Training Article

Scott Berkun’s picture

By: Scott Berkun

The great surprise for people with good ideas is the gap between how an idea feels in their minds and how it feels when they try to put the idea to work.

When a good idea comes together, it feels fantastic. Good ideas often come with a wave of euphoria, a literal dopamine high, and we’re joyously overwhelmed by it. It’s natural in that instant to overlook the dozens of questions that must be answered to bring the idea to life. We easily postpone those questioning thoughts, believing that if we can come up with the big idea, surely we can conquer all the little problems, too. An epiphany is a powerful experience, but the myth of epiphany is that it alone is all you need.

Bruce Bolger’s picture

By: Bruce Bolger

Grace Swanson, vice president of human capital at Accumold, a leading micro-molding plastics injection company located just outside Des Moines, Iowa, knows the field of standards well. Her company has certifications in ISO 9001 for quality management, ISO 14001 for environmental management, and ISO 13485 for medical devices. She believes that ISO 10018 for quaity management of people involvement and competence, could have a significant effect on quality management, as well as on implementating other ISO standards.

Marin Hedin’s picture

By: Marin Hedin

Limiting first-year medical residents to 16-hour work shifts, compared to “flexing” them to allow for some longer shifts, generally makes residents more satisfied with their training and work-life balance. It also makes their training directors more dissatisfied with curtailed educational opportunities, a new study from the New England Journal of Medicine has found.

For the study, investigators from the Johns Hopkins School of Medicine and the Perelman School of Medicine at the University of Pennsylvania surveyed and tracked the activities of thousands of first-year residents in 63 internal medicine training programs nationwide. The study—which is part of a five-year effort funded by the National Heart, Lung, and Blood Institute and the Accreditation Council for Graduate Medical Education (ACGME)—also found that shift-length regulations have no effect on the residents’ activity or test of medical knowledge scores one way or the other.

Richard Harpster’s picture

By: Richard Harpster

The AIAG-VDA FMEA Handbook committee and everyone who responded to the request for comment on the proposed AIAG-VDA failure mode and effects analysis (FMEA) manual must be applauded for their efforts. Harmonizing the VDA and AIAG FMEA methods is not an easy task. According to industry sources, there were 4,000 or more comments on the proposed handbook. I believe this shows two things. First, people recognize the importance of the document. Second, they believe significant changes are required.

The critical question that must be answered is how to proceed. Everyone on the committee is involved in the automotive industry. They know that before one designs a manufacturing process, they must first decide what they want to manufacture. In most cases, if the produced product is within specification, the method of manufacturing used is not important. The only exceptions would be if the manufacturing process violated a law, was unsafe, or harmed the environment.

Dirk Dusharme @ Quality Digest’s picture

By: Dirk Dusharme @ Quality Digest


In our March 30, 2018, episode of QDL, we discuss the gig economy, metrology training, and psychobabble (you know who I mean).

“Are You (and Your Company) Ready for the Gig Economy?”

More and more employees are joining the gig economy. What does that mean for your company?

“Taking on the Metrology Workforce Problem”

As the world heads into the fourth industrial revolution, we are still struggling with skills gaps and workforce shortages in the metrology industry.

“Beyond Coaching Psychobabble”

Davis Balestracci’s picture

By: Davis Balestracci

Because of a growing movement in the health insurance industry toward not reimbursing hospitals for any expenses caused by a system-acquired infection, one health system made efforts to improve its infection rate starting in the last quarter of 2016. In June 2017, a year-over-year graph was presented to show progress to date.

Despite the impressive progress, there was obviously more work to do to eradicate these “should never happen events”:

The system consisted of five hospitals, and one analyst discovered monthly data for each all the way back to January 2015. He created the following graph (that I have dubbed a “copulating earthworm graph”), which for some strange reason executives (and many analysts) seem to love:

AssurX’s picture

By: AssurX

When a change management system is designed effectively, it defines how strategies, procedures, and technologies will be applied to address changes in the business environment.

Implementing a change management process for quality and compliance requires planning and preparation. Starting with a solid strategy at the outset can create a change management system that is adaptable, builds in risk-based thinking, and improves the ability to anticipate and plan for change rather than react to it.

A well-designed change management process encourages collaboration during the preparation stage and streamlines the execution process at the same time. When staff understand and contribute to change, you are actively engaging a strong knowledge base and team of ombudsmen. In addition, odds increase substantially for adoption and support of the change.

Encouraging collaboration helps drive acceptance. This is one clear advantage of using a quality management software system that can be accessed via browser from any device, at any time, and from any location.

Dirk Dusharme @ Quality Digest’s picture

By: Dirk Dusharme @ Quality Digest


In our March 16, 2018, episode of QDL, we looked at universal basic income, management status quo, ISO 10018, and how a community college is teaching cutting-edge metrology skills.

“Public Split on Basic Income for Workers Replaced by Robots”

Gallup asks Americans if they would support a universal basic income for workers who have lost their jobs due to technology.

“Three Risks of Management Status Quo”

What makes CEOs of small, entrepreneurial distributors effective can become less effective as businesses grow.

CMS Corner: Interview with Daniel O'Brien, machine technology department coordinator, Fullerton Community College

Bob Hunt’s picture

By: Bob Hunt

Much has been written about the benefits of identifying and leveraging an organization’s core competencies to gain competitive advantage. But are organizations putting this concept into practice, and are they doing it strategically? Do they understand that by not doing so they risk losing substantial ground to their competition? Of course, some do; I will provide examples in this article that you’ll recognize immediately. However, from what I have observed, I’m not convinced that it’s common knowledge that the strategic application of core competencies is a significant key to success.

The concept of organizational “core competencies” is not new. In its broadest sense, it is an inward-looking corporate strategy used by many highly successful organizations to identify what they are best at doing, and they use that understanding to compete in multiple markets. It can be an alternative or supplement to the more traditional Porter’s Five Forces strategy that looks outward at industries that are highly profitable, as well as their business environments, for opportunities to compete in the marketplace. (See “The Porter Five Forces and Core Competences Approaches” presented by Richard Whittington.)

Multiple Authors
By: Stanislav Shekshnia, Veronika Zagieva, Alexey Ulanovsky

In our previous article, we discussed the mindset of athletic leaders, specifically their improbable combination of mental toughness and adaptability. Now let’s look at what they do.

We have identified five leadership meta-practices of athletic CEOs. Each of them allows leaders to effectively manage a particular challenge. Within each meta-practice, we found a number of very specific behavior strategies, which we called leadership practices.

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