goes unreported. Even
though there are all sorts of fact checkers out there like
Snopes, FactChecker and PolitiFact with their infamous
Pinocchios, the devious data contortion still goes on and
on…
MESSAGE FROM THE CHAIR
I was browsing through ASQ’s Quality Progress
magazine for January and I read this article that touched
home with me called, “All About Data” by Jack B.
Revelle. Some of the stuff this writer talks about hits so
hard home as to how important it is to collect and
properly analyze all the right types of normalized data.
Lots of what he talks about speaks to total common
sense, something that is often missed in our world of
number spinning. He breaks out the difference between
variables and attributes data and how we stratified and
normalize each type. When deciding on what data to use
he stresses that we need to determine the best process
measuring point for collection and analysis.
Take for example taxes. Today very few politicians will
say that taxes are NOT the problem to this country’s
work force and business woes, as it’s been so ingrained
in our way of life we all just assume it to be true. It’s
such a volatile subject that even leaders who know that
taxes play such a minor role towards derailing success
simply stay off this subject. Just like in baseball with the
expression the tie goes to the runner upon reaching any
base. Everyone assumes this statement to be true, but
it’s boldface just NOT the case. The rules say
specifically that the runner must reach the base prior to
the baseman’s catch of the ball to be considered safe.
Today we are constantly being hit with all sorts of data
whether it’s on manufacturing, crime, economy, finance,
or the hundreds of uses in the scientific world. In
developing a proper means of collection strategy it’s
important to know that reporting back only a set of
numbers that quantifies something whether as negative
or positive, is only half of the answer. When given the
wrong or no comparison point the data, let’s face it is
meaningless.
The long and short of it all is to stand tall and cite the
true facts as they apply to bring about the BEST
assessment of a process’s performance.
State
emphatically yes we pushed out 150 parts this month
twice than last month but because of this higher
production rate we wasted a great deal of money
producing an equal amount of defective parts.
Larry Spinello, Section Chair, ASQNHS
So many manufactures love spewing all sorts of numbers
often seeming incredible in their presentation. Many like
to show the flash as a selling point keeping the vital
comparison points a mystery. For example if a certain
process is shelling out 150 passing parts a month
doubling the previous one the average person would
think that everything is going great. Yes the production
rate may have improved, but what was the defect rate?
The previous month may have been a slow month where
75 out 100 parts passed compared to the 150 parts that
passed over a total of 300 part processed in the following
month. The costs in a lesser quality process despite the
production rate works against you and is really not
something to rave about.
JANUARY’SMEETING
Last month we had a lot of fun with Fred Shamburg and
his Nerf Ball Factory Lean experiment. He began talking
to us about his company Lenovations and his
background as well as the importance of Lean. He talked
about growing your business by freeing up your
capacity. The creation of new capacity gives everyone an
edge to do better in everything you do. It gives you the
ability to look ahead towards getting things done. He
mentioned a company called Delphi that went bankrupt
because they were not showing any growth, where
wasted time was their downfall.
Not only do we see this manipulation of data in the
manufacturing world, it’s all over the place. In the
media it’s awful how so much data is reported
incorrectly or misleading to bolster deeply held opinions.
However if you had the same media types measure
themselves against on how they each rate, suddenly the
numbers speak volumes.
He asked if any one read the book by Womack about
Lean Thinking a few people said yes which he hoped
more would take the initiative to pick it up for
challenging themselves to be a Lean Thinker. He cited
some facts from the book like only 5% of businesses
today are applying Lean and ISO together as structure
and seamless a quality plan and strategy. He hopes as
time goes on more companies will follow in this vein.
You see it constantly in the political world so much so
that many politicians have given up trying to explain
their opponent’s travesty with off the hook false ads and
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He talked about how the lean mind wakes up every day
running if at all to catch up and stay ahead. Pushing hard
to find where all processes can run more efficiently and
timely.
the gains become truly significant as all the steps link
together. As this happens more and more layers of waste
become visible and the process continues towards the
theoretical end point of perfection, where every asset and
every action adds value for the end customer.
He told us about some past meetings we had and
companies he helped with like Energy CT where he
helped them challenge the efficiency in energy usage via
using kaizen events to find and eliminate waste. He
mentioned some groups in the energy savings field like
Travers that would go into your plant and assess all of
your energy wastes with all sorts of fixes that saved so
much in costs, many which were easy to apply.
After his discussion a group of us volunteered to be a
part of his Nerf Ball Factory assembly line. He then gave
us our task assignments were he picked out all the usual
processes of a typical assembly. In this case it was these
Nerf Balls that had faces and feet on them that needed to
be assembled from a supply of parts for final packaging.
We started out with eight people which got kind of crazy
since we could not keep up with the flow and all sorts of
problems were observed in assembly positioning and
travelling of the parts and we failed miserably in
meeting our expected time.
He spoke about the history of Lean at Toyota and how
their approach changes so many businesses worldwide.
In another book by Womack The Machine that Changed
the World he spoke about the absolute need to get rid of
waste and stay ahead in the game. The book illustrates
the Rules of Lean where all work performed must be
consider within the plant while keeping a constant pulse
of your supply to a just needed amount and no more.
Below is a snapshot of Womack 5 Rules of lean:
We changed the process in task positioning and added 3
more people who helped improve things somewhat in
getting the job moving along, but still failed to be on
time. We were then allowed to totally change our
assembly line and with some fine maneuvering
consolidated the number of processes together and
reduced the line to 3 people. Apparently we learned that
the more people involved in this process helped to
increase production time. With 3 people we were able to
get the job done completely with plenty of time to spare.
1.
Identify Customers and Specify Value - The
starting point is to recognize that only a small fraction of
the total time and effort in any organization actually adds
value for the end customer. By clearly defining Value
for a specific product or service from the end customer’s
perspective, all the non-value activities - or waste - can
be targeted for removal.
2.
Identify and Map the Value Stream – The Value
Stream is the entire set of activities across all parts of the
organization involved in jointly delivering the product or
service. This represents the end-to-end process that
delivers the value to the customer. Once you understand
what your customer wants the next step is to identify
how you are delivering (or not) that to them.
3.
Create Flow by Eliminating Waste – Typically
when you first map the Value Stream you will find that
only 5% of activities add value, this can rise to 45% in a
service environment. Eliminating this waste ensures that
your product or service “flows” to the customer without
any interruption, detour or waiting.
4.
Respond to Customer Pull – This is about
understanding the customer demand on your service and
then creating your process to respond to this. Such that
you produce only what the customer wants when the
customer wants it.
5.
Pursue Perfection - Creating flow and pull starts
with radically reorganizing individual process steps, but
Our Nerf Ball Factory experiment was a great learning
experience not to mention a fun time in seeing where
you can break down the barriers of rational thinking to
bring about a better and faster production cutting all
sorts of waste.
JOB OPPORTUNITIES
Job Title: QC Inspectors & Quality Auditors –
1099/Contract (Multiple Industries)
Job Description: Pro QC has over thirty years of
experience as a n international third party quality
consulting and engineering solutions organization. With
operations in over 38 countries, our services include but
are not limited to QC inspections, product testing,
corrective action, and supplier audits (ISO/TS 16949,
SA8000, ISO 9001, ISO 13485, etc.).
Pro QC is
currently seeking qualified local quality contractors to
represent our clients at their local contract manufacturing
locations throughout the U.S., Canada and Mexico.
Inspections generally include quantity verification and
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random sampling for visual/workmanship evaluation,
functional testing, and packaging integrity verification.
Sampling employed follows ANSI Z1.4 specifications
(MIL105E). Audit requests vary depending on industry,
with a focus on automotive, medical device and general
QMS.
Requirements: Flexible schedule, Experience as a
quality inspector, engineer and/or auditor.
Compensation: Pro QC provides a competitive hourly
rate for 1099 contractors. The rate depends on the
project and service required. Contractors are
compensated for time on-site and travel time. Mileage is
reimbursed at the standard IRS rate.
Contact Information: For more information regarding
1099 quality opportunities, please send your resume and
applicable details to info@proqc.com or contact Jennifer
Stepniowski directly at 813-428-3277.
Learn more
about Pro QC International on our website at
www.proqc.com
Inspectors: BS in mechanical or electrical engineering or
CQE/CQI preferred.
Auditors: CQA or ISO 9001 experience preferred.
·Ability to prepare and submit electronic reports,
including digital photos.
ATTENDEE GIFTS!!
This month’s ASQ New Haven attendee gift will be
the ASQ logo Pen, a real helpful implement for
home and at work to assist each day of your Quality
conscious life. We hope this gift choice will be
appreciated by all
….NEW
WAEL A. ALAHMADI
TEJASBENDARKAR
DANA BOCHAN
JAIME E. BIAVA
ROBERTO BALLESTER
MICHAELBRADSHAW
HARRY E. BROOKS
FRANKCORNIELLO
MEMBERS! WELCOME ABOARD!
MICHAEL DOERING
JENNIFER E. DESMARAIS
DONALD W. HELLERMAN
SKHAN MOHAMMAD
AATISHENGKEO KROEBER
DENNIS E. KLEIN
JENNIFER L. LIPTAK
JOHNMALEK
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LYNN MATHEWS-FROEHLICH
MICHELLE A. MALONE
MOISEYGINZBURG
KAMOR T. OLAOSEBIKAN
JOHN H. PIZZONIA
JOELLE STEVENS
ELIZABETHWONG
KYLE ZUKAUSKAS
ASQ PROGRAM SCHEDULE FOR 2016
DATE
17- FEB-16
16-MAR16
SPEAKER/
FACILITATOR
TOPIC
USING
GOLDRATT'S
THINKING
PROCESS FOR
TACTICAL &
STRATEGIC
PLANNING.
WORKING WITH
TEAMS (4 KINDS
OF PEOPLE)
PLACE
DAVE CADDEN AND
JOHN SAWYER.
BRAZISRESTAURANT
TOM GIORDANO
CASA NOVA
RESTAURANT
20-APR-16
QUALITY
JEOPARDY JOINT
JAY
KRISHNAMOORTHY
CASA NOVA
RESTAURANT
18-MAY
16
PLANT TOUR AT
IPC
JAY FAJEN
PLANT TOUR AT IPC
COMMENTS
JOINT WITH
APICS NEW
HAVEN
JOINT WITH
APICS NEW
HAVEN
JOINT WITH
SOUTHERN
ASQ SECTION
JOINT WITH
APICS NEW
HAVEN
SECTION LEADERSHIP COMMITTEE
Section Chair andNewsletter Chair:
Lawrence Spinello (203) 248-4085
Secretary and Healthcare Liaison Chair:
Julie Petrellis (203) 294-7319
NEQC Rep, Treasurer, Nominating
and Past ChairCertification and DRD:
BilFolsom (203) 402-9111
SMP,Audit and Placement Chair:
Gene Contardi (203) 795-6914
Membership and Past Chair:
Linda Pello (203) 269-3112
Web Chair, Programs
and Education Chair:
Jay Krishnamoorthy (203)589-5350
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