ASQ Innovation ConferenceOctober 26, 2013 Sheraton Grand Sacramento Hotel 1230 J Street Sacramento, CA

CONFERENCE PROGRAM

ASQ INNOVATION CONFERENCE2

Conference Schedule

Friday, October 25, 2013

7:00 p.m.Networking ReceptionMayahuel Coa Room,1200 K Street, Sacramento (next to the conference hotel)

Saturday, October 26, 2013

8:30 a.m. Opening Keynote Dr. John Timmerman

9:30 a.m.Jane KeathleyThe Pathway From Quality to Innovation

Kevin Meredith and Gurbachan ChadhaFoster Organic Innovation: Boeing Innovation Cells

10:20 a.m. Break

10:30 a.m.James HarringtonThe Innovative Process

Ian MeggarreyOperations, Improvement, and Innovation: The Gravity of the Situation

11:30 a.m.Peter MerrillBuilding a Culture of Creativity and Innovation

Kymm HockmanInnovation Leaders: Statisticians or Quality Professionals? Really?!?

12:30 p.m. Lunch (Delegates make their own lunch arrangements)

2:00 p.m.Kateri BrunellInnovation and Quality Insights From Lean Startups

Nitin ChampaneriaStatistical Analysis Tools for Evaluating Innovation

3:00 p.m.Cheri DouglasDeveloping Facilitation Capabilities for Lean Innovation

Milton KrivokucaOrganizational Change: A Model for Rapid Improvement

3:50 p.m. Break

4:00 p.m.Kevin JohnsonIntroducing Quality Assurance Into Basic Biomedical Research

Richard SeamanBreaking the Market and Service Barriers to Reach the Next Level

Sunday, October 27, 2013

8:30 a.m.Peggy Romary The Increasing Role of Innovation in the Baldrige Criteria

ASQ INNOVATION CONFERENCE3

Conference Sessions

Jane Keathley

The Pathway From Quality to Innovation

Innovation is quality for tomorrow. The quality management profession has an exciting opportunity to advance its knowledge, methodologies, and expertise into the discipline of innovation management. Organizations are increasingly focused on innovation as a key success factor, and best practices in quality management and continuous improvement can be leveraged for innovation initiatives. This presentation will explore ways in which the quality manager can transition to a role more focused on innovation management, with specific approaches and activities for the transition.

Focus Area

Innovation culture and tools

Kevin Meredith and Gurbachan Chadha

Foster Organic Innovation: Boeing Innovation Cells

The topic of innovation has never been more popular in industry; however, the processes, mechanisms, and culture required to drive innovation in an organization often fail to maximize engagement and value in a scalable manner. The result is often manifested in false expectations, wasted effort, frustration, and a deepened sense of mystery about how innovation works. This presentation describes an affordable innovation construct called organic innovation that can grow within existing business structures. The network of Boeing Innovation Cells illustrates how organic innovation is being successfully implemented in a large company that has been pioneering innovation for nearly a century.

Focus Area

Culture, tools, training, strategy, and innovation competitions

ASQ INNOVATION CONFERENCE4

Conference Sessions

James Harrington

The Innovative Process

Anyone can be creative, but few are innovative. The presentation will focus on how to create breakthrough concepts and then transform them into deliverable products.

Focus Area

Innovation process and tools

Ian Meggarrey

Operations, Improvement, and Innovation: The Gravity of the Situation

One of the most common questions about the innovation process is how to introduce it into an established organization. This presentation takes an unusual approach to show different ways that these three parts of the organization can coexist and interface.

Focus Area

Culture

Peter Merrill

Building a Culture of Creativity and Innovation

Culture is based on behavior. The innovation process has a “loose” mode at the creative phase and a “tight” mode at the execution phase. In the creative phase of the innovation process behaviors such as exploration, collaboration, and embracing failure need developing. Attendees of this session will participate in a short exercise in creativity to see how each of these behaviors can be developed. Next, see how an organization can build from a quality management culture to an innovation culture. Starting with an organizational assessment and including a timeline, the road map for developing an innovative culture is explained.

Focus Area

Strategy

ASQ INNOVATION CONFERENCE5

Conference Sessions

Kymm Hockman

Innovation Leaders: Statisticians or Quality Professionals? Really?!?

Not all statisticians or quality professionals can be successful in a world where innovation rules, but some statisticians and quality professionals were born for leading innovation! How does the field of statistics and quality enable innovation and how do you fit as a statistician or quality professional? This talk will look at innovation from the perspective of a statistician, as well as at statistics in the context of innovation. How can we be effective innovation leaders of the future while maintaining our identity as statistics or quality professionals?

Focus Area

Leadership: framework, process, and tools

Kateri Brunell

Innovation and Quality Insights From Lean Startups

Quality professionals interested in leveraging their existing skills into the innovation arena may find an entry point in the lean startup movement. From high-tech startups in Silicon Valley, lean startup has evolved into a methodology and set of tools now taught at major business schools worldwide. It borrows and blends concepts from lean, agile software development, and scrum. This presentation will review the lean startup method and its most common tools based on the presenter’s own experience with lean startup projects. It also offers a comparison/contrast with the more familiar design for Lean Six Sigma and innovation models.

Focus Area

Innovation tools, processes, and models

ASQ INNOVATION CONFERENCE6

Conference Sessions

Nitin Champaneria

Statistical Analysis Tools for Evaluating Innovation

Kano and Pugh matrix tools for ranking innovation ideas lead to the use of regression modeling. Two sets of data from pharmaceutical processes are analyzed to define optimum models. The analysis comprises the use of matrix plots, correlation analysis, stepwise regression, best subset regression, simple regression, and principal component analysis. The problem of collinearity will be highlighted. A novel method of control charting the residuals was used to diagnose potential model-influencing observations. We will demonstrate how these procedures can be used to develop robust models and propose a strategy of DOE.

Focus Area

Statistical tools and techniques

Cheri Douglas

Developing Facilitation Capabilities for Lean Innovation

Lean innovation requires dedicated teams that operate as owners. American business has moved toward team-based leadership but frequently lacks team collaboration skills that can amplify team results. When leaders find themselves working to pull the team along, rather than racing to keep up with them, facilitation skills are missing. Learn how to structure a campaign to develop and utilize facilitators across an enterprise—a key enabler for knowledge workers responsible for bringing innovation to reality.

Focus Area

Strategy, facilitation tools, facilitative leadership, lean culture strategies, and rapid process improvement

ASQ INNOVATION CONFERENCE7

Conference Sessions

Milton Krivokuca

Organizational Change: A Model for Rapid Improvement

This presentation provides an advanced application of the basic plan-do-study-act (PDSA) improvement methodology to accommodate organizations requiring rapid improvements to existing processes and breaking down the self-imposed barriers to continuous improvement through innovative thinking. The theory, tools, and techniques of this rapid improvement model are aligned with the current revitalized interest in total quality management (TQM). This model can be adopted by any organization seeking to use basic TQM concepts to meet rapidly changing market demands.

Focus Area

PDSA process in changing culture and strategy

Kevin Johnson

Introducing Quality Assurance Into Basic Biomedical Research

Quality assurance methods have been introduced into the core labs supporting basic research at The Jackson Laboratory. Internal annual audits are a systematic review of resources, documentation, processes, deliverables, equipment, and facilities. These provide administrative oversight aligning documentation, management, and process to best practices. Quarterly QA meetings review current goals and their associated metrics, providing oversight for effective goals management. Annual planning meetings align the core labs with institutions’ strategic initiatives and identify significant high-level targets. Quality methods training provides managers the fundamental process improvement tools such as process mapping, root cause analysis, and voice of the customer.

Focus Area

Culture and tools

ASQ INNOVATION CONFERENCE8

Conference Sessions

Richard Seaman

Breaking the Market and Service Barriers to Reach the Next Level

Organizations are constantly looking for ways to reach their next level but frequently remain mired in incremental gain. There are natural service barriers and market barriers that keep you right where you are. These same barriers will hold back your competition when you find ways to unlock change. This presentation covers some strategies companies use to break through, disrupt their markets, and delight their customers.

Focus Area

Strategy

Peggy Romary

The Increasing Role of Innovation in the Baldrige Criteria

The Baldrige Award has continued to evolve since its creation in 1987. It has always sought to identify role-model organizations, but has increasingly emphasized innovation as a key competency to deliver ever-improving value to customers and stakeholders. Hear how the Baldrige-based California Award for Performance Excellence (CAPE) helps drive innovation in the state, and hear the practices CAPE vice chair Peggy Romary has observed that can help lead to a successful award application.

Focus Area

Strategy and culture