1. ASQ Strategic Planning & Deployment Michael R. Kirchner, ASQ Region 15A DRD, RD-elect

2. 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

3. Learning – Continuously Improving

4. Hoshin Kanri - A Strategic Planning Process Everyone, including you Who Covered in the Clinic What Yearly, monthly, daily When Business as well as personal Where Covered in next slides Why Examples in the next slides How

5. 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”

6. 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

7. 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

8. Hoshin Planning Process Establish Organizational VisionDevelop Strategic ObjectivesDevelop Main InitiativesDeploy Tactical ActionEstablish Key MetricsMonthly Review Annual Review PDCAPDCA

9. Critical Thinking Process Specific Measureable Attainable Reasonable Time bound

10. Hoshin Planning Process Establish Organizational VisionDevelop Strategic ObjectivesDevelop Main InitiativesDeploy Tactical ActionEstablish Key MetricsMonthly Review Annual Review PDCAPDCA

11. Establish Organizational Vision

12. Mission and Vision – ASQ ASQ Mission To increase the use and impact of Quality in response to the diverse needs of the World. ASQ Vision 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.

13. Mission and Vision – Section 1509 1509 Mission 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. 1509 Vision 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.

14. Hoshin Planning Process Establish Organizational VisionDevelop Strategic ObjectivesDevelop Main InitiativesDeploy Tactical ActionEstablish Key MetricsMonthly Review Annual Review PDCAPDCA

15. ASQ 2014 Objectives Increase ASQ’s Impact Increase Impact Grow individual/organizational members and increase loyalty Grow MOC Grow Operating Revenue Grow Means Improve Key Work Processes Process Improvement Improve Member Leader Engagement Improve Workforce Engagement

16. SAC 2014 Objectives Grow Operating Revenue Grow Means Improve Key Work Processes Process Improvement Improve Member Leader Engagement Improve Workforce Engagement Increase ASQ’s Impact Increase Impact Grow individual/organizational members and increase loyalty Grow MOC

17. Section 1509 Orlando 2014 Objectives Grow individual/student members and increase loyalty Grow MOC Improve Member Leader Engagement Improve Workforce Engagement Grow Operating Revenue Grow Means Improve Key Work Processes Process Improvement Increase ASQ’s Impact Increase Impact

18. Compare the Priority Goal (1) Impact (2) MOC (3) Means (4) Process (5) Engagement ASQ 1 2 3 4 5 SAC 3 4 5 1 2 Orlando 2 5 3 4 1

19. Priority – The Drivers Globalization & MOC Means & Process MOC & Member Leaders

20. Hoshin Planning Process Establish Organizational VisionDevelop Strategic ObjectivesDevelop Main InitiativesDeploy Tactical ActionEstablish Key MetricsMonthly Review Annual Review PDCAPDCA

21. ASQ 2013 Initiatives Achieve self-sustaining National Service Centers Increase Impact Grow Individual Members of the Community from 135,000 (forecast) Grow MOC New product revenue to achieve and sustain a 5% contribution to total operating revenue Grow Means Use Baldrige Performance Excellence Model and WFA process … becoming a world-class organization Process Improvement Enhance the ability of our workforce to deliver results Improve Workforce Engagement

22. SAC 2014 Initiatives Encourage cluster training in more Regions Grow Means Improve SAC-related policies Process Improvement Encourage Sections to engage their members Improve Workforce Engagement Educate all Section Members through SAC on ASQ Brand Increase Impact Gain more members through enterprise membership Grow MOC

23. Section 1509 Orlando 2014 Initiatives Student Outreach New member engagement Grow MOC Increase LC membership and attract new Member Leaders Improve Workforce Engagement Increase Revenue Grow Means Develop communication plan Process Improvement Partner with local community to increase local brand recognition Increase Impact

24. Hoshin Planning Process Establish Organizational VisionDevelop Strategic ObjectivesDevelop Main InitiativesDeploy Tactical ActionEstablish Key MetricsMonthly Review Annual Review PDCAPDCA

25. ASQ 2014 Actions Implement non-corporate JV in Brazil Increase Impact Grow MOC by enhancing the value provided by ASQ’s Member Units and Communities Grow MOC Develop growth strategies for adding new products to the portfolio Grow Means Complete the 2013 Wisconsin Forward Award Application by deadline Process Improvement Develop leadership learning modules for delivery to member leaders in 2014 Improve Workforce Engagement

26. SAC 2014 Actions Include some ML training (RD/DRD ++) in the cluster training (at N/C) Grow Means Identify, prioritize and improve 2-3 SAC processes Process Improvement Complete PAR project for 2015 award Improve Workforce Engagement Obtain list of registered Enterprise employees & communicate to RD's Increase Impact Encourage communication between enterprise members and sections Grow MOC

27. Section 1509 Orlando 2014 Actions Agree upon funding activities for UCF student chapter Grow MOC Actively recruit members for committee positions at meetings Improve Workforce Engagement Sponsor Seminar or conference Offer courses Grow Means Develop newsletter with educational articles Process Improvement Host/Participate in a Social Activity with the community Increase Impact

28. Hoshin Planning Process Establish Organizational VisionDevelop Strategic ObjectivesDevelop Main InitiativesDeploy Tactical ActionEstablish Key MetricsMonthly Review Annual Review PDCAPDCA

29. ASQ 2013 Key Metrics ASQ Global Revenue Increase Impact Total New Individual Dues-paying Members Grow MOC Percent of total operating revenue growth from new products Grow Means Percent of improvement projects completed as planned Process Improvement Member leader engagement percent favorable Improve Workforce Engagement

30. Section 1509 Orlando 2014 Key Metrics Under development

31. Hoshin Planning Process Establish Organizational VisionDevelop Strategic ObjectivesDevelop Main InitiativesDeploy Tactical ActionEstablish Key MetricsMonthly Review Annual Review PDCAPDCA

32. Hoshin Planning Process Establish Organizational VisionDevelop Strategic ObjectivesDevelop Main InitiativesDeploy Tactical ActionEstablish Key MetricsMonthly Review Annual Review PDCAPDCA

33. ASQ Strategic Planning & Deployment