Post on 14-Sep-2020
transcript
Connecting SA | 1 ASQ Quality in Mining Interest Group | 1
Servant Leadership in a Nutshell
Courtesy ASQ- Community Development
Issue 01 • Spring 2013
1 • Servant Leadership in a
Nutshell
2 • Upcoming Events
3 • Editor’s Notes
3 • Chair’s Message
4 • Building the Mining Body
of Knowledge (BoK)
4 • What is a Learning Organ-
ization?
5 • Success in a Turbulent
World
6 • 2013 Leadership
Issues of this year
Spring 2013
Summer 2013
Fall 2013
Edition
Please send your comments
and contributions to the
editor
Gabriela da Costa Silva at
mining.asq@gmail.com
The importance of serving others is an
ancient idea, recognized in all the
world’s major religions as well as the
thinking of many great leaders. The
words “servant-leader” and “servant
leadership” were coined by Robert
Greenleaf in an essay, The Servant as
Leader, that was first published in 1970.
Greenleaf said that the servant-leader
makes sure that other people’s highest
priority needs are being served. His test
of servant-leadership was: “Do those
served grow as persons? Do they, while
being served, become healthier, wiser,
freer, more autonomous, more likely
themselves to become servants?”
What is servant-leadership?
Servant-leadership is a way of life and
leadership that is aimed at identifying
and meeting the needs of others. Serv-
ant-leaders focus on the development
and well-being of others instead of ac-
quiring power, wealth, or fame for
themselves. Serving others is meaning-
ful and fulfilling for the leader, and ef-
fective for the organization. Servant-
leaders care for everyone the organiza-
tion touches – employees, customers,
business partners, and communities.
Servant-leaders listen to and respond to
their needs. This creates a culture of
trust among employees, who are moti-
vated to achieve organizational goals. It
also creates trust among customers,
business partners, and communities,
who will support the success of the
organization.
How is servant-leadership different?
First, servant-leaders are foremost con-
cerned with others, while other kinds of
leaders are most concerned with them-
selves. Second, servant-leadership is not
a trick, but a philosophy that is not only
present in one’s daily work, but also in
all aspects of one’s life.
Why are these distinguishing char-
acteristics so important?
By changing the focus from the self-
interest of the leader to the interests of
employees, customers, and the larger
society (including our planet), many
unethical activities can be prevented.
Furthermore, servant-leaders stay in
close touch with their employees and
customers, so they can succeed even
when times are tough. Third, servant
leaders build trust. The recent econom-
ic crisis has led to distrust in financial
institutions and other businesses. Lead-
ers can restore trust by breaking with
old habits and focusing on the needs of
others instead of their own personal
gain. Finally, servant-leaders reduce
stress-related illnesses by making sure
that employees have meaningful work,
and have been trained and supported so
that they can unleash their energy and
potential for the good of the organiza-
tion.
In This Issue:
Mining Quality News is the official publication of the ASQ Quality in Mining Interest Group
2 | Mining Quality News
How do you become a servant-leader? Anyone can be a servant-leader, because anyone can identify and meet the needs of
others. Anyone can help others to grow. Two important skills in this respect are
‘listening’ and ‘foresight’. Essential in the whole process is self-awareness and self-
acceptance, awareness of how one’s behavior impacts others and society at large and
how servant-leadership can be best applied in organizations.
What do you achieve with servant-leadership? (What purpose does SL serve?) Employees are free to be authentic, which benefits their self-esteem and builds on
their strength. This translates into personal well-being and high performance.
Productivity increases, as well as customer and employee satisfaction, absenteeism
decreases, and a culture arises in which people like to work and their talents can
flourish. Recent examples in the US and Europe show that in the current financial
crisis, businesses operating based on these principles have performed positively,
achieving realistic goals and sustainability.
Rajeev Chadha is the Chair of the ASQ Quality in Mining Interest Group. He is a Six Sigma
Lead at Mosaic Potash ULC Canada in Saskatoon.
The ASQ Quality in Mining Interest Group met the ASQ- DAC(Division Affairs Committee) at the ASQ-World Conference on Quality and Im-provement (WCQI) in Indianapolis, U.S. (May 2-7, 2013). Above, the pic-ture shows (L to R): Ha Dao (National Director ASQ-Board), Rajeev Chadha (Chair ASQ-Mining IG), Geoff Vining (Chair ASQ-DAC), Fred Zhang (GM ASQ-China), Dhruv Dar (GM ASQ-India), and Kush Shah (Chair ASQ-Automotive Division). Below, the picture shows Ryan Grismer (Secretary ASQ-Mining IG) and Chadha (Chair ASQ-Mining IG) attending the ASQ-Community Leadership in the same conference.
Upcoming Events
by Suchander "Sam" Thakur
Since the beginning of this year
we have seen an exponential in-
crease in the number of members
who signed up on ASQ Mining
IG website. This is a great encour-
agement for us, as a result of
which we will keep on serving the
mining community by organizing
events where mining professionals
could share their knowledge and
plans of continual growth in the
mining industry. Part of the effort
is to organize a “Quality Summit
and Mining Gala” event this year.
It is going to be a symbolic
presentation of our activities and
our vision towards quality, reliabil-
ity and continual improvement in
mining. To partner with the ASQ-
Mining IG, we have approached
various ASQ-Sections, ASQ-
Divisions, and the Canadian Insti-
tute of Mining, Metallurgy & Pe-
troleum (CIM). Details about the
event will be released in the next
newsletter issue.
To help develop this event, we are
conducting a survey for which I
encourage all the ASQ members
to participate in. To attract poten-
tial mining industries that would
be interested in sharing their
knowledge, I am going to attend
the 23rd World Mining Congress,
which is going to be held in Mon-
treal in August 11-15, 2013.
I would like to congratulate and
thanks all ASQ-Mining IG execu-
tives on the launch of this news-
letter.
Suchander "Sam" Thakur is the Chair
of the ASQ Quality in Mining Interest
Group. He is the QA & ISO Compli-
ance Coordinator at Fortis Mining,
Engineering & Manufacturing in Sas-
katoon, Canada.
ASQ Quality in Mining Interest Group | 3
Editor’s Notes
We all agree that meeting the needs of our customers is a necessity. In the mining sector it is not different.
But how do we achieve it in a world of increasing energy demand and economic uncertainty? In this issue,
you will find some valuable tips on how to better serve, learn and produce in your organization. As your
newsletter editor, I look forward to serve you, inspire you and learn from you. If you have great ideas and
want the ASQ-Mining Interest Group (IG) to know about it, please contact me.
Kind regards,
Gabriela da Costa Silva
Chair’s Message
First, I would like to thank all the members for their participation in the ASQ Mining IG in becoming the harbinger of a
Quality revolution in the mining industry. Quality is one essential dimension that can modernize this age-old industry by de-
fining safe and healthy work environments that will enhance the prosperity the mining sector brings to society.
Our Body of Knowledge (BoK) committee is working hard towards our long term objectives and they deserve your apprecia-
tion and support. To carry out this ambitious endeavor, they rely on volunteers as Subject Matter Experts (SMEs) and need
your help ensuring the global mining industry is well represented. Several SMEs have already committed to this project; how-
ever, they could use additional representatives with skills and expertise in HR, Training, Lean Six Sigma, EH&S etc.
Recently, ASQ head office has requested me to remind you about the charter and objectives of the ASQ-Mining IG. The
American Society for Quality has established this Interest Group for Mining with the objectives to:
1.1 Promote safe, environmentally conscious, and effective mining and mineral processing practices and principles.
1.2 Promote effective review and interpretation of regulatory and compliance requirements.
1.3 Promote the advancement of Quality Assurance principles within mining and mineral processing industries.
The next major initiative of our Interest Group is to grow vertically and horizontally to represent the Global Quality commu-
nity in mining. I believe in the coming months we will have a bigger team comprise of institutional, enterprise and site mem-
bers of ASQ. Companies like Rio-Tinto and Caterpillar are already part of the ASQ family and will be active in the ASQ-
Mining IG. Further, some of the ASQ divisions especially Automotive, Lean and Quality Management division have shown
tremendous interest in mutual growth and co-operation. Our current approach is to attract Mining engineers, geoscientists,
administrative, safety and occupational health professionals and a large group of suppliers to work together using quality sys-
tems to contain costs and create a sustainable, safe, high-quality mining sector.
Finally, I would like to thank the VoC (Voice of Customer) Chair, ASQ-staff and the Newsletter Chair for helping the group
in their communication needs. The Voice of Customer is the eyes and ears of our organization while the newsletter is our
voice. Both are highly valuable to run a successful organization and I would highly recommend all the members to submit
their articles to the newsletter and get help from VoC on any area they want to investigate in Quality and Mining. Enjoy a
Quality summer and be Safe.
With regards,
Rajeev Chadha.
I have been asked why we need a newsletter for ASQ-Mining Interest Group (IG). The answer is simple. It
is important to recognize what our executive teams and committees are working on serving the mining
community that has given so much to our families and society. Membership in ASQ-Mining IG is growing,
thus it is imperative to inform our members and guests about our progress and activities, and to open
channels of communication to involve everyone.
4 | Mining Quality News
As you may know at ASQ we are
launching a project to create the Mining
Body of Knowledge (BoK). This initia-
tive’s goal is to create a global reposito-
ry where various types of mining
knowledge and experiences could be
found for training, development,
productivity improvement, and manage-
ment of quality in this diverse industry.
As the chair of this ASQ global initia-
tive, I invite people related to the min-
ing industry (e.g., employees, former
employees, suppliers, etc) to join this
initiative.
Why do we need a Mining BOK?
There are several factors that justify this
undertaking. The first factor is that of
an aging workforce. In most industrial
nations, many mining engineers, man-
agers and knowledge personnel will
retire within the next 15 years. And
since the mining industry has not done
a good job of capturing the requisite
domain knowledge, the knowledge
embedded in the minds of these profes-
sionals will leave the industry as they
retire. The second factor is the financial
pressures due to an uncertain econo-
my, which greatly affects prices and
demand of the commodities produced
by our mines. The third factor is an
increasingly challenging regulatory
load for most mining operations.
To join the Mining BoK initiative,
please send us an email. If you want to
invite your colleagues to join the ASQ
Mining Interest group, it’s easy, ask
them to sign up at http://asq.org/
mining/member-services/join-this-
group/
Rajeev Chadha is the Chair of the ASQ
Quality in Mining Interest Group. He is a
Six Sigma Lead at Mosaic Potash ULC
Canada.
Learning is the most natural of
activities. It is an essential part of the
human experience, and something that
we as individuals do throughout our
lives. Yet more often than not, we find
that organizations regard time spent
learning as necessary but unproductive
evil. Such view is unfortunate because
it reflects an extraordinary narrow
conception of the potential impact of
learning. Nor does it recognize the
many guises in which knowledge
appears. Far from being academic, and
inefficient, true corporate learning is
much more likely to be practical,
applied, and intimately linked to the
bottom line.
In order to determine what is necessary
to build a Learning Organization, let’s
first define it*:
Building the Mining Body of Knowledge (BoK)
by Rajeev Chadha
A learning organization is an
organization skilled at creating,
acquiring, interpreting, transferring, and
retaining knowledge, and at
purposefully modifying its behavior to
reflect new knowledge and insights.
How will I know if mine is a learning
organization? Are there any obvious
signs? Here you have five cues to
determine if your organization qualifies
as a Learning Organization:
Does the organization have a
defined learning agenda?
Learning organizations have a clear
picture of their future knowledge
requirements. They know what they
need to know (customers, competitors,
markets, technologies, etc.).
Is the organization open to
dissenting information?
If an organization regularly “shoots the
messenger” who brings forward
unexpected or bad news, the
environment is clearly hostile to learning.
Does the organization avoid repeated
mistakes?
Learning organizations reflect on their
past experiences, distill it into useful
lessons, share the knowledge internally,
and ensure that errors are not repeated
elsewhere.
Does the organization lose critical
knowledge when key people leave?
Learning organizations avoid this
problem by institutionalizing knowledge.
Knowledge becomes common property,
MINING BODY OF KNOWLEDGE (BOK) IS LOOKING FOR YOUR EXPERTISE
What is a Learning Organization?
by Dr. Ramiro Villeda
ASQ Quality in Mining Interest Group | 5
rather than the province of individuals
or small groups.
Does the organization act on what it
knows?
Learning organizations are not simply
repositories of knowledge. They take
advantage of their new learnings and
adapt their behavior accordingly
(information is to be used, if it is ig-
nored, its impact is certain to be mini-
mal).
In summary, organizational learning
demands inquisitiveness and openness –
a willingness by executives, managers
and employees to challenge assump-
tions and tackle conventional wisdom.
Otherwise, behavior will continue to be
ruled by habit, and the status quo will
remain undisturbed.
Dr. Ramiro Villeda is the Education Chair
and the Body of Knowledge Committee Chair
of the ASQ Quality in Mining Interest
Group. Dr. Villeda is a global Lean Manu-
facturing/Lean Thinking hands-on leader,
educator and facilitator at Villeda Consulting
Group, Inc.
REFERENCE
David A. Garvin, “Learning in Action, A
Guide to Putting the Learning Organization
to Work,” Harvard Business School Press,
2000.
LEARNING IS NECES-SARY TO BUILD A MORE PRODUCTIVE WORK-PLACE. TO COMPETE, ORGANIZATIONS INSTITUCIONALIZE KNOWLEDGE AND ADAPT THEIR BEHAVIOR ACCORDING TO THEIR NEW LEARNINGS.
Success in a Turbulent World
by Suchander "Sam" Thakur
On May 23rd the ASQ Quality in Mining Interest Group and the Saskatoon
Engineering Society (SES) held a tech – talk event in Saskatoon, Canada. With
the topic "Success in a Turbulent World = Innovation + Good Timing",
Dr. Ramiro Villeda presented the seminar. He is a global Lean Manufacturing/
Lean Thinking hands-on leader, educator and facilitator at Villeda Consulting
Group, Inc.
From L to R - Dr. Ramiro Villeda (Villeda Consulting Group, Inc), Ross Welford (President SES) and John Allen (MC of the Evening).
About Us
Membership
Join us at
http://asq.org/mining
Like us on Facebook!
Sponsorship
We are looking for sponsors!
Please send your inquiry to
Vivek Joshi at
mining.asq@gmail.com
Dr. Ramiro Villeda is also the Education
Chair and the Body of Knowledge
Committee Chair of the ASQ Quality in
Mining Interest Group. During the tech-
talk, Dr. Villeda shared some great
examples and case studies about some
organizations in which continual
improvement and higher level of quality
were achieved via proper application of
innovative ideas. We have got an
overwhelming response and
participation from the ASQ members
and guests due to which the tech-talk
was a great success.
6 | Mining Quality News
2013 Leadership
Chair Rajeev Chadha Mosaic Potash ULC Canada Rajeev.Chadha@mosaicco.com Vice Chair Suchander "Sam" Thakur Fortis Mining, Engineering & Manufacturing, Saskatoon sthakur@fortiscorporation.com Immediate Past Chair Dr. Jay Kalra University of Saskatchewan jay.kalra@saskatoonhealthregion.ca Past Chair Al Chapman Cameco Secretary Ryan Grismer Cameco Corporation Saskatoon ryan_grismer@cameco.com Programs Chair Vivek Joshi V.J. Consulting Services manager@vjcs.net
Education Chair/Body of Knowledge Committee Chair Dr. Ramiro Villeda Villeda Consulting Group, Inc. rvilleda@villedaconsulting.com VOC Chair Fiorella Sist Cenovus Fiorella.sist@gmail.com Newsletter/Communications Chair Dr. Gabriela da Costa Silva WorleyParsons Canada gabriela.dacostasilva@worleyparsons.com Subject Matter Expert - Body of Knowledge Committee Frank Dodd c.f.dodd@sasktel.net Richard Schewaga richard.schewaga@areva.ca Robert Paine robpaine@shaw.ca
Members-at-Large Hemant Anand AMEC Americas hemant.anand@amec.com Kingsley Iroba University of Saskatchewan Kli931@mail.usask.ca Dan Kishchuk Engineering Management Services dan@emscroscan.ca Leah Langlais Saskatchewan Research Council langlais@src.sk.ca Clayton Leismeister Hatch-Saskatoon CLessmeister@hatch.ca Doina Varzaru WorleyParsons Canada doina.varzaru@worleyparsons.com