the people factor in performance improvement - qnet ... · •an introduction to a behaviouraland...

The People Factor in Performance ImprovementQNET Conference - 2017

Nowshad (Shad) Ali, CPBA, CPVA,CEQ•On Purpose Leadership Inc.

[email protected]; www.onpurpose.ca1

The People Factor in Performance Improvement

-Nowshad (Shad) Ali, CPVA, CPBA, TriMetrix, CEQ

On Purpose Leadership Inc.

@onpurposetalk [email protected]

Session Objective Promised

• A summary introduction to several quality systemssystems

• An introduction to a Behavioural and Driving Force Model to understanding human performance and its impacts on quality and performance improvement systems

• The human factors that affect the effectiveness• The human factors that affect the effectiveness of quality and performance improvement systems (Behaviours, Motivators/Driving Forces and Emotional Acuity)




Many Systems – Similar Characteristics

• Baldrige Award Systems

D i ’ 14 P i t & PDSA• Deming’s 14 Points & PDSA

• Lean Principles

• ISO

• Six Sigma

The People Factor in Performance Improvement @onpurposetalk E: [email protected]

Baldrige





Deming’s 14 Points


Common Goals





Common Characteristics


Common Characteristics #2





Comparison (TQM/Six Sigma/Lean)


What’s That You Say?

• Survey of Fortune 500 Companies- only 20% had achieved their quality objectives while 40%had achieved their quality objectives, while 40% indicated quality initiatives were a complete flop.

• McKinsey Study found that 2/3 had stalled, fallen short or failed.

• Ernst and Young Study found most firms had not successfully implemented their TQ practices and labeled their TQM initiatives a failure.





What About Small Businesses


What About Small Businesses





Reasons Why






Ways of Working Together


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Personal Interests Attitudes & Values (PIAV)Attitudes put the thought in your mind and impel you to action.Behavior is how you carry out your action.

Attitudes Basic AttitudesAttitudes Basic Attitudes

Theoretical I will use my cognitive ability to understand, discover and systematize the truth

Utilitarian Every investment I make must have a greater return.

Aesthetic I will enjoy and appreciate the form, harmony and beauty around me and allow it to mold me into all I can be.

Social I will invest all resources into helping others to realize their potential in life

Individualistic I will achieve the highest position and wield the greatest power

Traditional From the many individual meanings of life, I will interpret, understand and seek a system for living.





Examples of Different AttitudesAttitudes Basic Attitudes

Theoretical They save seminar flyers and want to go to them allTheoretical They save seminar flyers and want to go to them all.

UtilitarianShow them a forest and they see houses; to them the sunbecomes solar energy.

AestheticThey see the sun set and want to paint it or take apicture of it.

SocialThey get the address labels in the mail and they send asmall donationsmall donation.

IndividualisticThey gravitate to leadership roles – majornetworker.

TraditionalThey are very clear about what they believe to be rulesto live by.


What Matters Most

• Get the right people on the bus

• Relationships - Teach them to play well together

• Communication

• Conflict/disagreement management

• Values Sensitivity

• Dynamic Orientation





Elements of Effective Collaboration1. Shared Moral Purpose (mission mesh)

2. Optimal Relationships (match needs and capabilities)

3. Modest Beginnings—then Scale Up (Progressive Engagement)(Progressive Engagement)

4. Create Value and Set Clear Mutual Expectations (quantify and qualify benefits)


Elements of Effective Collaboration

5. Clear Definition of Tasks and Roles (define the challenge and collaborators)the challenge and collaborators)

6. Focused Leadership and Attention on Results with Mutual Gains (create the space and allow the time)

7. Commitment to Continuous Learning & Excellence in Communications (take stock, sustain the efforts and harness the results)





Eight ways to Build Collaborative Teams

• Invest in signature relationship practices

• Model collaborative behaviour• Model collaborative behaviour

• Create a “Gift Culture”

• Ensure to the requisite skills

• Support a strong sense of community

• Assign leadership that are task- relationship – oriented (process)

• Build on heritage relationship

• Understand role clarity and task ambiguity

Lynda Gratton and Tamara J. Erickson


Closing Thoughts

• “Every organization is perfectly designed for the results they get” (Peter Drucker)results they get – (Peter Drucker)

• “Everybody does the things that top people do occasionally. Top people do these things all of the time. - (Brian Tracy) Make a definite commitment to excel ”commitment to excel.

• "We are what we repeatedly do. Excellence, then, is not an act, but a habit." – (Aristotle)





Reference List• A Comparison of Quality Management In Various Categories of Small Service Businesses –

Lingaraj; Khamalah; Bhasin (Purdue University)

• Similarities and differences between TQM, six sigma and lean – Andersson; Ericksson;Similarities and differences between TQM, six sigma and lean Andersson; Ericksson; Torstensson

• Choosing Which Process Improvement Methodology to Implement - Mark Gershon

• Comparisons of Quality Management Systems – Dennis Sergent

• Creating Culture Change (A White Paper) – Dr. Deborah Swallow

Speaker Contact Information:• Nowshad (Shad) Ali, CPBA, CPVA, Trimetrix, CEQ

• On Purpose Leadership Inc.• www.onpurpose.ca [email protected]

the people factor in performance improvement - qnet ... · •an introduction to a behaviouraland...

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