The 58th EOQ-congress is organized by Business Excellence Sweden, a partnership between: IAQ, International Academy for Quality, Kvalitetsmässan, SFK, Svenska Förbundet för Kvalitet, SFV,

Svenskt Forum för Vårdkvalitet, SIS, Swedish Standards Institute and SIQ - Swedish Institute for Quality

www.quality2014.eu#eoq2014 @eoq2014

coverphoto by Göran Assner

Maintaining competitiveness requires constant improvement. Products, services and processes must be systematically and durably developed in order to constantly be able to satisfy requirements.

What are the greatest quality-related challenges that organizations are facing?

In a recent indisciplinary study, performed by the Swedish Quality Mangement Academy (SQMA), four interconnected areas were ranked as the greatest cross-industry quality chal-lenges in ten years time. The answers to these challenges are yet to be found, however we intend to unveil some of them as we meet in Gothenburg 11-12 June 2014.

Managing Challenges in Quality Leadership covering;• Developing adaptability - how do we develop organizational

competence that combines adaptability with the ability to perceive new needs, and how do we create robust processes that remain flexible and open to changes?”

• Developing customer collaboration - How do organizations that are skilled at both interpreting and balancing the future needs and anticipations of stakeholders operate, and how do organiza-tions that build local partnerships with the customers work?”

• Developing accountability for quality - “How can interest in- and understanding of the impact of quality work on the results of the organization and achieve a greater breakthrough among owners? How can management and quality assurance better understand and support one another in developing the organization?”

• Developing leadership for improvement - How can a more motivational leadership be developed so that internal rate of improvement increases, while producing the desired results at the same time? How do we create an improvement culture where employees, managers and customers are participatory across professional and organizational lines?

WE LCOM E TO EOQ CONG R ESS 2014!

photo: Morten Brun

KEYNOTE SPEAKE RS

Greg Watson Daniella Kristensson Becner

Noriaki Kano Ulf Gustavsson Morgan Olofsson Karl-Henrik Robèrt

Balancing the Technical and Human Dimensions of Quality: Continual Improvement as a Holistic SystemWe humans find ourselves organized into solidary units who have a propensity to collaborate in order to achieve complex tasks. This characteristic has made us unique from other life forms. The general direction that these collaborative tasks take is what we might generally refer to as “improve-ment” - a process that is also referred to as growth and development.

Preparing for Change

Challenges of customer satisfaction in a large, functional organization. Preparing for change through reaching the core of the team members and defining the playfield are successfactors in reaching highlevels of Customer Satisfaction.

Sharing a vision - bringing the IKEA Concept to life

The IKEA Concept lives and grows. It comes to life in more than 350 IKEA stores around the world. In the IKEA catalogue, on phones and computers. Most importantly, the IKEA Concept comes to life in the homes of millions of people around the world. The IKEA vision is shared by all IKEA retailers and other companies operating under the IKEA trademarks and each IKEA co-worker contribute to this vision. As the worldwide IKEA franchisor we contribute to the IKEA vision by listening to the IKEA retailer’s needs, sharing good ideas and solutions, and providing the tools and knowledge to sell the IKEA product range. From catalogue production to store establish-ment and transferring know-how to IKEA retailers, we work to keep the IKEA Concept successful over time in an ever-changing world. Sharing a vision. Constantly being on the way.

Experiences from improvement work at Swedish Television and Red Cross SwedenMr Olofsson will reflect upon his experience, both good and bad, of improvement work at Swedish Television and Red Cross Sweden.

Sustainability - how to turn quality and values to strategic competenceProfessor Robèrt will talk about the unifying framework for strategic sustainable development. It is designed to merge the seemingly un-mergeable: ethics with bottom line, the small organization with the whole world, short term with long term, and tools with each other.

Greg WatsonBusiness Excellence Solutions

Daniella Kristensson BecnerVolvo Cars

Ulf GustavssonInter IKEA Systems B.V.

Morgan OlofssonSwedish Red Cross

Karl-Henrik RobèrtThe Natural Step

TQM Practices in Asia - how successful Asian companies run their improvement and quality initiatives

Noriaki KanoTQM Practices in Asia

Professor Kano is and educator, lecturer, writer and consultant in the field of quality management. He is the developer of a customer satisfaction model (now known as the Kano model)

Chairman, Mr. Watson is a quality consultant with over 40 years’ experience in technical and managerial quality applications.

Mrs Kristensson Becner is Customer Satisfaction Director.

Mr. Gustavsson is Manager within Concept Knowledge Transfer at Inter IKEA Systems B.V. in Neth-erlands. Inter IKEA Systems B.V. is the worldwide IKEA franchisor with overall responsibility of the IKEA Concept and owner of the IKEA trademarks.

Mr Olofsson is the former news anchor and manager for Rapport, news program at Swedish Television. Today he is Director of Communica-tions at Swedish Red Cross.

Professor of Strategic Sustainable development, is a Swedish cancer scientist and cancer clinician who founded The Natural Step, and an important research- and consul-tancy organization in the worldwide sustainability movement.

Claes Rehmberg Christina Freij-Larsson

Tina BohlinErik Möster Thomas Carlzon

Designing good quality

The IKEA vision and business idea is about creating a better everyday life at home. For us, good quality is based on the needs of our customers, how they use our furniture and their lives at home. That’s why we do thousands of home visits every year to learn more about peoples’ needs and dreams. This is the starting point for every product we design. Designing good quality. This is how we work.

Together - Tillsammans - leadership the IKEA Way

Leadership is crucial in all companies and organizations. A strong IKEA culture is one of the most crucial factors behind the strength of the IKEA Concept. The IKEA Concept has been developed through the years by people sharingthe IKEA values. Together - Tillsammans - is key to how we work and lead.

Christina Freij LarssonIKEA of Sweden

Erik MösterSony-Mobile

Thomas CarlzonIKEA AB

Robustness vs. adaptability: A Catch 22 or a key success factor?

Quality is one of the key cornerstones in SKF and is synonymous with the SKF Brand. But we can never take quality for granted! In today’s high speed world we need to constantly adapt as we enter new markets, acquire new companies and meet new requirements from our customers. How can the quality systems meet the requirements of being both robust and adaptable? And how do you maintain a focus on quality when speed is a key driver? Mr. Rehmberg will guide you through the SKF Business Excellence Triangle which starts with top management and involves all employees, our partners and technology.

Driving for Excellence in Quality in the Smartphone Industry

The Quality Excellence program was initiated by the executive management team in 2010. A key objective was to establish a strong line ownership for quality across the organization. In order to achieve this, a global RCA process was set up to ensure that faulty units were continuously collected from different markets, and that the units were analyzed and the faults corrected by the line within given deadlines. Quality improvement projects carried out by the line function became mandatory for the main return rate drivers. Formal design guidelines and reviews were established in respective line. KPIs for product quality were established in the areas of mechanics, electronics, software, production and sourcing, and implemented as decision parameters in business tollgates. Under the CEO of Sony Mobile, an independent quality organization was created, with the mandate to decide production start as well as start of shipment to market.

Claes RehmbergAB SKF

Claes Rehmberg, Director Group Business Excellence, including head of Quality, Six Sigma and Project Management for the SKF Group. Claes has more than 35 years of experience in quality. He is also deputy chairman of the supporting member association of Swedish Institute for Quality - SIQ.

Dr Freij Larsson is Global Quality Manager for IKEA Supplying and in charge of processes to monitor quality systems and secure the prod-uct compliance of IKEA products. She has 30 years’ international ex-perience in quality through product development and production, from pharmaceutical, chemical, food and diary industry before joining IKEA.

MSc., Lic., Mechanical Engineer-ing Director, Global Quality & Quality Excellence, Sony Mobile.Started as mechanical engineer at Ericsson Mobile Communication 1997 and joined the Sony Ericsson joint venture in 2001, later trans-formed to Sony Mobile in 2012.Has since then held different positions including Head of R&D projects, Head of Industrialization, and Head of Global Quality.In charge of Sony Mobile corporate quality improvement program since 2010.

Mr. Carlzon is Managing Director IKEA AB in Sweden. He has been manager in various IKEA companies and more than 40 years’ experience in business, leader-ship, culture and organizational development.

Update of the upcoming ISO 9001

Tina Bohlin, Project Manager at SIS, Swedish Standards Institute. Tina participates in the inter-national work on ISO 9001 and is responsible for the Swedish committee of quality management & quality assurance. She works with standardization and education and has earlier experience of quality and environmental management work within health care organizations in Sweden.

Tina BohlinSIS

Project Manager

KEYNOTE SPEAKE RS

WE DN ESDAY 11 J U N E 2014

12.00 LU NC H13.00 PARALLE LLS

08.30 R EG ISTRAT ION

15.15 BR EAK

09.30 Opening of the congress

09.45 Noriaki Kano - TQM Practices in Asia - how successful Asian companies run their improvement and quality initiatives

10.30 Ulf Gustavsson, IKEA - Sharing a vision - bringing the IKEA Concept to life

11.15 Daniella Kristensson Becner - Volvo Cars - Prepare for change

15.45 Prize Ceremony EOQ and IAQ

16.15 Greg Watson - Balancing the Technical and Human Dimensions of Quality: Continual Improvement as a Holistic System

17.00 End of the day

18.30 Gathering for departure to Archipelago Dinner

18.45 Archipelago dinner

22.15 Home

Adaptability Collaboration Accountability Leadership

13.00 Claes Rehmberg Christina Freij Larsson Erik Möster Thomas Carlzon

13.45 Acn. N. RamanathanThe I-We-It of Adaptability.

Ida Gremyr, Fredrik Lundgren, Henrik ErikssonPractices Driving Customer Satisfaction.

Jörgen GustavssonAre managers often numerical naïve? -How to use statistical methods to improve decisions.

Lars SörqvistA generic model for problem solving.

14.10 5 minutes break 5 minutes break 5 minutes break 5 minutes break

14.15 Everard van KemenadeAdaptability.

Shogo KatoCollaboration with patients for Prevention of Medical Accidents caused by Patient’s Action.

Zigmund BluvbandPareto principle, Deming approach and the “Restaurant bill effect”.

Charles AubreyAnderson Pharmaceutical’s Lean Six Sigma is the Key to Winning Best Project, Best Program and a Baldrige Award - A Case Study.

14.45 Chisato KajiharaMasahiko Munechika,Masataka Sano,Masaaki KanekoThe functions of related organizations that ensure continuous healthcare services in a disaster for Business Continuity Planning(BCP).

Ching-Chow YangThe evolution of quality concepts and the related quality management.

Síria Barros, Paulo Sampaio, Pedro SaraivaQuality approaches and their impact on companies’ quality performance: The Portuguese experience.

Lina Stålberg, Anders FundinSupporting the integration of improvement initiatives into operations.

TH U RSDAY 12 J U N E 2014

08.30 PARALLE LLS

08.30 Study visit SKF Study visit Volvo Cars

Guided tour in one part of the factory.

Guided tour in one part of the factory.

10.00 BR EAK10.30 PARALLE LLS

Team award Collaboration Accountability Adaptability

08.30 Project nominated to Swedish Team Excellence Award

Edmond Hajrizi, Eda VasoConsumer Behaviour Factors Affecting the Success of Adjacent Growth Strategies.

Markku T. Nieminen Gregory H. WatsonTaking Responsibility or Assigning Accountability: Management of Reliability by Design.

Felix Meentken, Roland JochemAn approach for the implementation of a global quality management system assuring both robust global processes and local flexibility.

09.00 Project nominated to Swedish Team Excellence Award

AyşegülPİŞKİNAselsan: Leading the Design Sub Contractors in Turkish Defense Industry.

Marcus AssarlindA model for adoption of Quality Management in SMEs.

Christer OstermanExamination of the flexibility paradox in a lean system.

09.30 Project nominated to Swedish Team Excellence Award

Willy VandenbrandeQuality of Life; And Nothing Else Matters.

Kristen SnyderResearch Approach for Studying Systemic Lean Transformation in the Public Sector.

Hans-JürgenAugust“…but rather the one most adaptable to change”.

Team award Standards Leadership Accountability

10.30 Project nominated to Swedish Team Excellence Award

Tina BohlinUpdate of the upcoming ISO 9001.

Petro KalytaQuality relay race the involvement of youth in movement for quality.

Kristina ZgodavovaHigher education institution quality assurance: comparative study and best practice analysis.

11.00 Project nominated to Swedish Team Excellence Award

Glenn MazurCustomer Collaboration with ISO 16355 (Quality of New Product Development).

Milan ŠestákEnthusiastic leadership in practice.

Pedro Domingues, Paulo Sampaio, Pedro M. ArezesA proposal model for integrated management systems maturity assessment.

11.30 Project nominated to Swedish Team Excellence Award

Karcher, Jochem, Leu, FourmontSuccess Factors and Organizational Approaches for the Implementation and the Operational Use of Energy Management Systems according to ISO 50001.

Hasan Isa Al-SharqiThe momentum of a motivated leaders on quality culture.

Grace BrannanIntegration of Community Hospital and Medical Education Quality Improvement Efforts: A Model for Facilitating Quality Change.

If you choose to go on a stydy visit - a bus will pick you up at 08.15 and bring you back to lunch 12.15.

TH U RSDAY 12 J U N E 2014

14.30 BR EAK

15.00 Morgan Olofsson, Red Cross

15.40 Karl-Henrik Robèrt, The Natural Step

16.15 Prize Cremony for Team Award

16.30 End

12.00 LU NC H13.00 PARALLE LLS

Excellence Arena Standards Leadership

13.00 EFQMMarc Amblard, CEO European Federation of Quality Management

Vladimir V. Okrepilov, Galina Ivanova, Irina OkrepilovaSystem approach to improving the efficiency of interaction between the state authorities and population.

Lars Sörqvist, Kristina SarsThe human side of total quality, management and business excellence.

13.30 HSB, ÖstergötlandSwedish Quality Award winner 2013

TamaraTopićEducation as Critical Part of Quality Assurance Awareness.

Marcos E. J. Bertin, Gregory H. WatsonIncreasing the Accountability for Quality: An Evolving Role of the Board of Directors.

14.00 Volvo Cars Customer Service - winner of Quality Innovation 2013

Vadim LapidusWho is responsible for quality conformity and quality nonconformity? Are they different people or the same?

Jan LenningBusiness Audits - driving business relevant improvements.

The Prize is awarded by the organization Business Excellence Sweden consisting of:• SIQ , Swedish Institute for Quality

• SFK, Swedish Association for Quality

• SIS, Swedish Standards Institute

• SFV, Swedish Forum for Healthcare Quality

• Quality Fair

• IAQ , International Academy for Quality

Swedish Team Excellence Award may be applied to by project teams and improvement teams who systematically have worked and implemented an improvement which has led to good re-sults for the business. It is not required that any specific models or methods have been used in order to apply. The improve-ment may consist of a problem being solved, a process being developed or transformed, a risk that has been prevented, etc.

SWEDISH TEAM EXCELLENCE AWARD & LENNART SANDHOLM PRIZEA new Swedish award is introduced in June 2014. The award will be provided to an improvement and thereby successfully solved a problem of great importance to the organization.

The price will be awarded at the EOQ Congress in Gothenburg 11 to 12 June 2014. The nominated projects are also given the opportunity to present their work as a part of the Congress program. The winning project is additionally directly nominated to represent Sweden and participate in the U.S. International Team Excellence Award Process 2015.

More information and and entry form on: www.quality2014.eu

photo: Jorma Valkonen

Come and meet:

Swedish Quality Award Winner 2013 ”Utmärkelsen Svensk Kvalitet”

HSB Östergötland - One of Sweden´s mayor housing organizations.

Quality Innovation Winner 2013 - Category “Large Companies”

Volvo Car - Volvo Car Customer Service.

The Swedish Institute For Quality (siq) organizes annualy the major quality event ”Excellence Arena”. Successful and

awarded role-models from the international quality arena are presented, discussed and analyzed in an inspiring

and learning environment.

In occasion of the EOQ Congress 2014 in Gothenburg, ”Excellence Arena” will be merged into the two-day program to highlight innovations and

role-models that have gained both national and international attention and that have also been awarded for leveraging exceptional quality.

In collaboration with Marc Amblard CEO of European Federation for Quality Management (EFQM) and two successful examples of excellence

we will be inspired, enlightened and impressed.

Swedish Institute for Quality

photo: Volvo

Factory tour

The tour starts at Volvo Cars Visitor Centre and then goes through the press shop, the body shop and the assembly plant. Volvo Cars’ tradition of quality and safety is incorporated in the entire production process, from sheet metal to finished car.

The environment exhibitionThis exhibition covers topics such as carbon dioxide emissions, climate changes and the greenhouse effect. It reflects Volvo Cars’ environmental work during the car’s entire lifetime. The environment exhibition brings up areas of great importance to Volvo Cars, such as emission control. You will for example learn about air cleaning and car interiors designed for a better environment both inside and outside the car. Challenge your-self in our Eco Driving simulator where you learn how to lower the emissions and improve your fuel economy.

STUDY VISIT VOLVO CARS

The safety exhibition

Volvo Cars’ safety development is based on three aspects: preventive safety, protective safety and comfort. Here you can look closer at what makes us the market leader in safety.

This exhibition displays how different safety systems help to prevent accidents. It also describes our systems for protec-tive safety and explains how increased comfort makes you a better driver. One part of the exhibition presents Volvo Cars’ safety research for children in cars. Here are also sections from our accident investigation tea m and our neighbouring crash laboratory.

08.30 Busses leave the Chalmers Conference Centre

09.00 Video presentation, Exhibition, Factory Tour

11.00 Business Excellence program

11.45 Busses takes you back to Chalmers Conference Centre

12.15 Lunch at the Chalmers Conference Centre

photo: SKF

Video presentation and SKF exhibition

Bearings are in use wherever a rotating motion exists. They are expected to function time over time, and normally the products cannot be seen or heard. But the products from SKF are not only the bearings; also various kinds of service are supplied, mostly as knowledge in a wide range of competencies. The SKF 5 technical platforms are presented at the exhibition.

Guided factory tour

The tour starts at the Visitor Centre and then proceeds through the different process steps of the manufacturing processes for Spherical Roller Bearings, SRB, used in heavy applications.

STUDY VISIT SKFThe visit contains a video about the SKF and its history, a visit to the exhibition hall, a guided factory tour and a presentation of how SKF apply its Business Excellence program.

Agenda:

Living Business Excellence in the entire factory

The SKF Business Excellence Triangle is explained by Claes Rehmberg, SKF Excellence Director, during the first confer-ence day. In this session, the improvement program will be presented how it works “in real life”.

Ida Gremyr, Fredrik Lundgren & Henrik Eriksson

Practices driving customer satisfactionThere are a number of practices and tools such as e.g. necessity to collect customer data and use of Kano surveys. Developments in this area are rapid and issues such as customization and customer co-creation of value have received much attention. This case aims to identify and understand what practices that drives customer satisfaction in contemporary organizations.

Kristina ZgodavovaHigher education institution quality assurance Comparative study and best practice analysisKristina Zgodavova will present the results of comparative study and best practice analysis using European Network for Quality Assurance in Higher Education (ENQA) standards in seven European Union countries. The goal of the research was to find the best practice model for improvement of Slovak HEIs education process quality.

Síria Barros, Paulo Sampaio & Pedro SaraivaQuality approaches and their impact on com-panies’ quality performance: The Portuguese experienceThe aim of this research is to develop and propose a conceptual model that reflects the relationship between the implementation of quality management principles and practices, which are categorized in two different quality approaches, and their impact on the quality performance of the Portuguese organizations.

Glenn MazurCustomer Collaboration with ISO 16355 (Quality of New Product Development)ISO 16355 is currently under development to ad-dress the quality issues associated with new product development. Glenn Mazur will present the current state of development of the standard as well as sug-gested tools and methods, including some examples.

Chisato Kajihara, Masahiko Munechi-ka, Masataka Sano & Masaaki KanekoThe functions of related organizations that en-sure continuous healthcare services in a disas-ter for Business Continuity Planning (BCP)Japan is one of the most natural disaster-prone coun-tries in the world and in the case of a natural disaster or mass casualty incident hospitals need to provide increased healthcare services during these times. It is necessary to establish a medical care system that can provide continuous healthcare services in the case of a disaster. Examples illustrate how coordination ensures continued healthcare services.

Ph.D. Grace BrannanIntegration of community hospital and medi-cal education quality improvement efforts: A model for facilitating quality changeQuality improvement (QI) continues to be a chal-lenge in healthcare. In the United States (US), hospitals have to meet quality measure sets such as patient satisfaction and patient care and safety to qualify for portions of reimbursement. With increasing costs, having enough personnel and time to implement QI surveillance and initia-tives are always a challenge for small community hospitals.

CALL FOR PAPE RS SPEAKE RSEdmond Hajrizi & Eda Vaso

Consumer behavior factors affecting the success of Adjacent Growth StrategiesConsumer behavior factors affecting the success of Adjacent Growth Strategies

Vladimir V. OkrepilovSystem approach to improving the efficiency of interaction between the state authorities and populationThere is a need in increasing public awareness in the field of standardization. Results of the research have shown that the population is not aware of the ben-efits of standardization and its impact on improving the quality of life. Expanding the use of standards makes it necessary to take into account the interests of the main consumer - the population.

Phillip Karcher, Roland Jochem, Robert Fourmont & Stephan LeuSuccess factors and organizational approaches for the implementation and the operational use of energy management systems according to ISO 50001Constantly increasing energy costs, changing statu-tory requirements and a demand for environmentally friendly produced products require a more intense consideration of the topic of sustainability in all kinds of businesses. In order to identify the success factors for the implementation and the operational use of ISO 50001 a survey that is deriving the codes of best practices in running an energy management system is made.

Kristen Snyder & Anna ÅslundResearch approach for studying systemic Lean transformation in the public sectorIn this case two questions are explored, “how has public sector Lean transformation been studied in previous research?” and “in what ways might we refine and develop the research approach to better examine and measure systemic organizational Lean transformation in the public sector?”.

Lina Stålberg & Anders FundinSupporting the integration of improvement initiatives into operationsThis case aims to contribute to a deeper under-standing of the situation that many manufacturing companies face regarding operational effectiveness. Partly the problematic implementation of XPS, the integration of XPS with other improvement initiatives and then the necessary integration which later on institutionalize the improvement approach into operations which is necessary for its long term survival. Understanding of this situation can help to improve the support between management and quality professionals.

N. RamanathanThe I-We-It of adaptabilityThis presentation aims to show the pathway for organizations that would not merely improve but transcend levels by grasping I-We-It simultaneously, and thus help create a better world.

Jelena Cice & Igor PaninQuality professionals - Lonely shooters or valuable part of the management teamAfter so many years of quality professionals existence in every kind and size of organizations it is still re-main a question why there is a lack of understanding between general management and quality profession-als. This case is conceived as a kind of framework on the basis of experience in quality systems auditing in over 50 organizations providing answers to this question.

Ronald J.M.M. Does & Marit SchoonhovenRobust monitoring of processesMonitoring processes generally recognizes two phases. In Phase 1, data are explored in order to determine the in-control state of a process. The result of Phase 1 is th estimation of the distributional parameters of the process statistic. These can then be used to construct a control chart for the purpose of online monitoring of the process statistic. This is known as Phase 2. We discuss the difficulties faced in Phase 1 when determin-ing the in-control state of the process statistic and some studies on robust estimators for process monitoring.Monitoring processes generally recognizes two phases. In Phase 1, data are explored in order to determine the in-control state of a process. The result of Phase 1 is the estimation of the distributional parameters of the process statistic. These can then be used to construct a control chart for the purpose of online monitoring of the process statistic. This is known as Phase 2. We discuss the difficulties faced in Phase 1 when determin-ing the in-control state of the process statistic and some studies on robust estimators for process monitoring.Monitoring processes generally recognizes two phases. In Phase 1, data are explored in order to determine the in-control state of a process. The result of Phase 1 is the estimation of the distributional parameters of the process statistic. These can then be used to construct a control chart for the purpose of online monitoring of the process statistic. This is known as Phase 2. We discuss the difficulties faced in Phase 1 when determin-ing the in-control state of the process statistic and some studies on robust estimators for process monitoring.

Ching-Chow YangThe evolution of quality concepts and the related quality managementConsumers only buy goods which meet their require-ments and expectations with good quality and accepted price. Industries shall adopt actions to control the quality of the products in order to assure good quality to custom-ers. These actions of quality management are somewhat different due to the changes of the quality concepts as time goes by. We discuss the changes of quality concepts, and the related revolution of quality management sys-tems. We also discuss the ‘customer delight’, and define the concept of ‘customer minded’ and finally develop a framework of innovation creation based on the mining of customer’s latent requirements, and manifest the essential elements of the related operation steps.

Tamara TopicEducation as critical part of Quality Assurance awarenessScope of this work is to present a model of Quality Assurance Education from primary school education to university level professional education that would imple-ment quality assurance in mind frame of all EU citizens, to assure better understanding of needfulness for solid society based on quality work, contribution to the system and local community as well as EU business integration.

Aysegül PiskinAselsan: Leading the design sub contractors in Turkish Defense IndustryAselsan is the leading company in Turkish Defence Industry. In recent years, because of increasing num-ber of projects and growth of Aselsan, it becomes compulsory to work with subcontractors in software, electronics and mechanical design areas. For DST Division of Aselsan, the subcontractor evaluation, development and monitoring processes are vital for overall performance of the projects.

Pedro Domingues, Paulo Sampaio & Pedro M. ArezesA proposal model for integrated management systems maturity assessmentMaturity models enabling the assessment of integrat-ed management systems (IMS) are crucial in order to provide a comparison between IMS from different companies. The purpose is to show the efforts made and the methodologies followed to develop an IMS maturity assessment model. Also presenting such model, illustrate its usefulness, and demonstrate how companies may implement it as an organizational guide focusing an ultimate excellence level.

Paulo Sampaio, Ana Gomes & Pedro SaraivaEuropean Quality Scoreboard: A “macroquality” assessmentNowadays, quality is usually measured based on the ISO 9000 registration numbers. However this gives us a narrow perspective of quality. To overcome this issue it is proposed a new model to measure macroquality in the Europe Union ‐ the European Quality Scoreboard (EQS). The EQS is an instru-ment that provides a comparative assessment of the macroquality in the European Union countries, allowing one to characterize the quality state‐of‐the‐art in each one of those countries.

Felix Meentken & Prof. Roland JochemAn approach for the implementation of a global quality management system assuring both robust global processes and local flexibilityThe requirements for global enterprises have changed dramatically in recent years. Increasing customer demands, shorter product life cycles, in-creasing transport costs and more complex products and processes are just some of the current challenges in the global economy. These challenges reveal that thinking in closed systems is not up-to-date. Globally distributed business activities and value creation networks require a high systemic, integrative think-ing, which points out global synergies and ensures an effective and efficient global cooperation.

Milan ŠestákEnthusiastic leadership in practiceLeadership being one of the most popular training subject is described in many ways and by many different tools used by real leaders. What makes dif-ference between manager and leader is what needs deeper insight. This presentation describes what makes leadership effective in practice describing a specific approach based on day to day management and Gemba approach management. Working with people being the main driver of change is the most important aspect of leader’s daily work. To slow down is sometimes the best way to increase the speed.

Dr. Zigmund BluvbandPareto principle, Deming approach and the “Restaurant bill effect”Management is day- by-day decision making, evalua-tion and prioritization of alternatives being restricted by different limitations and boundaries, including the budget issues. One of the most popular, simple yet

powerful tools for decision making process is Pareto Priority Index (PPI). Some advanced applications of PPI are described, the “Scree plot” and the “Restaurant bill effect” are introduced, explained and analyzed - showing how can management and quality assurance better understand and support the decision-making process.

Petro KalytaQuality relay race - the involvement of youth in movement for qualityThe task of the old generation is to mould a new socially responsible and well-trained people through handing down them own positive experience, including those that has been accumulated on own negative decisions and mistakes in the field of busi-ness excellence and quality. To change the situation can only those young people who have creative abilities and needs. This case covers experience, en-countered problems and prospects of involvement of young people in the movement for business excel-lence and quality in order to solve global problems and to ensure sustainable development of society.

Everard van KemenadeAdaptabilityThe PDCA-cycle might not be applicable to situ-ations that occur more and more in our complex world where change is rather unplanned or emergent than that it can be planned. In situa-tions of planned change the Deming cycle is used worldwide and proven to be very effective. However in an emergent change process the PDCA might not be the applicable. There is a need for another approach that still has Reflection on Action as its core. But it requires attention to people, considering the context and showing commitment as well along the whole process. This presentation describes the design and first experiences with a new approach for improvement in emergent change processes.

Gregory H. WatsonThe role of engineering responsibility in Sup-ply Chain Management for qualityThis case focuses upon the economic and manage-ment challenge that has been occurring in “firms” since the 1930s. It describes how the shift in value-added work from the internal firm to its extended supply chain partners requires a concurrent shift in engineering responsibility and a completely differ-ent approach to supplier evaluation, selection and establishing criteria for a supplier to be considered as “preferred” due to the capabilities that they offer which enhance the recently evolved economic model of the firm. The challenge in this new era is to obtain a more comprehensive acceptance of responsibilities among a set of collaborative firms who find that they must work in harmony to create a mutually beneficial economic result.

Marcos E. J. Bertin & Gregory H. WatsonIncreasing the accountability for quality: An evolving role of the Board of DirectorsThe framework of an organization is developed through its structure of governance. This will include both the structure for formal delegation of decision authority, fiduciary responsibility and constraints on these decision rights. This case presents an inclusive system-level model that in-tegrates the roles of leadership and management and discusses the role of the Board of Directors as the principal architect for the development of such an integrated leadership-management system.

Markku T. Nieminen & Gregory H. WatsonTaking responsibility or assigning accountabil-ity: Management of reliability by designWhat is the relationship among responsibility, ac-countability and authority and how does this relate to the requirement to deliver quality in a product? When authority is delegated as for a project manager or program leader, with that delegation comes re-sponsibility for performance as well as accountability for results. However, it is not clear when a person may be properly held accountable for the quality of their results. This presentation discusses the need for managing new product reliability by design - the way to properly assign accountability and take respon-sibility across the functional relationships of a new product development effort.

Charles AubreyAnderson Pharmaceutical’s Lean Six Sigma is the key to winning Best Project, Best Program and a Baldrige Award - A Case StudyAnderson Pharmaceutical has always been commit-ted to quality and continuous improvement efforts and programs have always been the direction and way the Anderson leadership team has focused and led the organization. The Anderson leadership team “discovered” a new formal approach to continuous improvement in 2004 - Lean Six Sigma (LSS). The results are cost reduction, improved customer service and measurable improvement in regulatory compli-ance, employee satisfaction and community and social responsibility resulting in over $15M annual savings plus cost avoidance and increased capacity. In addition, over 25 % of our projects improve our regulatory profile and directly contribute to stronger compliance with cGMP and FDA regulation.

Jan LenningBusiness Audits - driving business relevant improvementsSONY Mobile Communications has developed their concept for audits related to ISO 9001 and 14001 in several ways, based upon the suggested improve-ments in a master dissertation. The former Internal Audits are now called Business Audits and consists of Business Audits and Business Audit Streams. Both types of audits are built upon and include improve-ments stated in the master dissertation. Leaving the term Internal Audit supported the necessary change in perception and signals that audits support the busi-ness of the company.

Vilya Versan & Vladimir GaleevQuality as a practicable way to economic growth and better quality of life for RussiaMore than 20 years after its transition to market economy, Russia materially lags behind economically developed nations in competitiveness and product quality. Quality problems adversely affect national economy as a whole: domestic manufacturers are ousted from the Russian market (Russia’s entry into WTO adding to the process), the export potential is reduced, the growth of GDP is falling down, the coun-try’s image is damaged. The main reason is that the public authorities deliberately choose not to see their role: they deem the market apt to resolve the quality problem.

Hasan Isa Al-SharqiThe momentum of a motivated leaders on quality cultureThe Ministry of Municipalities affairs & Urban Planning (MMUP) established the quality manage-ment system ISO 9001:2008 in 2010. The main aim was to build an infrastructure for all the activi-ties and services done by the MMUP. After three years of basic implementations, it was clearly that system needs further strengthen in order to jump

to another level of success and sustainability. One of the main weaknesses points is the leadership in MMUP. Many leaders are not good examples when it comes to quality. Quality dealt for long period of time as a second or third priority and sometimes not exciting on table at all. The study is deeply analysis the main obstacles and challenges that lie ahead; pinpointing the strengths, weak-ness and opportunities to sustain quality culture stimulated by the momentum of a motivated and inspired leaders.

Christer Osterman, Natalia Svensson Harari & Anders FundinExamination of the flexibility paradox in a lean systemLean can be seen as methods mainly focused on waste reduction through the streamlining of the value flow. The methods are focused on the reduction of cost and lead time, thus supposedly counteracts flexibility, as the ability to change might require buff-ers and redundancy within production. If this is true, companies that are proficient in lean should tend to be inflexible. The purpose of this research is to find key factors that affect the level of flexibility within lean manufacturing companies.

Marcus AssarlindA model for adoption of Quality Management in SMEsQuality Management (QM) has since its begin-nings several decades ago been established as a concept for improving organisations. Adoptions of QM are scarce in SMEs, and considering the importance of SMEs, this is unfortunate. Histori-cally, QM has in some research been considered as universally applicable. This presentation shows that what parts of QM that are applicable, and how, depends on the characteristics of individual organisations. It is further argued that different factors may be important during different phases of a QM adoption in the same organisation. There is thus a need to contextualise adoption advice and research findings, not only to different industries and organisations, but also to different phases of an adoption process.

Shogo Kato, Fumio Fukumura, Satoko Tsuru & Yoshinori IizukaCollaboration with patients for prevention of medical accidents caused by patient’s actionMedical accidents are generally classified into two types: accidents caused by medical staff and accidents caused by patient’s actions. This case focus on patient falls as the representative example of the later type of accidents. We propose the new assessment system, which enable us to determine concrete countermeas-ures for each patient, through multivariate analysis using big size case data. In the multivariable analysis, we apply some regression analysis using cox propor-tional hazard model, and some models for recurrent events analysis, such as AG model, PWP model, to evaluate the effect of each risk factor.

Sverker Alänge, Gunilla Clancy & Magnus MarmgrenMaking sustainability a natural part of product development practices: A comparative analysis of large firmsSustainability has become an increasingly important issue on the corporate strategic agenda and sustaina-bility issues can be analyzed in a similar way as other strategic considerations. Some company leaders and researchers have even claimed that sustainability is the primary driver for innovation. Recently there has been an increasing research interest in understanding what factors explain success in sustainability applica-tions in companies. This case aims to contribute to our understanding of how sustainability can be integrated into product development in large firms.

Willy VandenbrandeQuality of life; And nothing else mattersQuality of Life is often presented as a “soft”, almost hippie style part of quality. In Quality Management we want to deal with hard facts, efficiency and profit. So these are the aspects we focus on. But is this a wise choice? What if Quality Professionals would use Quality of Life as their guiding principle? In this presentation we will show that by doing this the Quality Profession will add more to the success of an organization than by focusing on ppm defects.

Dr Lars SörqvistA generic model for problem solvingContinuous improvements and problem solving are today important issues in most companies and or-ganizations. Numerous models and concepts are used in this work. The most common concepts today are Six Sigma, Lean, Kaizen and Japanese TQM. People working with improvements are often facing the need for choosing one model or integrating different models with each other. This presentation will show a framework for problem solving and discuss how a generic model for problem solving and improvements could be designed.

Lars Sörqvist & Kristina SarsThe human side of total quality management and business excellenceEmployees are of crucial importance for the quality delivered to customers, as well as to the profitability. Costs due to lack of motivation, insufficient com-mitment and poor health can grow very large. This case describes why there is strong reason to integrate a preventive health focus in the quality work, also the economic aspects and opportunities will be presented. The concept of “health deficiency costs” involves both physical health (disease-related) and mental health (lack of motivation).

Jörgen GustavssonAre managers often numerical naïve? How to use statistical methods to improve decisionsTraditional methods when evaluating data in time sequence can often lead to erroneous deci-sions. Bar charts and percentage comparison often lead to wrong decisions. By summarizing data to the frequency defined by the report fre-quency a lot of information is lost. Trend analysis often leads to wrong decisions. Managers are not aware of their own shortcoming and therefore do not seek knowledge. This case will look into how managers using traditional methods could improve their decisions.

Dr. Hans-Jürgen August“…but rather the one most adaptable to change.” How to shape an effective quality management system supporting strategic transformationHow to develop a flexible and robust integrated management system that keeps the balance between the backbone function and the required adaptability? This case presents how these challenges have been met. It discusses the lessons learned, opportunities and pitfalls, successes and failures and describes how customer collaboration and feedback as well as best practice sharing with other companies have formed the basis for the active development of processes and continuous improvement in general.

Vadim LapidusWho is responsible for quality conformity and quality nonconformity? Are they different people or the same?When responsibility is treated as guilt and when responsibility for nonconformities is shifted on ordinary performers and reduced to punishment it creates a vicious circle of escape from responsibility. The approach of “Presumption of responsibility” is suggested against it. This approach clearly defines responsibility of management and responsibility of performers, while responsibility of management means bringing to conformity with small risks, qual-ity requirements and methods (processes) capabilities.

Yury SamoylovPractical Program Of Revolutions in Factories. 20 KeysROQ is assisting Russian companies and organiza-tions to create their own system of improvements . The main idea is to create a benchmarking system of measuring of improvements which will be used by Russian companies and organizations as a tool for their staff’s motivation on Business Excellence.

Valentina Marinković, Dragana Mileusnić & Vidosav MajstorovićIntegrated management approach as a quality improvement function in outsourced quality control laboratoriesThe global pharmaceutical market has seen signifi-cant changes, forcing pharmaceutical companies to focus more than ever before on customer needs and their own internal efficiencies in order to continue to compete effectively on a local and global arena. The aim of this is to identify the common elements of cGMP, ISO 9001 and ISO 17025 in the area of outsourced quality control.

Reception Dinner10 June 2014, 18.00 pm

The city of Gothenburg welcomes all delegates to Gothenburg at the City Hall (Börsen). There will be light refreshments.

Archipelago Dinner 11 June 2014, 19.00 pm

Delicious food from the sea and entertain-ment aboard a classic archipelago boat while changing the view outside the window, it sounds appealing? Our boats take us out of the southern archipelago. During the evening, we pass many famous islands such as Styrsöbolaget, Styrsö, Donsö and Brännö.

Chalmers Congress CentreThe main venue for the congress is Chalmers Congress Centre.Chalmers Conference & Restaurants offersomeof Gothenburgsmostmodernconference and arrangement venues. It is located centrally just a few minutes away from the Avenue and Götaplatsen, with many facilities within walking distance. By tram it is only one stop from Korsvägen, Svenska Mässan and the airport busses.

RatesRegistration fees:Full Event - Early Bird fee (up to April 15 th 2014)*/ 800 €Full Event - Regular fee (as of April 16th 2014)*/ 950 €Full Event fee for Speakers/ 475 €Full Event fee for EOQ representative/ 475 €Archipelago dinner fee for accompanying person/ 100 €

* 50% reduction of the price applies for one EOQ Representative from a member organization and for the speakers.

All prices displayed exclude VAT 25 %The VAT amount will be displayed after the payment process and shown on your invoice.Cancellation policy:Cancellations made by April 15th 2014: reimbursement of 50% of the conference feeCancellations made after April 15th 2014: no reimbursement

Registration www.quality����.eu

Visiting address:Chalmers Konferens & RestaurangerMain entranceChalmers platsen 1412 58 GöteborgSweden

photo: Kjell Holmner