News flash: times are tough.  Economies are shrinking worldwide, unemployment is rising, credit is tight and financial institutions are struggling, the stock market has dropped considerably, real estate is sharply down, government deficits are widening, and people are generally stressed.  Sound familiar?  It should: the sentence above was paraphrased from a newspaper article in 1991, in the middle of our last recession (and just a few years after the Council was created).  And while THIS recession feels broader and deeper (and has differing underlying causes) than the challenges of 1987-1991, the economic similarities between then and now serve to 1) validate the Council’s relevance (we were founded in 1987, with a mission of advancing excellence in organizations, individuals, and communities), and 2) give us all a clue of how to navigate out of these tough times …

First, the bad news.  The impacts of today’s recession are broad and deep; in fact, we are experiencing perhaps the most difficult economic challenges in 60 years.  Very few industries are being spared: manufacturers are hurting (the automotive industry is literally dying); retailers are severely struggling; governmental agencies and schools brace for budget cuts as state/local governments face massive deficits; even healthcare providers are experiencing decreases in (elective) procedures and patients’ ability to pay.  And, while there is some optimism that our new President and additional stimulus packages may eventually encourage a turnaround, there really is no consensus on when and how quickly the economy will improve.

But you all know that, so let’s talk about the good news.  Here’s a statement of the obvious, but it needs to be said: despite how difficult things seem today, we are in a cycle.  Since 1854, the US has encountered 32 cycles of expansions and contractions, with an average of 17 months of contraction and 38 months of expansion.  So our economy WILL emerge out of this recession.  If it’s an “average” recession in terms of duration, then sometime later in 2009; if it’s a longer recession, then perhaps in 2010.  But it WILL turn around.

The question is – and I hate to slip back into the doom and gloom – will your organization emerge with it?  During any period of contraction, many organizations suffer ill-fated outcomes: some will not survive at all (they will go bankrupt, be split apart, or be acquired), and others will emerge in very weakened conditions, such that they are losing market share, have thin margins, and/or are ripe for future acquisition.  So what can organizations do to weather the proverbial storm?  How can you sustain operations through the recession and come out “on the other side” stronger and well-positioned for growth, competitiveness, and profitability (or, for non-profits, stronger outcomes)?

Yesterday, the Council hosted our monthly “Performance Improvement Network” breakfast in St. Paul.  Rather than the usual format of one speaker from one company sharing his/her insights on how to drive excellence, yesterday’s session featured a panel discussion of six leaders representing different sectors and industries – all discussing how their organizations are sustaining quality and performance during tough times.  At the table were leaders from 3M, the University of Minnesota, Dakota County, the city of Minneapolis, and Pillsbury United Communities (a large non-profit).  They had great diversity in terms of size and industry, but they faced similar challenges and had similar insights as to navigate through those challenges.

Here are some ideas the group shared to sustain performance during these tough times:

• Manage your cash.  Be cautious with capital spending, but don’t forget to invest in the “right” initiatives.
• Manage your processes.  Spend time investigating BETTER ways of doing things.  Eliminate waste (using Lean or other methods).  Focus on productivity – doing more with less (or doing less with less, as appropriate).  Improve cycle times; reduce inventories.  Simply put: manage your operations better. 
• Focus on the customer.  We can’t lose sight of who buys our products or consumes our services; we can’t lose sight of who generates revenue for our organizations.  Today, more than ever, organizations need systematic ways to listen to customer requirements, develop offerings that satisfy customers’ needs in a differentiated way, and create value for the buyer.  In the case of “non-businesses,” we cannot lose sight of the stakeholder – around which an organization’s mission and purpose revolves.
• Focus on the employee.  An organization’s workforce is still the key asset in creating value for your customer and shareholder.  Yet, during recessionary times, it’s easy to reduce your investment in your people (cutting training, reducing employee benefits, even laying off workforce).  Resist the urge to cut off your nose before your face, and find a way to engage your workforce as a part of the solution.
• Build a culture of problem solving and innovation.  Get to the root cause of issues; use quality tools and data to make decisions and resolve problems.  Improve communication.  Consider new partnerships and collaborations, outsourcing areas that are not your core competency and focusing only on your strengths.  Two recent examples out of public sector were cited during the discussion: the new partnership between Minnesota and Wisconsin for joint purchasing, and the city of Chicago selling its parking meters (which raised $1.8 billion and allowed them to let go of a non-core service).

There is probably nothing earth-shattering in that list.  But there was an overwhelming sense that:

1. organizations will NOT survive (well) through this recession by only laying off staff and/or cutting expenses; rather,
2. more fundamental changes are needed in terms of how leaders manage their enterprises – either managing them more effectively to improve alignment and optimize resources, and/or finding creative, innovative solutions and partnerships.

In some ways, you could argue organizations have to get back to the basics – the basics of better focusing on customers, better engaging its workforce, better establishing and leveraging partnerships, better using data for decision making, better planning and resource utilization, better process management, and certainly better leadership.

I tend to agree.  To me, the case for action is strong: leaders – now more than ever – are compelled to more systematically and more diligently manage and improve their organizations.  Or face the consequences: there no longer is an option.  For many years, you could “get by” with average productivity, with mediocre service levels, with unsophisticated ways of engaging your workforce, and in many cases, with average product or service quality.  No more.  Customers aren’t buying.  And those that are can afford to be more selective.  Organizations that do not spend time and invest in systematic improvement simply will not survive…or will survive but come out limping.

I mentioned at the outset that previous recessions give us a clue of how to navigate out of these tough times.  So there’s the clue: better leadership and better managed organizations.  (And I’m talking about organizational leadership on a micro-level, though certainly better leadership on a macro-political level is also needed to get the overall economy moving again.)  Only those organizations that are better aligned and managed will emerge stronger than before.  Layoffs won’t do it; leadership will.

I also mentioned that the recession serves to validate the Council’s relevance, so I’d like to spend a moment talking about the Minnesota Council for Quality and how we can play a major role in helping organizations survive during the recession – of how we can provide (inexpensive or no-cost) resources to help improve organizational performance.

For those of you not familiar, the Council was founded as a result of Governor Rudy Perpich's 1985-86 Commission on Minnesota 's Economic Future.  Keep in mind that this study was on the heals of a severe recession in 1981-82, the emerging S&L collapse (sound familiar?), a real estate slump (sound familiar?), and some real struggles in some key industries (manufacturing, automotive, electronics, and others – of course, much of that is also familiar).  Perpich’s Commission was given the assignment to study why Minnesota companies were losing their competitive edge, and to propose solutions to strengthen the Minnesota economy through the application of quality principles.  A state entity was created as a result of Minnesota Senate Bill 1479 Chapter 316, and the “Minnesota Council for Quality and Productivity” was formed as a part of the Department of Trade and Economic Development.  The word “productivity” was later dropped from our name, and the organization was eventually spun off into an independent, private 501(c)3 non-profit – which it remains today.

I believe our mission is as relevant today as it was 22 years ago, perhaps even more so.  I believe that today’s economic conditions only serve to reconfirm our purpose of helping organizations, individuals, and communities improve and reach higher levels of excellence.  And I believe the Council has a significant role to play in helping Minnesota organizations – and communities – weather this current economic storm. 

This will sound a bit self-serving, but consider the impact we offer to this State (and with our 37 peer state quality programs, to this nation).  Consider also the resources we can provide to your organization:

• We serve 285 members throughout and beyond Minnesota, representing over 150,000 employees.  Members represent all sectors and most industries, represent organizations of all sizes and types, and with varying purposes, cultures, and histories.  But through our membership, we’ve developed a network of organizations committed to continuous improvement and performance excellence – organizations willing to share and learn from each other to advance excellence within and beyond their enterprises.
• We trained over 2000 leaders and professionals in 2008 on various aspects of advancing excellence in their organizations.  Many of these professionals attended our monthly Performance Improvement Network, our Rochester Area Quality Council sessions, or our quarterly Six Sigma Forum sessions.  Our programs in 2008 focused on topics such as organizational innovation, Lean, Six Sigma, sustainability, consensus building, process improvement, Baldrige performance excellence, conflict resolution, communication, leadership, balanced scorecard, voice of the customer, strategy development and deployment, high performance teams, workforce engagement, among others.
• We trained about 130 leaders and professionals as Evaluators for our MN Quality Award.  These professionals came from all over the State and all walks of life: some are CEOs and other executives; many are middle managers, quality professionals, and other functional leaders; and still others are professionals such as physicians, surgeons, superintendents, and school teachers.  Collectively, they gave over 10,000 hours of volunteer time in 2008, helping Minnesota businesses, schools, healthcare providers and non-profits on their journey to excellence (see Article #2).
• We conducted 11 organizational assessments in 2008 (eight of which were for our prestigious MN Quality Award; recipients will be announced this spring).
• We also launched a new process – an alternative assessment, that is not eligible for our Award, but is an easier, less resource-intense way for leaders to find and prioritize improvement opportunities within their organizations (see article #3 below).
• We launched a new monthly forum, the Twin Ports Performance Excellence Network, to bring leaders and practitioners in the Duluth-Superior area together to share knowledge and best practices and to solve community issues using quality tools.  Details on this forum will be announced in next month’s newsletter.
• We formed new alliances with other non-profits that focus on improvement-related activities.  We now partner with over a dozen non-profits, including the U of M, St. Thomas, the MN OD Network, PMI, American Society for Quality, Association for Strategic Planning, MNISPI, MN Facilitators Network, SHRM, and others (list at http://www.councilforquality.org/alliances.cfm) to bring resources to organizations looking for ways to improve their performance.  In addition, all of our alliance partners have agreed to provide their services at a discount to our members, creating direct value for our membership and a super “network of networks,” providing resources to organizations interested in improvement.
• We had over 5000 visits to our Consultant Referral Network in 2008 (www.consultantreferralnetwork.org).  The CRN is an on-line directory and search engine that connects experts -- consultants, trainers, facilitators, coaches, and speakers -- who specialize in some aspect of organizational improvement to those organizations desiring to use them.  This resource allows the Council to leverage our expertise well beyond our small staff and volunteer workforce.
• And – most importantly – we are seeing the impact of our efforts on the organizations we serve – in terms of improvements in their outcomes and results.  School districts claim that are seeing improvements in student achievement; businesses claim our services and resources are helping them hold their own during this recession; non-profits claim that they are better able to achieve their mission with fewer resources; and healthcare providers see improvements in their clinical and operational performance.  The organizations involved with the Council reflect a diverse set of enterprises, each with their own environmental factors and circumstances.  But many of them are seeing improvements – or at least sustainable outcomes – during these challenging times.

So – perhaps now more than ever – I believe that the MN Council for Quality has relevance.  We help leaders identify and prioritize what to improve (see Article #3) and we bring resources, knowledge, information, and expertise to organizations desiring to execute improvement initiatives (through our online Improvement Clearinghouse, our Consultant Referral Network, our Performance Improvement Network, Rochester Area Quality Council, Twin Ports Performance Excellence Network, Six Sigma Forum, benchmarking services, and alliances). 

It may sound self-serving to spend half of this month’s column talking about the Council.  But I do so to share the good news that there are resources for you and your organizations to improve despite the tough times (I also do so in the spirit of transparency, so that many of our stakeholders can see the value we bring to the community). 

Someone asked me recently how the Council was doing during the challenging times.  My reply was simple: I believe our mission of advancing excellence is relevant and strong.  I believe we have an important role in maintaining and building on the excellence in this great State, and I think – through helping other organizations succeed – we will actually grow during these tough times.

If you’d like to visit more about how we can help your organization improve its performance, I welcome your inquiry.  And I wish you all the best during these tough times.

Yours in Improvement,

Brian S. Lassiter

President, Minnesota Council for Quality

www.councilforquality.org

Are you interested in learning more about what makes organizations successful?  Are you interested in helping other organizations -- such as schools, hospitals, non-profits, and businesses -- around the state improve their performance?  Would you be interested in networking, learning, and sharing with others who feel the same way?

The Minnesota Council for Quality is seeking candidates for the 2009 Minnesota Quality Award Board of Evaluators.  The first training session in 2009 is February 24-26 in Eagan MN.

There are many benefits to becoming an Evaluator, such as:

• strengthening your understanding of what drives organizational excellence (the Baldrige Criteria for Performance Excellence represent a validated set of best practices for organizational excellence, and can be useful for improving any organization’s performance) – and the 2009 Criteria represent significant changes, especially in terms of customer focus/engagement, core competencies, and sustainability/social responsibility (see article 9 below);
• networking with influential leaders and professionals (this year’s Board of Evaluators will include about 150 leaders from around the state – executives, middle managers, surgeons and physicians, superintendents and school teachers, non-profit and public sector leaders, quality professionals, and consultants);
• seeing “best practices” deployed within another organization – knowledge that you could use back at your organization and/or in your career, helping organizations throughout the state – many of them schools, health care providers, non-profits, public sector agencies, and certainly businesses – improve their performance…simply get better at what they do; and
• developing a set of other professional skills that may help you advance your career – skills such as consensus- and team-building, written communication, verbal communication and interpersonal skills, interviewing, analysis, and systems thinking.

Most Evaluators consider the experience to be among the most valuable of their careers.  In fact, many have claimed that the experience and knowledge gained from this process rivals getting an MBA or advanced business degree.

Furthermore, Evaluators can earn college (undergrad and post-grad) credit for participating in training.  For interested Evaluators, the University of Minnesota and the University of Wisconsin-Stout both offer three (3) hours of credit in partnership with the Minnesota Council for Quality.

If you are interested in joining the 2009 Board of Evaluators, training will be February 24-26 in the Twin Cities.  In addition to the full three-day training session, new Evaluators are also required to attend a one-day orientation (either February 4, 10, or 12 – all in the Twin Cities).

Applications for new Evaluators are due January 30.  Applications for returning Evaluators (which only require updates from your most recent application) are due February 13.

Training will also be offered this summer (June 16-18 in Rochester) and fall (September 29-October 1 in the Twin Cities).

The Minnesota Council for Quality today announced the launch of a new assessment process to help leaders systematically identify and prioritize improvement opportunities for their organizations. 

“Times are tough,” says Brian Lassiter, president of the 22-year old Council.  “The difficult economy over the last 12-18 months has created a renewed need for improvement and systemic change within all organizations: customers expect more, competent workers are growing scarce, competition is intensifying, and resources are tight.  The need to improve your organization’s performance has perhaps never been greater.

“But we find that – with the complexity of organizations – leaders sometimes do not have a fact-based decision making process to determine where to start, on which processes to focus, and how to prioritize and sustain improvements over time?”

The Council’s new “alternative assessment” is not eligible for its MN Quality Award, but offers an alternative evaluation for organizations either just getting started with systematic improvement and/or those who already have an improvement method in place but are interested in getting a “dipstick” perspective on how things are working and on what they should focus next.  The assessment focuses on areas such as leadership, planning, customer focus, measurement/data, workforce engagement, and process management.

“This is one of the best diagnostic tools I’ve seen,” says Tony Wagner, CEO of Pillsbury United Communities, a 300-person non-profit which recently completed the alternative assessment.  “Not only did it give me, my Board, and my senior staff direction in terms of how we improve performance, but it also engaged my people in improving the organization – something positive during these difficult times.  I believe that the experience will help us focus on the right things, and I also believe that it will give us an edge during these tough times.”

The evaluation is based on the Malcolm Baldrige National Quality Award, which outlines validated criteria that have been shown to produce excellent organizational results (the Criteria for Performance Excellence are revised every two years by studying organizations with demonstrated high performance results and identify best practices that enable their effectiveness; those become future years’ Criteria).  Much empirical research indicates that organizations using Baldrige far outperform their peers in terms of operating margin, return on assets and equity, stock price appreciation, growth in revenue and total assets, workforce engagement and satisfaction, customer/stakeholder satisfaction, product/service outcomes (including healthcare outcomes, student achievement, and program- and mission-related outcomes for non-profits and government). 

The new assessment is a consultant-led process and involves a series of three facilitated discussions with an organization’s senior leaders.

The first session is a three hour dialogue centered on the key environmental factors facing the organization – things like customer/market needs, workforce profile and competencies, strategic challenges facing the organization, and so forth.  This discussion is intended to promote consensus in thinking among senior leaders (as well as brief the consultant on the context of the organization).

Between the first and second session, the organization conducts an abbreviated Baldrige-based survey with a small sample of its workforce to help identify process strengths and improvement opportunities.  The organization also gathers performance metrics/outcomes to help leaders and the consultant determine effectiveness of their management system.

The second session is a full-day “discovery” (a mini-site visit), in which the consultant – potentially supplemented with 2-4 industry experts – interviews key leaders and contributors to better gauge organizational effectiveness.

Finally, the third session is another three-hour working session to present the findings to leadership and prioritize improvement opportunities upon which plans can be created.

The new process takes about two months and can serve as input into planning (or an alternative to an organization’s planning cycle).  It helps align and optimize organizational resources, and assists senior leaders in identifying and prioritizing improvement opportunities.

“Either evaluation process – our Minnesota Quality Award or this new alternative assessment – is intended to help organizations learn and get better at what they do,” says Lassiter.  “In many ways, the process is much like an annual health physical: it helps leaders understand what is working well within their organization, and on what they should be focusing their attention.  With the difficult economy and numerous challenges facing organizations today, now is the right time to focus energy and resources on making the changes that will sustain and improve your enterprise.  The Council’s mission is to advance excellence, and we hope that this new offering will help Minnesota organizations on their journey toward that goal.”

Everybody's working hard these days.  Resources are tight; capacity is sometimes constrained.  But are you working on the right things?  Can you eliminate or reduce non-productive tasks to improve your effectiveness and output?

The Minnesota Council for Quality is pleased to welcome Dr. Art Hill, professor of operations and management science at the U of M's Carlson School, to our February 5 PIN meeting.  Art will share his insights on how to applying Lean principles to managing your time and your life -- something he calls "personal operations management."  The benefits are more personal productivity (on the job and in your personal life).

The discussion is from 8:00-9:00 a.m. on February 5 (networking and continental breakfast begin at 7:30 a.m.) at the Minneapolis Community and Technical College (MCTC), 1501 Hennepin (15th and Hennepin), downtown Minneapolis, Room L3000 (Wheelock-Whitney Library). 

Admission to PIN is FREE for Council members; $10 for partner organizations; $20 for the public.

Space is limited so register today by emailing brian.lassiter@councilforquality.org.

Lean Six Sigma is many things: a measure of variation, a measure of process quality, a methodology, a strategy, and a philosophy.  It is also often misunderstood.

The Minnesota Council for Quality is pleased to welcome Rick Hardcopf, President, Acceleren Consulting, to our February 11 PIN meeting.  Rick’s presentation will focus on the basics of Lean and Six Sigma – their history, why are some organizations integrating the tools, how do they work together, how are Lean Six Sigma effectively deployed, and much more.  Rick will draw on his experience and the expertise of premier organizations like Ecolab, 3M, Mayo, Caterpillar, GE, Xerox, the Navy, the Army, the USPS and hundreds more.  He’ll share how the organizations most effective with Lean Six Sigma view them not only as a set of tools, but the fundamental execution engine of their improvement strategy.  So if you’re looking for a good overview of Lean and/or Six Sigma, this is an excellent session for you; if you’re experience with either/both tools, come hear Rick’s insights of successful deployment and how to unleash the power of Lean Six Sigma in your organization.

The discussion is from 8:00-9:00 a.m. on February 11 (networking and continental breakfast begin at 7:30 a.m.) at Metro State University, 700 E 7th Street, downtown St. Paul. 

Admission to PIN is FREE for Council members; $10 for partner organizations; $20 for the public.

How do you maintain a focus on the customer during tough times?  How do you continually delivery high quality service with a slow economy?  How do small companies maintain customer focus?  What sound does your company make?

The Rochester Area Quality Council, an affiliate of the Minnesota Council for Quality, is pleased to announce its February 3 program: “What Sound Does Your Company Make? – Stories from the Ongoing Journey of Venture Computer Systems.”  The discussion will be facilitated by Jon Eckhoff, founder and CEO of Venture Computer Systems.

Jon will share his journey and experiences on:

• Entrepreneurship in starting Venture Computer Systems
• Venture's Customer Centered Approach to working with Customers
• Reacting to the slowing economy and hence the need to deliver high value service
• Quality in a small organization and insight gained
• Successful use of Employee Recognition programs
• Community Service and Involvement

Speaker: Jon Eckhoff, founder of Venture Computer Systems

Date: Tuesday, February 3

Time: 7:30 Registration, networking, cntl. breakfast; 7:45 Announcements; 8:00-9:00 Program
Location: University Center, Coffman (CF) 206/208

To thrive in challenging times requires rethinking assumptions, being inspired to adopt new approaches and being equipped to achieve new results.  That’s exactly what the MN Council for Quality, in collaboration with the ASQ Government Division and other partners, brings you with an entertaining, content-rich and uniquely interactive program with author, international expert and top speaker, Robin Lawton:

“The 12 Voices of the Customer in Government: How to uncover, translate, balance, measure, and deliver what constituents want.”

If you’ve been reading the newspaper lately, it’s clear why this January 22 webinar (11-1 CT) should be on your “must do first” list for 2009.  Be sure to sign up NOW for great Early Bird discounts as low as $49 for this session.  Participation is limited to preserve the interactive and applied nature of the course.

Maybe you saw the story of the top executive of a major car company who listened to customers say they wanted more miles per fill-up.  Do you think his understanding lead to (a) improving fuel efficiency, (b) innovative engines, (c) lighter weight vehicles or (d) bigger gas tanks?  Our award-winning presenter, Robin Lawton, shows how easy it is confuse what you heard with what customers said.  The executive’s design team rushed to market with bigger gas tanks.  No kidding!  Citizens have equally low tolerance for such blunders in government, too.

This program helps you avoid such tragic but common mistakes.  Even more importantly, you’ll learn exactly what it takes to excel in the toughest times.  You’ll see how several (of many) government agencies have applied Mr. Lawton’s Voice-of-Customer methods to achieve outstanding results and kudos from citizens.  Rob was recently ranked #1 of 88 presenters by an international organization.  He will use a highly pragmatic approach, showing you how to:

• Use a new approach to create alignment between strategy, operations and customers
• Identify who your customers really are (not always citizens)
• Define intangible knowledge work in concrete ways
• Use “word formulas” to uncover the unspoken mind of the customer
• Measure squishy customer perceptions
• Use new tools that have produced stunning results and Baldrige wins in government

Mr. Lawton’s career began in prison over 30 years ago.  As an administrator, in case you were wondering.  He knows what “getting out of the box” really means and has helped many do so in ways they had not thought possible.  His best-selling book, Creating a Customer-Centered Culture: Leadership in Quality, Innovation and Speed, is 5-star rated on Amazon.  Google him and you’ll get about ten pages of information.  Better yet, join us for an insightful, practical and memorable experience with your team of 3 or more.  Get the details on this course or register at http://www.imtc3.com/events/UpcomingEvents.cfm.

Be sure to use code MCQ for discounts.

In addition, the Council plans to bring you a three-part series on customer focus in early 2009.  Save these dates:

• February 13, "Achieving 8 Dimensions of Excellence"
• February 27, "The 12 Voices of the Customer"
• March 13, "Customer-Centered Innovation"

 Details will be forthcoming.

The Council would like to recognize 41 organizations and individuals who joined or renewed their membership in the third quarter.  Special appreciation goes to the Benedictine Health System (Duluth) and BlueCross Blue Shield of Minnesota (Eagan), as both organizations renewed their Sponsoring Memberships.  Sponsoring members’ contributions not only provide benefits to the member organization itself, but also support non-profits, school districts, and small businesses on their journey to excellence. 

These individuals and organizations became members last quarter (asterisks indicate renewal members):

Amdahl, Ron, Rochester, MN*

Andrew, Dean, St. Paul, MN*

Batica, Elsa

Benedictine Health System, Cambridge, MN*

BlueCross BlueShield of Minnesota, Eagan, MN*

Cargill Kitchen Solutions (formerly Sunny Fresh Foods), Monticello, MN*

Century College College of Continuing Ed, White Bear Lake, MN*

Copp, Karen, River Falls, WI*

Creative Processes, Inc., Minneapolis, MN*

Duluth Public Schools, Duluth, MN*

Ecolab - Lean Six Sigma Initiative, St. Paul, MN*

Emerald Quality Services, Minneapolis, MN*

Employee Communications, Apple Valley, MN*

Finelli, Ron, Eden Prairie, MN*

Fluegel, Trent, Rochester, MN*

Goodwill/Easter Seals of MN, St. Paul, MN

Gopher Resource Corporation, Eagan, MN

Grant Thorton, Minneapolis, MN

Hillswick Group, LTD, Brooklyn Park, MN*

Hoffert, Don, Minneapolis, MN*

HR Connections, Minneapolis, MN*

Ikonics Corporation, Duluth, MN*

In*sight Solutions Group, Inc., Roseville, MN*

insightformation, Inc., Golden Valley, MN*

Integrated Performance Management, Inc., Edina, MN

Johnson, Eileen, Roseville, MN*

KleinBank, Chaska, MN*

LJ Menke Consulting, Shoreview, MN*

Lynn & Associates, Shorewood, MN*

Manufacturing Advisors, Inc., Wayne Lindholm, Edina, MN*

McLean Global Consulting, St. Paul, MN

Midwest Medical Insurance Group (MMIC), Edina, MN*

Now Medical Centers, Golden Valley, MN

Performance Management Resources, Eden Prairie, MN

Ramberg Doi, Lori, Edina, MN*

Sandra Mueller, Inc., Eagan, MN*

Simensen & Associates, Minnetonka, MN

Stahley, Jim, Burnsville, MN*

UCare Performance Improvement, Minneapolis, MN*

Virchow, Krause and Company, Bloomington, MN*

VisionOne, Burnsville, MN*

We thank all members for their support.  As of December 31, the Council represents a growing community of nearly 300 members representing over 150,000 employees.  A complete list of members is available at http://www.councilforquality.org/member.cfm.

Why should you or your organization consider membership?  There are many reasons. Your or your organization receives:

* recognition (in this newsletter, in press releases, on the website, and with a certificate/letter);

* discounts to Council services (Evaluator training, organization assessments);

* access to Council services (Clearinghouse, Consultant Referral Network, and free admission to Performance Improvement Network discussions); and

* discounts to our partners’ services (other improvement-related non-profits, universities/colleges, and professional/trade associations).

How does generational diversity help or hinder your organization’s performance, especially in times of change?  The MN OD Network, an alliance partner of the Council, is pleased to announce its February program: “Generational Transition:  How Organizations are Leveraging the Power of a Multi-Generational Workforce.”  The session will be facilitated by Loellen Essex, an organization learning and development consultant specializing in leadership, communication, team building and conflict resolution.

Louellen has planned two hours of presentation and interaction approaching the topic of generational differences in a very unique and powerful way.  You will leave this workshop with methods for identifying organizational issues related to generational transition - from boomers and traditionalists to generation X and Y, along with methods to develop consulting strategies to effectively generational transition

This program will provide information and case study examples that will allow you to update your OD strategies to help clients work successfully across generations.  We will discuss a wide variety of issues related to this topic and work through live examples of OD interventions focused on how to successfully facilitate cross-generational conflict and transition.

Many strategic planning processes are based on the deficit theory of change.  Learn how to use Appreciative Inquiry to shift the focus to the positive and create organizational readiness for new strategies.

The Association for Strategic Planning-Minnesota Chapter, an alliance partner of the MN Council for Quality, is pleased to announce its next meeting: “Strategic Planning that Develops on the Positive Core.”  Scheduled for January 20, the discussion will be lead by Brian Gabbard, Value Services Leader, Cargill Financial Services.

The Great Manufacturing Get Together (GMGT) features celebrities, presenters and facilitators typically reserved for national and international venues. Manufacturing Success is proud to begin its second year of serving trade associations, manufacturers’, educators, government, and service providers by launching this all inclusive event designed to bring the industry together, educate and create strong positive media.

Hosting more than 500 in its 2008 debut, the GMGT expects to more than double that attendance in 2009. GMGT is a fast paced multi-level educational event with as many as seven presentations going on at one time. Throughout the day, there are presentations targeted for just about everyone in a manufacturing environment. Companies wanting to take full advantage of the high level speakers and the cost savings proximity will plan to have several people attend.

Here are a few event highlights:

• Eleven Top Manufacturing Trade Associations
• Two International Panels –
  Adapting and Growing in Today's Economy
  Best Practices in Recruiting & Training: An International Perspective
• More than One Hundred Exhibitors
• Over Twenty High Level Manufacturing Presentations
• Meet John Ratzenberger
• Midwest Robotics League
• Jim Bensen Live
• National Economist

In addition, Brian Lassiter, president of the Minnesota Council for Quality will present “Achieving Excellence in these Challenging Times” during a breakout session. 

PMI launched the new Program Management Professional (PgMP) credential in October 2007.  Although Program Management is recognized as a distinct disciplines, fewer than 120 people worldwide have attained this credential.

The Minnesota Chapter of Project Management Institute (PMI), an alliance partner of the Council, is pleased to announced its next breakfast session: “The New PMI Program Management Professional Credential.”  The session will be held February 10, and will be facilitated by Brian Grafsgaard, PgMP & PMP, the Director of Professional Services at Quality Business Solutions (QBS).

This session will provide an overview—based on first-hand experience—of the new PgMP credentialing process, selection criteria, and exam development process. This session will also provide a high level overview of Program Management and its relationship to Portfolio and Project Management.

The third annual Quality Fair, hosted by the University of Minnesota, will be February 5, 2009.  Save the date! 

• Share your working smarter ideas.
• Celebrate those who make quality improvements.
• Learn about quality improvement tools.
• Eat food, win raffle prizes!

Sherwin Greenblatt, former President of Bose Corporation, will present the keynote.  

The Fair will be 9:45 AM to 3:00 PM at the McNamara Alumni Center, Twin Cities Campus. 

For more information or to register, visit http://www1.umn.edu/osci/.

Enterprise Minnesota, formerly Minnesota Technology, Inc. (MTI) and a partner of the MN Council for Quality, is pleased to present several events, all focused on using Lean or other methods to improve organizational performance:

• Jan 21: The Talent Pipeline - Developing Business Leaders, Twin Cities
• Feb 18: Green Manufacturing, Twin Cities
• Mar 14: Improve Office Productivity through "Lean Office", Hutchinson
• Mar 18: Innovative Product Marketing, Twin Cities

For more information on these programs, visit  http://www.enterpriseminnesota.org/Training-Events.aspx. 

Normandale Community College, an alliance partner of the Council, is pleased to announce upcoming winter/spring programs.  Council members receive a 15% discount.  The programs are as follows:

1/15-2/6              Six Sigma Green Belt Certificate Class (8 sessions), $3355 (15% off for MCQ)

3/2-6/22              Six Sigma Black Belt Certificate Class (19 sessions), $8950 (15% off for MCQ)

3/2-3/3                  ScrumMaster Certification, $1260 (15% off for MCQ)

3/30-3/31             Certified Scum Product Owner, $1260 (15% off for MCQ)

5/4-5/5                  ScrumMaster Certification, $1260 (15% off for MCQ)

5/6-6/4                  Six Sigma for Healthcare (8 sessions), $3355 (15% off for MCQ)

Six Sigma is a customer-driven approach that provides an overall framework for quality improvement.  The methodology follows a disciplined problem solving approach.  The goal of a six sigma program is to improve customer satisfaction through reduction and elimination of nonconformities.  It is achieved, not through increased inspection activities which only add cost, but through breakthrough process improvement and the reduction in variation.  The results are increased customer satisfaction, product and service reliability, and improved company financial performance.

All three Six Sigma sessions facilitated by Dale K. Mize, the lead Six Sigma Instructor and Program Coordinator for Six Sigma at Normandale.  He is also president of Advanced Quality Engineering, which co-markets Six Sigma classes with Normandale.  He has more than 19 years of consulting and training experience and 21 years of technical and managerial experience comprised of customer service, product engineering, and manufacturing as a quality engineer, quality manager, and corporate director of quality assurance, and 17 years teaching experience as an adjunct faculty member for a private university. Dale is the He is co-author of the SPC training workbook, “An Ounce of Prevention.”

The University of Minnesota’s College of Continuing Education, an alliance partner of the Council, is pleased to announce their winter/spring improvement and business courses.  Council members receive a 10% discount on all CCE courses.

11/20       Increasing Power and Influences through Listening $395

01/23, Successfully Dealing with Conflict at Work, $395

01/23, Accelerated Daytime Interpersonal Effectiveness Certificate Program, $1850

01/27, Principles of Supervision, $995

01/27, Accelerated Daytime Essential Supervision Certificate, $3500

01/29, Foundations in Business Writing: Designs and Strategies, $395

01/29, Accelerated Daytime Business Writing Certificate, $1850

02/03, Introduction to Human Resource Practices, $395

02/03, Accelerated Daytime Business Practices Certificate, $1850

02/03, Accelerated Daytime Human Resource Generalist Certificate Program, $3500

02/04, Management Fundamentals, $750

02/04, Accelerated Daytime Essential Management Certificate, $3500

02/05, Business Information Technologies, $395

02/05, Employee Passion: The New Rules of Engagement,

02/06, Advanced Professional English Grammar and Vocabulary, $750

02/06, Accelerated Daytime Professional English Communication for Non-Native Speakers Certificate, $750

02/10, Writing Policies and Procedures, $395

02/11, Leading Successful Team Intervention Strategies, $750

02/13, Successful Manager’s Leadership Program information session – U of MN OHR,

02/17, Staffing: Recruitment and Selection, $395

02/17, Eight Steps of Instructional Design, $990

02/17, Successful Manager’s Leadership Program, $2995

02/18, Improving Work Processes, $395

02/18, Accelerated Daytime Business Analysis Certificate Program, $1850

02/18, Introduction to Business Analysis, $395

02/19, HR Certification Test Prep Online, $1,095

02/20, Project Management Foundations, $395

02/20, Accelerated Daytime Essential Project Management Certificate, $3500

02/21, Certified Internal Auditors (CIA) Test Preparation – Series, $750

02/24, Process Mapping and Analysis, $995

02/24, Creative Training Techniques, $1485

02/24, Accelerated Daytime Train-the-Trainer Certificate Program, $3500

02/26, Ethical Business Decision Making, $395

02/26, Technical Writing, $395

02/27, Project Initiation, $395

03/04, Creativity and Innovation, $395

03/04, Managing Business Requirements, $750

03/06, Project Planning, $750

03/10, Designing Employee Orientation Programs, $395

03/11, Delegating to Enhance Job Performance, $395

03/12, Personal Influence and Leadership, $395

03/13, Writing Persuasive Business Proposals, $395

03/13, Effective Professional Presentations, $750

03/17, Diversity and Inclusive Work Environments, $395

03/17, Performance Consulting, $495

03/19, Mastering New Marketing Practices, $395

03/21, Certified Internal Auditors (CIA) Test Preparation – Part 2, $750

03/24, Legal Issues in Human Resources and Management, $395

03/24, Implementing Process Change, $995

03/25, Developing Leadership Skills, $750

03/26, Increasing Power and Influence through Listening, $395

03/26, Workforce Development Planning, $395

03/27, Project Risk Management, $395

04/01, Interviewing and Selection Processes for Supervisors, $395

04/01, Data and Process Modeling, $750

04/01, American Accent Improvement or Modification, $750

04/01, Successful Manager’s Leadership Program, $2,995

04/02, Writing Correspondence for Internal and External Audiences, $395

04/02, Successfully Leading Enterprise-Wide Change Management, $750

04/03, Project Execution, $395

04/07, High Impact Presentations, $395

04/07, Employee Benefit Practices and Trends, $395

04/15, Managing Virtual and Remote Teams, $395

04/16, Financial Intelligence, $395

04/16, Documenting Employee Performance, $395

04/16, Job Descriptions, Analysis, and Evaluation, $395

04/17, Project Control and Closure, $395

04/18, Certified Internal Auditors (CIA) Test Preparation- Part 3, $750

04/21, Principles of Employee Compensation, $395

04/21, Problem Solving and Decision Making, $395

04/21, Successful Manager’s Leadership Program, $2,995

04/22, Managing Performance and Developing Talent, $395

04/22, Measuring and Improving Processes, $995

04/23, Introduction to E-Learning and Webinars, $495

04/24, How to Deal with Difficult People, $395

04/24, Project Procurement Management, $395

05/01, Project Leadership, $395

05/05, Exercising Organizational Influence, $395

05/05, Employee and Labor Relations, $395

05/06, Professional Writing, $750

05/07, Project Management and New Product Development, $395

05/12, Business Process Management and the Balanced Scorecard, $995

05/13, Strategic Planning and Measurement, $750

05/13, Leading Through Change, $395

05/14, Talent Acquisition: Recruiter as Talent Advisor, $395

05/15, Project Negotiation and Conflict Resolution, $395

05/15, Advanced Editing and Proofreading Strategies, $395

05/16, Certified Internal Auditors (CIA) Test Preparation – Part 4, $750

05/19, Performance Management Process, $395

05/19, Handling People with Tact and Diplomacy, $395

05/20, Integrated Management, $395

05/21, Supply Chain Management, $395

05/21, Eight Steps of Instructional Design, $990

05/22, Project Management for IT Professionals, $395

05/29, Project Management and Chaos Theory, $395

06/02, Writing Business Reports, $395

06/02, Creative Training Techniques, $1,485

06/03, Legal Issues for Managers and Supervisors, $395

06/03, Small Group Professional Communication, $750

06/04, Applied Project Management, $395

06/04, Enterprise Process Management, $995

06/09, Successfully Dealing with Conflict at Work, $395

06/09, Organizational Training and Development, $395

06/10, Coaching for Excellence, $395

06/11, Human Resource Management, $395

06/12, Project Management Foundations, $395

06/16, Business Acumen for Human Resource Professionals, $395

06/19, Project Initiation, $395

06/19, Writing for the Web, $395

06/23, Strategic Human Resource Planning, $395

06/24, Building Teamwork and Commitment, $395

06/25, Project Planning, $750

06/25, Verbal and Nonverbal Communication Skills, $395

South Central College is pleased to announce their spring quality and performance improvement curriculum.  Council members are entitled to a 10% discount.

The following courses will be held at the Faribault campus (prices before member discount):

1/28: Calibration Processes, $125

2/3: Introduction to Six Sigma, $445

2/3: Certified Quality Inspector (CQI) Review, $250

2/3: Certified Manager of Quality/Organizational Excellence, $450

3/3: Quality Principles, Methods & Applications, $445

3/25: Lean Application for Job Shops, $235

4/9: Supplier Quality Management & Improvement, $235

4/29: Certified Quality Auditor (CQA) Review, $250

4/30: Certified Quality Technician (CQT) Review, $300

5/5: Certified Quality Improvement Associate (CQIA) Review, $250

5/5: Understanding & Implementing ISO 9001:2000, $235

5/6: Internal Auditor Skills, $235

5/27: 8-Discipline Problem Solving Tools & Methods, $235

The following courses will be held at Mankato campus (prices before member discount):

2/24: Understanding & Implementing ISO 9001:2000, $235

2/25: Internal Auditor Skills, $235

3/19: 8-Discipline Problem Solving Tools & Methods, $235

4/1: Project Management, $235

5/13: Supplier Quality Management & Improvement, $235

The MN Healthcare Quality Professionals, an alliance partner of the MN Council for Quality, is pleased to host a (free) monthly webinar seminar series.  The series, hosted by MHQP and HealthForce Minnesota, is a monthly "quality in the trenches" brownbag education series.  The objective of these sessions is to provide a healthcare quality "survey course" using selected materials from the National Association of Healthcare Quality (NAHQ)'s Certified Professional in Healthcare Quality (CPHQ) preparation materials. 

Upcoming webinars include (all over the lunch hour):

1/22        Dealing with change

2/26        About the CPHQ;  Test taking tips ;  Practice questions

3/14-15   Weekend CPHQ Exam Preparation Course

4/23        Lean & Six-Sigma

5/28        It’s Overwhelming !   Where/How do you start? (Panel Discussion)

The intended audience includes healthcare quality professionals who want a re-grounding in the breadth of their profession, and clinicians who want to learn more to become champions of change.  MHQP especially wants to reach out to healthcare professionals in rural/outstate Minnesota who don't get many quality education opportunities.

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