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4 page article on Human Calibration in ASQ newsletter. The Human Calibration method corrects inspection errors in sensory based testing. Reduce customer complaints and increase operational profit by correcting inspection erros.
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Volume 42 Number 2
http://asq.org/inspect/index.html
December 2012
Page 1 of 14
NEWSLETTER
Fellow Members,
As your incoming chair of our Inspection Division I’m honored to hold this position. As the chair, I represent each of our members in the operation and management of the division. Some of our members have expressed concern about the declining membership not only in our division but for
ASQ. We are all involved in making the division a positive experience and value added. When was the last time you went to the Inspection Division Website? Submitted an article for the Newsletter? Volunteered for the exam development process for the division sponsored CQI and CQT certifications? The Inspection Division discussion board has had minimal participation. To all I encourage you to become more active in our division. If you are like me I often have to ask questions and get input from others. The discussion board or contacting a member of the leadership team can be a valuable resource. I also encourage each member that may have written an article, performed a study, have a presentation to submit to George Cutler to place it on our website to share it with our members. The division publishes at a minimum a newsletter at least twice a year. You can submit an article or short tutorial for the newsletter any time to Navin Dedhia. If you have questions about submitting an article or volunteering please contact me or any member of your leadership team.
Speaking of the leadership team, 2013 will bring a new look to our team. The leadership team along
with a few other members attended a meeting in September in Louisville. I do want to thank all of those members who were able to attend and their participation in developing the 2013 Strategic Business Plan and Budget. Jenny Persfull did a wonderful job in making arrangements and working with the attendees to make the meeting a positive experience. Greg Gay stepped to the plate and was instrumental in development of the budget to support the plan. Shirl Furger, ASQ Headquarters, provided us tremendous support and assistance in ensuring the plan was in alignment with the ASQ’s overall business plan and objectives.
Molly Brown as Nominating Committee chair along with her sub-committee members - Jenny Persfull and Navin Dedhia - were instrumental in creating our new leadership team. I want to congratulate my fellow elected team members Joe Wesling, Incoming Chair-elect; Jackie Schaefer, Treasurer; and Jim Spichiger, Secretary. Jim, during the past year, has worn many different hats to support the division. He served as our Membership Chair but also was acting secretary, Scholarship Chair and Inspector of the Year Chair. Greg Gay has held numerous positions in our division and his most recent position was Treasurer. [Continued on Page 2…..] .
IN THIS ISSUE
INCOMING CHAIR’S MESSAGE by JOHN VANDENBEMDEN
Incoming Chair’s Message …..………………..1 Outgoing Chair’s Message …..………………..2 Message from the Editor……………………..…2 ASQ Certification Exam ………………………..3 Know Your Division Team Members………..3-4 Inspection Division Strategic Business……….4 Plan Activities The Human Calibration Training……………5-7 Methodology by C. Kotevich Why Do People Believe that ISO & LSS……8-9 are Failing by J. Vandenbemden Inspection Division Mid-Year Meeting……..9-10 2013-2014 Leadership Team……………… 12 Information on Inspection Division…………..13
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[Incoming Chair’s Message continued from Page 1] Greg is our new Historian and Conference chair I appreciate Greg’s devotion and effort he puts in on behalf of our division. You can find a complete list and contact information for the leadership team in this newsletter and on the Inspection Division Internet Site. I encourage you to be involved I would like to thank the Inspection Division members who have continued to support the Division throughout the years and welcome those of you who are new to the Division. Inspection, no matter what title is assigned to it, is not going away nor is the need for qualified inspectors. Inspection technology is progressing rapidly and for the Division to continue to serve its members we have to understand what tools are being utilized in the workforce today. This is exactly what your Division leaders are working to provide as we continue this journey. You will see a number of new names and faces in the leadership team these next two years; with the diverse talents they have we are confident they will bring a fresh new perspective to the Division. However, as good as they are they cannot provide what you need unless you let them know what your needs are. Within the next few months we will be sending out a survey to all of you, this is your chance to let us know what you need as we move forward in this ever changing world. We urge you to take this opportunity to provide feedback to your new leaders. ASQ World Congress will be held in Indianapolis IN this year and as always the Inspection Division will be there. You are invited to attend our open business and membership meeting; we look forward to seeing you there. It has been a pleasure to serve as your Division chair and know that the gavel has been passed to such an excellent team. Please join me in welcoming and supporting them these next two years.
Larry Ellison
Dear Readers,
As the year 2012 is nearing an end and 2013 approaches, we all ponder over the New Year’s resolution. Many of us make New Year’s resolution and break these at the next available opportunity as if they did not make the resolution. But, it is time to look back at 2012 and see what we accomplished
during the year and where we lacked in reaching our goals. And this is the time we need to Review the list to make a resolution to strengthen our weaknesses. It is easy to use SWOT (Strength, Weaknesses, Opportunities, and Threats) analysis tool to plan and move ahead. At the same time, being a professional, we should not forget our own development activities. Our development activities should include learning new tools and technology, taking classes, attending seminars and conferences to keep with the state of the art and new trends in our own profession. ASQ’s Professional Certifications (Ex: CQE, CQA, CMQ/OE, etc.) require to accumulate credits from professional activities that increase understanding of the Body of Knowledge or enhance job. Get ready to welcome New Year with your resolution to increase understanding of knowledge and subject matters by getting involved in the professional activities. Send me your New Year’s Resolutions for inclusion in the future newsletters. Wishing you, all, a Happy Holiday Season and a Happy New Year.
OUTGOING CHAIR’S MESSAGE by LARRY E. ELLISON
MESSAGE FROM THE EDITOR by NAVIN S. DEDHIA
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ASQ CERTIFICATION EXAMS Having an ASQ Certification is an investment in your career and future. So get certified today! ASQ offers 17 certifications, and has issued nearly 150,000 certifications to professionals worldwide. Certifications are an essential development tool to help quality professionals stand out in the workplace. ASQ certification is a formal recognition by ASQ that an individual has demonstrated a proficiency within, and comprehension of, a specific body of knowledge. Since 1991, certification has been rated as one of the three most valued benefits of ASQ membership. A professional certification offers tangible benefits to both the individual and the employer. NOTE: Quality Inspector, Quality Improvement Associate, Quality Process Analyst, Quality Technician and Six Sigma Green Belt are lifetime certifications. They have no recertification requirements.
KNOW YOUR DIVISION TEAM MEMBERS Read on what some of the Council Members are doing: Incoming Chair: John Vandenbemden As the chair of the division I preside at all annual
and special meetings of the division and all meetings of the Division Council. I must ensure that the ASQ Code of Ethics is followed within the division. I represent the division at all scheduled Division Affairs Council and group meetings. Assist in develop and ensure
implementation of the division strategic business plan and budget. [Contact: John Vandenbemden, email: [email protected]]
Incoming Treasurer: Jackie Schaefer
Jackie is currently the Quality Manager at Hampel Corp. a plastics thermoformer in Germantown, WI. She became a member of ASQ in
1994, and has worked with the Inspection Division since 1998 on various activities for the CMI and CQT exams. Besides Quality, she enjoys scrapbooking,
photography and her pet birds. [Contact: Jackie Schaefer, email: [email protected]] Arrangements, Conferene & Events Chair: Jenny Persfull I recently resumed my quality career after a few short years of retirement. I was extremely fortunate to return to Cook Polymer Technologies formerly
(Sabin Corporation) a Medical Device Manufacturer. For over thirty years I have worked with quality individuals in my company to ensure that the components we provide our parent and sister companies meet or exceed their expectations. It has been extremely
fulfilling knowing that the knowledge I’ve gained from my experience can be used by others to help provide a better service to our customers. I’ve been active in ASQ local sections and the Inspection Division since the late 1980’s. My responsibilities for the Division are to set-up our division planning meeting in the fall and to make sure we have a meeting room at National Congress. [Contact: Jenny Persull, email: [email protected]]
SEASON’S GREETINGS – A HAPPY NEW YEAR
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Audit Chair & Newsletter Editor: Navin S. Dedhia
Audit Committee Chair works with Division Treasurer to audit Division books, at minimum once a year, at the end of the fiscal year. Auditing activities include inspection and verification of financial records and accounts, receipts and disbursement and actual vs. budget. Coordinates auditing work with committee members. After completion of
the audit submits the signed report to ASQ HQ on a timely basis. Observations, findings and recommendations are documented and reported to the Division Council. Newsletter Editor publishes at minimum two e-newsletters. Requests newsworthy items from the Members and reviews all received inputs and assembles in the newsletter. Final PDF file is sent to ASQ HQ for uploading to the Division website and communicating to the members.
[Contact: Navin S. Dedhia, email: [email protected]]
Inspection Division Strategic Business Plan Activities
Inspection Division leadership team has planned activities to support membership involvement, education, training, recognition, networking opportunities, etc. 1. Support global transformation initiatives * Increase technical content in communication media -video website, webinars * Update brochure and enhance communication * Create link program for discussion for advice from subject matter experts 2. Support social responsibility movement 3. Grow the membership and the number of organizations served * Increase exposure to non-manufacturing areas * Support the Standards Committee * Involve new members into the Division Leadership Team * Encourage members to submit newsletter articles or website support items * Increase the number of renewing members
4. Increase member loyalty – Improve member retention * Survey Inspection Division members and formulate action plans based on the survey results *Create network of CQI and CQT training workshops through local colleges/universities in conjunction with local sections 5. Grow Means *Increase ASQ Certifications CQI, CQT - Advertise in other publications *Publish bi-annual Inspection Division newsletter *Increase use of ASQ training – Incorporate ASQ training schedule in newsletter and website 6. Use technology to enable information sharing *Use discussion board, Face book, Linked-In, Twitter, etc. *Improve performance using Baldrige Critieria or other methodology 7. Increase member leader satisfaction *Create and administer recognition for member team leaders including candidates for Harry Lessig Medal *Participate in DAC meetings to ensure division is represented and to obtain information that may impact member satisfaction 8. People – Increase number of member leaders participating in leadership training6.0 P *Increase leadership training beyond the chair for succession and contingency planning 9. Member Recognition *Lead and administer Inspection Division Scholarship Award program *Lead and administer process for selection of Inspector of the year 10. Networking *Hospitality room arrangements at WCQI *Arrange for the annual (in conjunction with WCQI) and mid-year leadership meetings *Plan a Conference either as a cosponsor or stand-alone *submit papers for WCQI
*
Increase number of Member Leaders participating in leadership training 4 * * **
ASQ There are more than 270 local member sections in more than 14 countries. ASQ divisions and forums focus on many industries and topics. Division and forum members live all over the world and contribute their professional expertise. ASQ online communities allow ASQ members and the public to contribute to the global voice of quality. There are more than 212 online communities.
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6> THE HUMAN CALIBRATION TRAINING METHOD
By Christopher Kotevich
Windsor, Ontar io, Canada A training system to correct Alpha and Beta inspection errors when using sensory based evaluation techniques - applicable to Visual Attribute Inspection, Manual Visual Sorting, Onganoleptic Evaluations, Tactile Inspections including Mouth Feel, Sound/Acoustics Quality Inspections. Imagine if…
All of your employees using sensory based
inspection decided to accept or reject a part
identically.
All of your employees made the same decision
on the same parts in a repeatable and accurate
manner.
The acceptance/rejection rate was consistent
based solely on the production quality output
regardless of time of day, shift or individual
employee.
Inspection Errors Cost Money An inspection error occurs when the wrong quality decision is made on an individual part. Rejecting a good part increases operating costs and slows the supply chain. Accepting a bad part increases customer complaints and customer dissatisfaction as well as decreasing the motivation and effectiveness of the sales team. All manufacturing facilities using sensory based acceptance or rejection decisions based on vision or other senses experience inspection errors due to their very subjective nature. Human Calibration Overview Human Calibration is a patent pending training method developed by Crystalline Solutions to calibrate individuals using sensory based (usually visual) evaluation techniques. 90% of manufacturing companies use some form of sensory physical attribute inspection as part of their quality system. Color, shape, size, surface appearance and processing defects are all common visual inspection criteria. Mouth feel, absence of processing aid taste/smell, absence of burnt taste and absence of static/hum/drone noise are common touch, taste, smell and sound based sensory
inspections respectively. Sensory inspection for attribute quality is a purely subjective evaluation. The Human Calibration method recognizes the subjective nature of sensory inspection and works with the employees to develop their awareness of how they inspect and how they make a decision. The method is specifically designed to be enjoyable, motivational, productive and non confrontational. Training on subjective attribute inspection touches the hard wired root essence of an individual’s personality. The method provides a safe relaxed atmosphere to not cause a defensive reaction which undermines any attempt to calibrate sensory inspectors or operators. Sensory Based Inspection 90% of manufactured parts have non dimensional quality attributes which must be measured manually using sensory based inspection. Visual inspection is the most common form of sensory based inspection but smell, taste, touch (product feel) and sound inspection are critical in some manufacturing industries (e.g. beverages, confection, cosmetics, audio systems etc). All sensory based inspection can be improved using the human calibration method. The Hard Truth about Sensory Based Inspection “The decisions made on marginally good parts or marginally bad parts have more to do with the individual inspecting the part than the part itself.” There are only 5 possible outcomes when using sensory based inspection for testing physical attributes.
A good part is accepted.
A bad part is rejected.
A good part is rejected.
A bad part is accepted.
No decision.
A very good part is always easy to identify. Inspection errors generally do not come from the misidentification of a very good part unless there is major quality system breakdown. The Human Calibration method does not focus on the decision making ability of employees when presented with a very good part. Very good parts are used during the training as controls and confidence builders. Accepting a good part accurately consistently is one of the two goals of the human Calibration method. As true with a very good part, a very bad part is
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rarely misidentified. Inspection errors once again, do not typically come from very bad parts. Inspections once calibrated will correctly identify all bad parts and reject them. Marginally good parts cause 50% of inspection errors. The decision on a marginally good part always has as much to do with the inspector’s hard wired bias and personality than the part itself. The Human Calibration method focuses on identifying which employees consistently reject good parts and why. Classified in the Human Calibration method as “over rejecters”, these individuals unknowingly and with the best of intentions increase operating costs and lengthen lead times. Most customer complaints for quality issues are caused by Beta Inspection Errors. The release of a marginally bad part accounts for the other 50% of inspection errors. Most commonly a company will first recognize inspection errors through the corrective action based on a customer complaint. Individuals who release bad parts based on sensory inspection are classified as “under rejecters”. The Human Calibration method corrects beta errors using its non confrontational self awareness and coaching technique. According to past session surveys Beta Error correction is the part of the training session the individuals find the most beneficial. Employees never purposefully release bad parts – it is an error in judgment based on personal bias - which the Human Calibration method can correct. The Danger of Discipline Discipline is the most common CAPA to correct inspection errors and the most dangerous. Discipline never corrects inspection errors which are due to inspection personality - it only amplifies the problem. For example: an employee disciplined for releasing a bad part will consciously decide to reject all marginal good parts causing a spike in Alpha errors. Conversely, employees disciplined for throwing too much good product away will increase the risk of customer complaints due to beta errors. How does the training Work? During a Human Calibration training session the attendees perform hundreds of part inspections. Very little time is spent in a lecture type mode. The basics of the training, background and instructions are explained and the participants get to work immediately. Typically each participant will inspect 240 to 300 parts in a 4 hour session. The results of each inspection are recorded and used to generate
a personality profile for each individual. The session members are classified into one or more of four categories; “over rejecters”, “under rejecters”, “repeatable but not accurate” and “not repeatable”. Anonymity Yields Truth Using a double blind method of identifying the individual participants only the individuals themselves and the instructor know their scores and how they are classified. Only in a relaxed environment will an individual’s true inspection personality come to the forefront. Only once the inspection personality is known can an individual be calibrated. Where do I fit in? The power of self awareness and self calibration is strategically used in combination with verbal coaching to correct inspection errors. The participants will (usually for the first time) understand how they fit in to the inspection team. The Human Calibration method allows anonymous comparisons of the individual participants to themselves (each part is inspected twice at different points in the session), to the group (how do I fit in amongst my peers?) and to the standard (the correct inspection result). Every answer is the correct one The key to success is the ability of each participant to separate the subjective correct answer (based on their personal bias and belief) from the objective correct answer. Sensory inspection is solely based on each individual’s ability to understand a set of acceptance/rejection criteria and subjectively apply that knowledge to each inspected part. The Human Calibration method re-enforces the fact that in their own mind, based on personal bias, each individual truly believes they make the correct decision each and every time. Calibration occurs when the individual can objectively compare their internal belief to the knowledge gained during the training and either modify or confirm their end result decision. Coaching is the Key Once the classification rounds are completed, each individual will be coached through the decision making process of both marginally good and marginally bad parts. Success through practice solidifies the training.
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Decision Making Vs. Problem Solving Decision making and problem solving are two completely different thought processes utilizing two separate and distinct parts of the brain. Successful sensory inspection is 100% decision making and 0% problem solving. Decision Making - Is this a bad part? Problem Solving - How did this become a bad part? Typically quality inspectors will focus solely on decision making but in many manufacturing facility operators also perform sensory inspection. Operators occasionally have a difficult time separating decision making from problem solving. During the training session all participants will only use decision making. All parts will be good or bad – no distraction of “how they got this way” or “how do I fix them”. Dimensional Attributes versus Physical Sensory Attributes Hundreds of millions of dollars per year are spent across all industries calibrating equipment to deliver reliable and repeatable dimensional attribute data. Employees using sensory inspection are never considered in the company calibration program. Human Calibration calibrates people not equipment to deliver reliable and repeatable sensory attribute data. [Contact : Christopher Kotevich, Crystal l ine Solut ions, 554 Greendale Driv e Windsor, Ontar io, Canada N8S 4A8, Tel :866-443-6436, [email protected] ww w. h um a nc a l i b r a t i o n . c om www. c r y s t a l l i n e s o l u t i o n s . c om ] *8.0 Grow Means Increase professional certifications CQI and CQT
Inspection Division H. J. Harrington Scholarship
Applications are now available for the Inspection Division’s 2013 H. J. Harrington Scholarship! This scholarship was created to help members, their family or friends defray the costs associated with college expenses. Scholarship funds will be dispersed to one or more deserving students in the Spring of 2013.
Applications can be downloaded from the ASQ Inspection Division web site: http://asq.org/divisions-forums/inspect/about/INSPECT_SCHOLARSHIPS
Applications must be postmarked no later than February 15, 2013 [Contact: Jim Spichiger, email: [email protected]]
2013 Chuck Carter International Inspector of the Year Award
Applications are now available for the 2013 Chuck Carter International Inspector of the Year Award! For over 35 years the Inspection Division has offered this award to provide recognition to “The Inspector”. Any qualified individual who spends more than 50% of his or her time in inspection, test, audit, calibration, etc., functions to assure conformance to engineering, manufacturing, quality and customer standards or requirements, is eligible as a candidate to receive the award. Applications can be downloaded from the ASQ Inspection Division web site: http://asq.org/divisions-forums/inspect/about/INSPECT_INSPECTOR_OF_THE_YEAR Applications must be postmarked no later than February 15, 2013 [Contact: Jim Spichiger, email: [email protected]]
Leadership Question of the Week
The 2012 Ideas to Action Gathering at the World Conference on Quality and Improvement (WCQI) featured a question and answer session with members of ASQ leadership. Questions and discussions that were not initially discussed will be featured in this area. Content will be updated weekly, so be sure to revisit this area often. Below is an archive of past content.
http://rube.asq.org/members/leaders/leadership-question-of-the-week.pdf?WT.dcsvid=OTk2NDg4MTkyNgS2&WT.mc_id=EM119502
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Why do people believe that ISO and LSS are Failing
By
John Vandenbemden There are numerous articles that have been written documenting the failures of Lean Six Sigma (LSS) and Management Standards, such as ISO9001. Even though this is nothing new they do cause organizations to resist the implementation within their organizations.
The biggest issue behind the failure for LSS is that organizations use the methodology to reduce body count instead of taking work out. The organizations that use lean to attack body count and reduce cost as the primary focus usually fail. They actually increase the three F's "Fear" "Frustration" and "Failure". It is important that one understands that LSS is a methodology supported by a tool box and like any other methodology or set of tools it can be used properly but it also can be abused. How many times does someone use a pair of pliers to remove a bolt when a socket or crescent wrench would be a better tool for the application. What happens when the improper tool used used the bolt head is damaged and normally needs to be replaced, or the bolt is not sit-ted properly and the assembly has premature failure. The same thing happens not only with LSS it is experienced with management systems.
A management system such as ISO9001 when implemented and deployed properly facilitates an organization to have processes that are predictable and consistent. This is actually a critical component for the success of LSS. If an organization makes change on a process that is not predictable and consistent than how do they know they actually have made a change and what to change. This is also a major reason for not having success with LSS. Organizations make changes in a middle of a process but a large portion of their issues are with the inputs to the process. Thus, the change has a high probability of actually making the process worse. This results in LSS being viewed as ineffective or a waste of resources.
This view of ineffectiveness is also experienced by the organization that wants the certificate on the wall, but does not apply the resources to have an effective system. Procedures or work instructions maybe written but either no one is following them or they are not the best practice. The other problem is we standardize to paralyze. LSS and management
systems can be used to standardize a system to a point where it is over controlled. This occurs because the organization forgets one critical component we must allow are workers to be reactive and creative. When we over control a user will avoid the system or become insensitive to it. Examples of over control are multiple page procedures, numerous procedures in a work area. During a recent audit a process had one operator but had 42 procedures posted in the work area. The user viewed it as wall paper instead of as a tool to assist them in performing their tasks consistently and predictable. The same operator had 13 different forms to complete along with inputting similar data into a computer each shift. When asked why they were capturing all this information the organization indicated that the management system made them do it. This response is improper and totally an incorrect interpretation of the requirements. The management system requirements provide a foundation on what records or procedures are to be created. It does not prescribe a level of control or that one must standardize to paralyze. An organization defines the level of control just as it defines how LSS is used within the organization. If it is used improperly than the expected results should not be surprising.
An effective management system and Lean Six Sigma requires a cultural change within the organization. Both require management to share the power. An empowered workforce is creative for LSS effectiveness while the workforce utilizing the management system is always seeking the best practice. When employees speak the “I” is replaced with “We”. When we only look out for ourselves and work in a bubble we do not look at a process as a series of inputs or outputs but as only our small piece of the world. Both LSS and management systems that are properly implemented have one key component, they are dynamic systems. You don’t see a majority of procedures written 15 years ago still being the majority of the methodology of the system. You do not see the organization say they are a six sigma company because they have 3 black belts and 32 green belts but the last projects conducted by any of the belts was the one they did to obtain the certification.
So what drives both Lean Six Sigma and a management system, it is “Results”. Just like the Malcomb Baldrige Award a world class organization will be identified by not how many belts or how many procedures but in the results that result in their implementation and utilization. I totally agree, stop doing LSS or your management system if you do not
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get results. But, it is not the methodologies that failed, it was the implementation and deployment that caused the failure. The methodology is proven, but if an organization did not have results prior to their implementation and still do not have results, the problem is much deeper than the improper implementation of LSS and management systems. [Contact: John Vandenbemden, [email protected]]
INSPECTION DIVISION MEMBERSHIPS Membership Type Sept 2012 Aug 2012
FULL 1503 1508
SENIOR 1173 1166
ASSOCIATE 100 107
FELLOW 24 24
STUDENT 24 22
Member Total 2824 2827
ORGANIZATION* 52 51
SITE (SUSTAINING)* 23 26
ORG MEMBER* 5 5
Organization Total 80 82
All Total 2904 2909
INSPECTION DIVISION MID-YEAR MEETING
Louisville, Kentucky September 29, 2012
Leadership Team meets twice a year, in conjuction with ASQ WCQI in May and in September. Attendees: Mollie Brown, George Cutler, Navin S. Dedhia, Carl Drechsel, Greogory Gay, Jenny Persfull, Jackie Schaefer, Jim Spichiger, John Vandenbemden, Joe Wesling, Dale Wells Shirl Furger (Invited, ASQ Staff) Higlights of the Meeting: John Vandenbemden chaired the meeting in the absence of Larry Ellison. 1. May 20 Minutes of the Meeting was approved as corrected. 2. Review of 2012 Strategic Business Plan measurement/budget 3. Treasurer’s Report containing expense-income data was presented. 4. Financial audit for the year Jan – Dec is conducted prior to Feb 15 deadline. 5. Yearly 2 issues of e-Newsletter are published 6. Reports on Fellow Nomination Review, Membership Data, Harrington Scholarship, Inspector of the Year, Internet Liaison, CQI and CQT Examination support, Standards, Harry Lessig Medal and Nomination were presented. 7. 2013-2014 slate of officers was presented and approved for forwarding to ASQ HQ. No other Nominations were received to the call publicized in the Sept 2012 e-newsletter. The Elected officers for 2013 – 2014 are; Chair: John Vandenbemden Chair-Elect: Joe Wesling Treasurer: Jackie Schaefer Secretary: Jim Spichiger 8. All attendees participated to create 2013 Strategic Business Plan and budget. 9. Education training and Division conference plan was discussed. 10. Jim Spichiger, Mollie Brown and Navin Dedhia were recognized for their dedication and outstanding contributions to the Division Next Leadership Team Meeting will take place in Indianapolis, Indiana on Sunday, May 5, 2013.
A column for questions for the “experts” or comments from members
Would you like to see a column where you can ask a question or a comment and anyone can reply to you directly or we can publish an answer in the future newsletters after editing? If so, please do send your question or comments to the editor. Thank you……….
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Leadership Team Members in Session
[L-R: Carl Drechsel, George Cutler, Gregory Gay, Jackie Schaefer, John Vandenbemden]
[L-R: Jenny Persfull, Navin S. Dedhia, Mollie Brown, Dale Wells, Joe Wesling, Jim Spichiger] Division Recognized Individuals with Award Chair
[L-R: Navin Dedhia, Jenny Persull, Jim Spichiger, Mollie Brown]
Division Leadeship Team at Mid-Year Meeting
[L-R: Front Row – Jim Spichiger, Joe Wesling; Middle Row – Navin Dedhia, Mollie Brown, Jackie Schaefer, Jenny Persfull, Dale Wells Top Row – Carl Drechsel, John Vandenbemden, Gregory Gay, George Culter]
ASQ FELLOW – an Advanced Membership “ASQ Fellow: More than just a Member Grade” An ASQ Fellow is an individual who has an established record of contributions, both to the quality profession and to the Society. Study the following documents to understand the Fellow Nomination process:
Related Documents
Fellows nomination form (DOC, 244 KB)
Fellows matrix of requirements (PDF, 82 KB)
Policy G 02.02 (PDF, 205 KB)
The Fellow Nomination article
Fellow Nomination vs. Application
The Fellow Nomination – Evidence vs. claim
Nominations — stand-alone documents
Nomination — examination process vs. dialogue
Consulting and Teaching
Signatures of Endorsement
Nominations Submitted vs. Accepted
Five Year Senior Requirement
Nomination Scoring
Professional Affiliations Other Than ASQ
Publications, Papers, and Presentations
ASQ Activities
Employment
Technical Experience
15 Years in Quality Related Positions
Electronic Submission
Low Overall Score
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2011 - 2012 INSPECTION DIVISION LEADERSHIP COUNCIL
Chair
Larry E. Ellison
812-521-3674
Chair-Elect
John Vandenbemden
859-240-1739
Secretary
James Spichiger
jim.spichiger@alcatel-
lucent.com
614-718-3571
Treasurer
Greg Gay
269-496-8311
Arrangements, Conference
& Events
Jenny Persfull
812-369-9622
Auditing
Navin S. Dedhia
408-629-1723
Business Planning (QMP)
John Vandenbemden
859-240-1739
Certification Liaison (CQI) Joe Wesling [email protected] 317-814-8449
Certification Liaison (CQT)
Jerry Schulte [email protected] 425-301-6285
Fellow Examining
Greg Gay
269-496-8311
Historian
Open
Internet Liaison
George W. Cutler
[email protected] 908-310-9648
Immediate Past Chair
Joy A. Flynn [email protected] 812-339-4198
Membership Chair
Jim Spichiger
jim.spichiger@alcatel-
lucent.com
614-718-3571
Newsletter Editor
Navin S. Dedhia
408-629-1723
Nominating
Mollie M. Brown
[email protected] 812- 523-8917
Policies & Procedures
Bruce K. Johnson
781-292-6620
Recognition
Jenny Persfull
812-369-9622
Scholarship & Awards
Jim Spichiger
jim.spichiger@alcatel-
lucent.com 614-718-3571
Section Relations Joe Wesling [email protected] 317-814-8449
Standards Liaison
Bud Gookins
440-225-1828
WCQI Tech. Programs
Mollie M. Brown
[email protected] 812- 523-8917
________________________
ASQ Administrator Shirl Furger [email protected] 800-248-1946 x7231 414-272-8575 x7231 fax: 414-765-8670
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2013 - 2014 INSPECTION DIVISION LEADERSHIP TEAM
Elected Officers:
Chair John Vandenbemden [email protected] 859-240-1739 (c) Fax: 866-234-4965
Chair-Elect Joe Wesling [email protected] 262-957-4781
Treasurer Jackie Schaefer [email protected]
262-327-2897
Secretary Jim Spichiger [email protected] 614-718-3571
__________________________________________________________________________________________
WCQI Hospitality Room/VOC Jenny Persfull [email protected] 812-369-9622
Audit Navin S. Dedhia [email protected] 408-629-1723
Business Plan (QMP) Joe Wesling [email protected] 262-957-4781
Conference/Meetings Gregory S. Gay [email protected] 269-496-8311
Historian Gregory S. Gay [email protected] 269-496-8311
Internet Liaison George W. Cutler [email protected] 908-310-9648
Liaison to Certification Board (CQI) Joe Wesling [email protected] 262-957-4781
Liaison to Certification Board (CQT) Jerry Schulte [email protected] 425-301-6285
Membership Chair/Global Carl Drechsel [email protected] 832-721-2871
Newsletter Editor Navin S. Dedhia [email protected] 408-629-1723
Nominating Mollie M. Brown [email protected] 812- 523-8917
Policies & Procedures Bruce K. Johnson [email protected] 781-292-6620
Recognition & Harry Lessing Medal Jenny Persfull [email protected]
Scholarship & Inspector of the Year Jim Spichiger [email protected]
614-718-3571
Section Relations Joe Wesling [email protected] 262-957-4781
Standards Bud Gookins [email protected] 440-225-1828
Social Responsibility Jackie Schaefer [email protected]
262-327-2897
WCQI Tech. Programs/Fellow Gregory S. Gay [email protected] 269-496-8311
Immediate Past Chair Larry E. Ellison [email protected]
812-521-3674
________________________
ASQ Administrator Shirl Furger [email protected] 800-248-1946 x7231 414-272-8575 x7231 fax: 414-765-8670
Volume 42 Number 2
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December 2012
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INSPECTION DIVISION
INTRODUCTION
The Inspection Division is
dedicated to advancing the
theory and practices of Quality
Control and Quality Assurance
including the skills and
science of inspection, test and
auditing of products and
services. As one of the largest
divisions of ASQ the
Inspection Division actively
seeks to educate and
communicate the inspection
technologies, techniques,
methods, principles, and
applications of service and
product verification through
inspection activities to diverse
industries.
Quality inspectors and
technicians direct
organizational improvement
with data collected from
verification activities, thus
helping focus critical
resources on vital areas to
reduce waste and assure
product and service quality.
HISTORY The ASQ Inspection Division was founded in 1968. The Division is led by dedicated professionals focused on continuing this critical organizational discipline of quality control and quality assurance JOIN INSPECTION DIVISION Be a leader and advance your career. Join and network with other driven quality professionals volunteering to serve as part of the Division Leadership Team. Obtain access to key day-to-day tools, techniques, ideas and practices vital to product conformance. Advance your organizations business through affective quality
principles. Become a member at http://asq.org/join/addforum.html Visit Division Site at www.ASQ.org/inspect DIVISION MISSION
To increase customer
satisfaction through
continuous improvement by
disseminating information
related to the quality of
products and services using
inspection and test
methodologies. DIVISION SERVICES
Certified Quality Inspection CQI >> The Certified Quality Inspector is an inspector who, in support of and under the direction of quality engineers, supervisors, or technicians, can use the proven techniques included in the body of knowledge. Under professional direction, the Quality Inspector evaluates hardware and documentation, performs laboratory procedures, inspects products, measures process performance, records data and prepares formal reports.
Certified Quality TECHNICIAN CQT > The Certified Quality Technician is a professional who, in support of and under the direction of quality engineers or supervisors, analyzes and solves quality problems, prepares inspection plans and instructions, selects sampling plan applications, prepares procedures, trains inspectors, performs audits, analyzes quality costs and other quality data, and applies fundamental statistical methods for process control.
Chuck Carter Inspector of the Year >> Formal recognition to qualified individuals who spend at least 50% of their time engaged in inspection, test, product audits, calibration, and other related activities that are intended to assure conformance to engineering, manufacturing, quality, and customer standards and requirements H. J. Harrington Scholarship > The ASQ Inspection Division Scholarship was created in 1999 to help members, their family, or friends defray the costs associated with college expenses. In 2011 the ASQ Awards Board approved the name change to H. James Harrington Scholarship. The Inspection Division Leadership Team renamed the scholarship to honor Harrington for his years of service to ASQ. CQI and CQT EXAMS CQI and CQT are supported and developed by the Inspection Division and administered by the ASQ Certification Department. A CQI and CQT has a level of knowledge and experience to pass a required certification exam. ASQ certification is not a license it is an independently verified level of knowledge via a combination of experience, education and examination as monitored and proctored by ASQ
Volume 42 Number 2
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December 2012
Page 14 of 14
Navin S. Dedhia Editor, Inspection Division 5080 Bougainvillea Drive
San Jose, CA 95111, USA
ASQ is a global community of people passionate about quality, who use the tools, their ideas and expertise to make our world work better. ASQ: The Global Voice of Quality.
INSPECTION DIVISION WISHES EVERYONE A HAPPY HOLIDAY SEASON!!!
Please send address/e-mail changes to ASQ HQ, [email protected]
To update your contact information, or if you have questions for ASQ, please email [email protected].
ASQ Customer Care Center: Email: [email protected] Phone: North America: 1-800-248-1946 (United States and Canada only) Mexico: 001-800-514-1564 All other locations: +1-414-272-8575 Fax: 414-272-1734 Mail: ASQ, 600 N. Plankinton Avenue, PO Box 3005, Milwaukee, WI 53201-3005, USA
GET INVOLVED – STAY ACTIVE If you are new to the Division or a long time member and want the type of connection that some have been blessed with then make a point to get involved in the Division’s activities. The old adage nothing ventured, nothing gained is really the truth. If you don’t get involved then you will not get the most out of your membership.
Volunteer Activities to Maximize Your Member Benefits
*Actively participate on division committees, programs, publications, newsletter, certifications, etc. *Work with a Leadership Team *Earn Recertification Units (RU) from your volunteer commitment *Support your profession and industry *Get recognized for your contributions
2013 ASQ World Conference on Quality and Improvement (WCQI)
May 6 – 8, 2013 Indianapolis, Indiana, USA
Indiana Convention Center 100 S. Capitol Avenue
Indianapolis, IN 46225, USA
Theme: Managing Change How will you manage change in 2013 and
beyond?
Visit at http://wcqi.asq.org/
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