QP 122012

Quality Progress | december 2012
Putting Best Practices to Work
www.qualityprogress.com | December 2012
The Importance
Of Employee
Involvement p. 52
QUALITY PROGRESS
Money Talks
salary survey
Get certified.
Get more
training.
Know the
market.
Go back
to school.
2012 QP Salary Survey offers tips

for improving earning potential p.18
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Contents
Putting Best Practices to Work | December 2012 | www.qualityprogress.com
FEATURES
18
SALARY SURVEY
Facing Tight Times

Even though this years QP Salary Survey didnt reveal any dramatic
change in average salaries, the results can serve as a wake-up call
of sorts to get you to reassess your own situation and the factors
you can control to improve your earning potential.
Check out all 24 sections (20 online) of the most extensive
examination of quality professionals salaries, which gives you
information on salaries by job title, education, years of experience
and certificationand more.
by Max Christian Hansen
24
26

31
Crunching the Numbers
Taking heaps of survey data and making it into meaningful

information you can use.
Money Multiplied
Only @
www.qualityprogress.com
Salary by job title.
Location, Location, Location
Salary by U.S. regions and Canadian provinces.
35
Earnings Rise With Experience
43
Certainties With Certifications
Salary by ASQ and RABQSA International certification.
18
Salary by number of years of experience in the quality field.

Much More to Say

An additional 20 sections of the QP

Salary Survey, including four devoted
to self-employed consultants. The four
sections printed in this issue of QP
are also available in the complete
online report in PDF format.
DIY Analysis
52
52
BEST PRACTICES
Get Them in the Game

A workforce that helps make
decisions and contributes to
improvement activities can
make a difference.
by Carlotta S. Walker
Use QPs updated salary calculator

tool for fast results and comparisons.
Hear, Hear
Listen to a webcast that features

analysis of this years survey findings.
Remote Option

Read QP in its new digital format, the

perfect way to access the top quality
magazine not only on your computer,
but also your smartphone, portable
digital device or tablet.
A3 Example
An example of a completed
problem-solving A3 report to
complement this months Back to
Basics column, Breaking It Down, p. 80.
Back to Basics
Translated in Spanish.
QP
DEPARTMENTS
7
Inbox
Expert Answers
12
Further contact with customers.
QUALITY PROGRESS
Advice on audit scores.

Scoring your suppliers.
Mail
Keeping Current
Problems at the polls again.

Four Baldrige recipients named.
16
Mr. Pareto Head
71
QP Calendar
72
QP Toolbox
74
64
QP Reviews
Follow protocol of first initial and full last

name followed by @asq.org (for example,
vellifson@asq.org).
Quality Progress is a peer-reviewed publication with 85% of its feature articles written
by quality professionals. For information
about submitting an article, call Valerie
Ellifson at 800-248-1946 x7373, or email
manuscripts@asq.org.
Author Guidelines
62
Quality in the First Person
Career Corner
66
Moving forward in trying times.
3.4 per Million
64
Up Front
58
62
Statistics Roundtable
69
Standards Outlook
80
Improve your process even when

youre missing specifications.
As the customer, remember youre

not the only one.
Making mentoring meaningful.
The quality and origin of your data

matter.
Weighing the benefits of an ounce of

prevention.
Back to Basics
Finding answers with A3 reports.
aSQs Recruitment
directory p. 57
NEXT MONTH
- Certification stories
Tapping into the power of certification

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Four elements that make an effective leader.
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QUALITY PROGRESS
Earning Potential
Hints at how to get ahead in trying times
This years surveY of the salaries of quality professionals in the United States and
Canada showed little movement over the prior year in terms of average salary, holding
firm at about $87,000 from last year. But wait right there! Before you dejectedly slap
this issue closed and toss it on the recycling stack, consider this: Stagnancy in salaries
doesnt mean you cant make more. And thats where this years results come in. Sifting
through the numbers and dicing up the data, trends emerge. Chief among them:
With age and longevity in the profession come higher salaries, but the choices you make
along the way with regard to education and training can nudge salaries upward.
Certifications and Six Sigma training are correlated with higher salaries.
Consulting can be lucrative, either as an add-on beyond regular employment or
full time.
Max Christian Hansens analysis of the survey results, Facing Tight Times, p. 18,
summarizes several of these levers to greater earning potential. Beyond the four sections of results presented in the print edition, go to www.qualityprogress.com for 20
additional sections, further breaking down the results and providing interpretation of the
findings. At the website, youll also find links to a webcast further explaining the results,
as well as past surveys and our updated salary calculator.
Questions and comments? You can post them on the website.
For many people, their first-ever job was working in a fast-food restaurant, and if that
describes you, you know how daunting the job can be. One study, cited in the article
Get Them in the Game, p. 52, says 50% of fast-food restaurant employees turn over in
any given year. That is substantial and, obviously, costly to the franchise in direct costs,
customer service lapses and training.
But how can that be addressed when its considered the norm? The answer? Employee engagement. Involving employees can make all the difference.
The article describes methods and tips for improving employee engagement in the
fast-food environment, but the takeaways can stretch further into other organizational
settings, helping you expand your knowledge of ways to engage employees. After all, everyone wants to be trusted and empowered and to feel theyre a part of making decisions
that affect them. QP
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QUALITY PROGRESS
Additional contact
is essentially an exercise in
The rigorous analyses in Mak-
establishing priorities based on
E. David Spong, The Boeing Co. (retired)
ing Contact (October 2012,
bang for the buck. I recom-
CHAIR
pp. 26-31) and the description
mend the cross-functional
of the tools used yield an ex-
SWOT and PICK teams include
ceptional starting point. Devel-
key customers.
opment of the customer touch
Overall, CTPBM, QFD, SWOT
point business model (CTPBM)
analysis, PICK charting and
process maps and identifica-
attraction, interaction, transac-
tion of all the customer touch
tion and reaction scoring all
points is a relevant and valuable first step.
make great technical sense. Applying these
Regarding customer contact, the article
tools makes for a great lean Six Sigma proj-
said: A unique customer motivator may
ect, yet they might not be required at the
not exist for each individual touch point
level of effort indicated in the article.
because some touch points might have the
Consider the following statement from
same underlying customer motivator. The
the article: Cameron successfully improved
output of the QFD (quality function deploy-
its customer relationships after instituting
ment) in regards to the CTPBM is a ranked
the CTPBM. CTPBM has obvious potential
list of customer motivators and technical
value for engaging customers in the VOC
requirements.
(voice of the customer) discussion.
Application of QFD would nominally
Saying QFD and SWOT analyses will
involve customers as key participants, yet I
shed light on which areas need the most
did not sense they had a significant role or
focus begs the question: Would greater
presence in any of the analyses described.
customer participation make these analy-
I recommend greater customer involvement
ses less burdensome?
in these analyses. Share the touch points
Surveys can be useful. Having customers
with them and ask the following questions:
help develop surveys and recommend what
What have we left out that might be
questions to ask makes the surveys more
important to you?
Which of these are most important to
you?
What metrics should we use to measure
our success in meeting your needs at
valuable. Camerons indicating it no longer

needs to rely on vague and potentially
misleading survey results implies CTPBM
analyses might have helped in this area.
I sense an underlying desire to apply
these important touch points?
rigorous technical methods to study cus-
Determine which customers to involve
tomers. Rigor is fine and appropriate, but
by selecting your largest, newest, oldest,
John C. Timmerman, Marriott International Inc.
TREASURER
William B. (Bo) McBee, Hewlett-Packard Co. (retired)
PARLIAMENTARIAN
Karla Riesinger, ASQ
DIRECTORS
J. Michael (Mike) Adams, Allegheny Energy Inc. (retired)

Belinda Chavez, United Space Alliance
Darlene Stoddard Deane, Automotive Components
Holding LLC
Alexis P. Goncalves, Pfizer Inc.
Kathleen Jennison Goonan, Goonan Performance
Strategies
Harold P. Greenberg, American Certification Corp.
Eric A. Hayer, BMW Manufacturing Co., LLC
Marc P. Kelemen, NanoSynopsis LLC
Lou Ann Lathrop, Chrysler LLC
Joanne D. Mayo
Elias Monreal, Industrial Tool Die & Engineering
Richard A. Perlman, Bayer HealthCare
Art Trepanier, Lockheed Martin
G. Geoffrey (Geoff) Vining, Virginia Tech
J. Eric Whichard, JE Whichard & Associates
Steven E. Wilson, U.S. Department of Commerce
Seafood Inspection Program
QP EDITORIAL REVIEW BOARD

Randy Brull, chair
Administrative Committee
Brady Boggs, Randy Brull, Jane Campanizzi, Larry

Haugh, Jim Jaquess, Gary MacLean,
R. Dan Reid, Christine Robinson, Richard Stump
Technical reviewers
I. Elaine Allen, Andy Barnett, David Bonyuet,

John Brown, Bernie Carpenter, Ken Cogan, Linda
Cubalchini-Travis, Ahmad Elshennawy, Tim Folkerts,
Eric Furness, Mark Gavoor, Kunita Gear, Lynne Hare,
Ron Kenett, Ray Klotz, Tom Kubiak, William LaFollette,
Shin Ta Liu, Pradip Mehta, Gene Placzkowski, Paul
Plsek, Tony Polito, Peter Pylipow, Philip Ramsey, R.
Dan Reid, Wayne Reynolds, John Richards, James J.
Rooney, Anil Sengupta, Sunil Thawani, Joe Tunner,
Jeffrey Vaks, Manu Vora, Jack Westfall, James Zurn
actors are human subjects, and their be-
get them involved.
CHAIR-ELECT
they might represent corporate entities, the
choosing whatever criteria make sense. But
James J. Rooney, ABS Consulting
customers are not machines. Even though
most or least vocal on past surveys, or by
PAST CHAIR
haviors are strongly influenced by emotion,
The article also discussed strengths,

weaknesses, opportunities and threats
as well as logic. They also like to be asked

what they want.
(SWOT) analyses, and possible, implement,
John Adkisson
challenge and kill (PICK) charting. The latter
Titusville, FL
December 2012 QP
expertanswe
Keeping score
But some degree of disconnect between
system, is an example in which process
Q: My organization began formally auditing
supplier scores and the quality of delivered
and results are tied together to achieve
its suppliers 18 months ago. Each supplier is
product is not unusual. In fact, you can not
an overall score. QP has published several
assigned an audit score based purely on the
design a system that perfectly aligns audit
case studies from Baldrige recipients link-
maturity and execution of its quality system,
scores and actual effectiveness from the
ing business excellence to results.
without direct regard for actual product
start.
quality, using measures such as yields, re-
A well-planned design can help you
In a nutshell, processes and results are

important for a well-functioning system.
reach 80 to 90% alignment, but the balance
Processes without results are useless, and
We have found that to date there is
must happen based on cycles of learning.
results without processes are unsustainable.
no correlation between a suppliers audit
Full alignment can require months or even
Govind Ramu
scores and its product quality. For example,
years of adjustments. I believe you are cur-
Director, quality assurance
some suppliers with relatively high audit
rently in this stage of post-implementation
SunPower Corp.
scores have been responsible for consider-
learning and improving.
ject rates and customer-reported failures.
able breakdowns in product quality, while

others whose quality systems score low
between supplier audit scores and product
provide consistently high-quality product.
quality, either you are asking the wrong
Is this unusual? If studies have been
San Jose, CA
If your system shows no correlation
questions during the audit, or your auditors
Bibliography
Bossert, James L., ed., Supplier Management Handbook, ASQ
Quality Press, 2004.
U.S. National Institute for Standards and Technology, 20112012 Criteria for Performance Excellence, www.nist.gov/
baldrige/publications/business_nonprofit_criteria.cfm.
conducted on this topic, do they indicate
competency is in question. A disconnect
product quality does rise when an organi-
also can happen due to a poorly designed
zations quality systemor audit score
scoring system. For instance, higher weights
Supplier inspections
improves? If so, how long does that take?
for scoring may be assigned to audit sec-
Q: I need to develop an inspection plan for
tions that do not have a direct impact on
incoming supplier checks. Im looking for
actual product quality, such as yields, reject
frequency suggestions and sample sizes
rates and customer-reported failures.
that are realistic, bearing in mind some
Daniel Mueller
San Diego
A: If the audit scores your organization
A well-designed supplier assessment/
suppliers are more critical than others.
assigns to suppliers are based on the matu-
auditing system will include a defined
rity and execution of their quality systems,
objective, an infrastructure, a trained cross-
product quality also should be reflected in
functional team of auditors, a score review
those scores. Assigning a maturity score
process, and an effective corrective and
A: Your question contains individual parts
essentially requires evaluating effective-
preventive action system. The supplier au-
that may lead you to an appropriate sam-
ness. For a quality management system,
dit score review process must be dynamic.
pling plan.
assessing effectiveness means determin-
When you see a trend suggesting
Stacy Gregory
Cartersville, GA
First, you noted this is for checking
ing the extent to which customers and
deteriorating product qualitysuch as
incoming supplier material, so you can elimi-
other stakeholders expectations, including
declining yields, increasing reject rates and
nate in-process and finalor auditinspec-
expectations for product quality, are met.
increasing customer-reported failuresyou
tion. Next, you mentioned youre interested
should revisit the suppliers score. Similarly
in frequency inspection, which implies it will
system is to remove or at least minimize
The objective of any supplier assessment
when a supplier consistently meets or
be performed on a series of lots from the
the effects of supplier deterioration in areas
exceeds goals, its score should reflect that.
supplier. The need for realistic sample sizes
such as product quality, reliability and on-
Suppliers scores also should reflect the ef-
indicates inspection costs are a concern.
time delivery. The design of your supplier
fectiveness of closure of audit findings and
assessment and scoring system should
corrective and preventive actions.
enable your organization to achieve this and

identify potentially low-performing suppliers.
QP www.qualityprogress.com
The Baldrige Criteria for Performance

Excellence, although not an auditing
Finally, the last part of your request

about dealing with suppliers that are not
all criticalindicates you want a sampling
plan that is flexible enough to deal with
rs
inspection that is more or less stringent.
are doing attribute or variables inspection.
tion and effectiveness of the quality system
Based on those three facets, there are a
The smallest sample sizes can be found
will be required. This includes evidence of
couple of options to consider.
under variables inspection, but many
systematic process improvement based on
organizations now rely on c = 0 attributes
process control and demonstrated product
pling plan. These plans were developed by
One may be the use of a skip-lot sam-
plans, which typically are based on minimal
conformance.
Harold Dodge and work well if the supplier
sample sizes.
generally has good quality. Like chain

sampling plans, skip-lot sampling plans also
are called cumulative result plans, which
typically involve lot-by-lot inspection of a
stream of product.
In general, such plans require certain
assumptions be met regarding the nature
If the contractor and customer decide to
Processes without results are

useless, and results without
processes are unsustainable.
of the inspection process:

The lot should be one of a continuing
series of lots.
You expect these lots to be of the same
quality.
The consumer should not expect that
Mil-Std-1916 addresses the importance
use tables for the acceptance of product,
of statistical process control in modern
the approach is more conventional. Given lot
acceptance control by incorporating an
size and verification level (VL), a code letter
evaluation of the quality management
is selected from Table I of Mil-Std-1916.
system (QMS) along with c = 0 attributes
The standard provides seven verifica-
any lot is any worse than any of the im-
sampling, variables sampling and continu-
tion levels, with level seven being the most
mediately preceding lots.
ous sampling plans as alternate means
stringent. The VLs play a role similar to the
of acceptance in one standard. Thus, the
acceptable quality levels of Mil-Std-105E,
the supplier not to pass a substandard
standard is unique not only because there
and they allow for adjustment of the sever-
lot, even though other lots are of ac-
is switching among plans, but also because
ity of inspection. If no VL is specified, the
ceptable quality.
different alternate acceptance procedures
default levels are critical (VII), major (VI) and
Under these conditions, you can use the
may be selected from this standard.
minor (I).
The consumer must have confidence in
record of previous inspections as a means
Mil-Std-1916 provides two distinct
In addition, tables are provided for three
of reducing the number of inspections
means of product acceptance:
different sampling schemes: attributes,
performed on any given lot.
1. Acceptance by contractor proposed
variables and continuous. Each is indexed
Applications may involve situations in

which extensive and costly tests would
be needed on the characteristics of bulk
materials, such as chemical analysis of
provision, which requires qualification
by verification level and code letter. They
and verification of the QMS associated
are matched so it is possible to switch eas-
with the product.
ily from one to another. All attributes plans
2. Acceptance by tables, which relies on
in the standard have c = 0.
incoming raw material composition, or
traditional sampling plans for acceptance.
products made and shipped in successive
The contractor and the customer must
Engineering fellow
batches from fairly reliable suppliers. Just
decide which approach to use at the out-
Corning Inc.
as units are skipped during the sampling
set. If the contractor elects to rely on the
Corning, NY
phase of a chain sampling plan, lots may be
quality system to demonstrate acceptabil-
skippedand passedunder a correspond-
ity of the product, quality system documen-
ing skip-lot plan.1
tationincluding a quality planwill be
Another option is using a published

sampling plan, such as Mil-Std-1916.2 Your
question does not indicate whether you
required to show the system is preventionbased and process-focused.

In addition, evidence of the implementa-
Dean V. Neubauer
Reference and note

1. For more information on the construction of these plans,
see Edward G. Schilling and Dean V. Neubauer, Acceptance
Sampling in Quality Control, second edition, CRC Press,
2009.
2. U.S. Department of Defense, Mil-Std-1916: Department of
Defense Test Method Standard, http://guidebook.dcma.
mil/34/milstd1916(15).pdf.
December 2012 QP
QUALITY COUNCIL OF INDIANA

CQIA
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Our Primers contain study material for the current ASQ bodies of
knowledge plus sample questions and answers. The Primers may be
taken into the exam. The completeness of our materials makes them
the most widely used texts for Certification Training.
SOLUTION TEXTS
Quality Council of Indiana offers detailed solutions to all

questions presented in the corresponding Primer.
CD-ROMS
QCI offers user-friendly interactive software to assist students preparing

for ASQ examinations. Each CD contains 1000 total questions.
Examinations are timed and summarized graphically. A help file provides
explanations and references. The CDs run on Windows XP and newer.
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Jurans
Quality
Handbook
Implementing
Six
Sigma
The Quality
Technicians
Handbook
6th Edition
2nd Edition
6th Edition
The essential quality reference

for most ASQ exams
A great CSSBB reference
Great for CQT and CQI exams.
by Forrest W. Breyfogle, III
by Juran & De Feo
by Gary K. Griffith
CSSGB
PRIMER
Spanish
Green Belt
Quality
Dictionary
The Spanish version of the

CSSGB Primer.
by Tracy Omdahl
LSS Primer
En Espaol
RAM
Dictionary
More than 2500 definitions.

Great for any ASQ certification.
The Lean Six Sigma Primer is

written to a QCI BoK. There are
more case studies and lean content
than in any other QCI products. 400
questions are included. A solution
text is also available.
by Tracy Omdahl
Contains 2800 definitions.

Helpful for Reliability and
Quality Engineers.
ISO 9001 Internal

Auditing Primer
ISO Primer
by Bensley & Wortman
by Greg Wies & Bert Scali
A convenient book for training internal

auditors to the ISO 9001 expectations.
An instructor CD is available.
Reliability & Maintenance

Analyst CD
by Bryan Dodson
Solve your Weibull, reliability, warranty, Bayesian &

Maintenance, prediction & estimation problems.
Measurement Analyst CD
Performs all measurements required in the AIAG manual.
Contains ANOVA methods and excellent graphs.
Site and global license available!!!
Used by Chrysler, ITT, FedEx, Ford,

TRW, GM, HP, U.S. Postal Service
ISO
Presents a thorough treatment

of the ISO implementation and
documentation process.
There are generic manuals on
the CD.
Quality System
Handbook
by Edenborough
QSH
Details the selection,

organization, and writing
of quality documents.
The disk contains
procedures and work
instructions.
keepingcurre
elections
Gray AreaAgain
Sunshine state clouds another Election Day

As Americans woke Nov. 7 to another four-
late-night shift was a 10-page ballot domi-
year term for President Barack Obama, most
nated by 11 state constitutional amend-
at one Columbus location. There have been
undoubtedly flipped on the news or logged
ment questions posed by the Republican-
a lot of young first-time voters coming in
on to their website of choice to see the
controlled state legislature. Miami-Dade
who are very excited to vote, and theyre
ubiquitous U.S. map with the electoral votes
Election Supervisor Penelope Townsley said
not in our poll books, said Sarah Biehl, vot-
broken down. They saw a swath of blue in
it was the largest in Miami-Dade County
ing location manager at Blackburn Recre-
the Midwest, East Coast and West Coast for
In Ohio, voter registries were a sore point
ation Center.
Obama, and stretches of red in the coun-
Theyre not in the rolls. Or theyre in the
trys midsection and South for Republican
wrong place. For some of them, the address
challenger Mitt Romney.
is incorrect. Weve had a lot of issues, and
And there, at the bottom of the map,
its not just young people. We had other
bathed in the gray shading of the undecided,
people who had been voting here for years,
was Florida. The Sunshine State was still
and now theyre not in the poll books. And
too close to call the day after the election,
its not clear to me why.6
a situation many blamed on problems that
Things were predictably difficult in
are becoming as much a part of presidential
hurricane-hit New Jersey, where one elec-
election cycles as attack ads and robocalls.
tion official called a last-minute decision to
How is it that the state continues to
allow email voting a catastrophe. Tradi-
be the poster child for voting gone awry?
tionally, the state allows only residents who
In some cases, the snafus are self-made,
history, and that has contributed to the
are overseas or serving in the military to
such as the decision by Gov. Rick Scott to
length of time it has taken.
request an electronic ballot, but it extended
shorten the early voting period from 14 days
Not helping matters was a system voters
the program to those who were displaced
to eight, while also eliminating the abil-
called understaffed, ill-equipped and poorly
by Hurricane Sandy. Instead, the system
ity to vote on Sundays. While that change
organized. At the UTD Tower in Brickell,
was overwhelmed by requests from people
maintained a total of 96 hours for citizens to
FL, workers had difficulty locating voters
who didnt fall into any of those categories.
cast their votes, cramming it into a smaller
names in the hard-copy registry, and just
window was cited as a primary reason for
two of the eight ballot scanners were func-
clerks office is required to respond to each
waits that lasted as long as six hours.1
tional, meaning only two people could vote
request. At the Hudson County Clerks
at one time. The result was a wait that at
office, for example, eight workers tried to
times exceeded six hours.4
respond to 3,000 email requests on Election
Those who eschewed early voting

because of the interminable lines didnt
have much better luck on Election Day. In
Granted, Florida wasnt the only state en-
Part of the problem was that a county
Day.7
Miami-Dade County, another six-hour wait
countering problems at the polls. In Pennsyl-
Still, despite the troubles, 49 states and
greeted voters, forcing many polling places
vania, a controversial voter ID law the courts
Washington, D.C., were color-coded by the
to remain open well after the polls officially
had suspended was cited anyway at some
end of election night, leaving Florida the
closed at 7 p.m. At West Kendall Regional
polling places, including several that had
only one shaded gray.
Library, for example, the last voter left after
signs posted that said voters must show ID.
1 a.m.nearly two hours after Obama was
Officials said the signs were printed before
should be the governing principle for elected
declared the winner.2
the law was suspended, and their use was
officials and voting supervisors, proclaimed
the result of miscommunication.5
the Miami Herald editorial board. Avoid
Frequently cited as a reason for adding a
From now on, easy access to the ballot
(continued on p. 16)
12 QP www.qualityprogress.com
nt
baldrige
4 honored as 2012
award recipients
Four organizations from four different categories have been named recipients of the 2012
Malcolm Baldrige National Quality Award.
The recipients, announced Nov. 14, include:
Lockheed Martin Missiles and Fire Control,
Grand Prairie, TX (manufacturing category).
MESA Products Inc., Tulsa, OK (small business category).
North Mississippi Health Services, Tupelo,
MS (healthcare category).
The City of Irving in Texas (nonprofit category).
The four organizations recognized today
with the 2012 Baldrige Award are leaders in
the truest sense of the word and role models
that others in the health care, nonprofit and
business sectors worldwide will strive to emulate, said Acting U.S. Commerce Secretary
Rebecca Blank. They have set the bar high for
innovative practices, dynamic management,
financial performance, outstanding employee
and customer satisfaction, and, most of all, for
their unwavering commitment to excellence
and proven results.
For the first time this year, Baldrige judges
also recognized organizations that excelled in
one or more of the Baldrige criteria categories. The three organizations honored include:
Maury Regional Medical Center, Columbia, TN
(strategic planning and workforce focus categories), Northwest Vista College, San Antonio
(leadership and customer focus categories)
and PricewaterhouseCoopers Public Sector
Practice, McLean, VA (leadership and workforce focus categories).
A ceremony honoring the organizations
will take place during the 25th Quest for
Excellence Conference April 7-10, 2013, in
Baltimore. For more information about the
recipients, visit www.nist.gov/baldrige/
baldrige_recipients2012.cfm.
Whos Who in
NAME: Stephen N. Luko.
RESIDENCE: Terryville, CT.
EDUCATION: Masters degree in mathematics from Central Connecticut State University in New Britain.
CURRENT JOB: Statistician, product safety and industrial statistics, UTC Aerospace Systems in Windsor Locks, CT.
INTRODUCTION TO QUALITY: Luko said he considers himself fortunate to have been
surrounded early in his career by mentors and other professionals who had been
involved in quality activities throughout their careers. In addition, he was introduced
early to several influential authors, such as Eugene Grant, Richard Leavenworth,
Acheson Duncan and W. Edwards Deming. From these thinkers and from his own
personal study, Luko learned the importance of quality in all quarters and its ties to
his specialty field of statistics.
PREVIOUS QUALITY EXPERIENCE: Over the years, he has taught many industrial
short courses on using statistics in engineering and quality applications to engineers
and managers. He also has participated on national committees, presented at conferences and taught many college-level courses on math and statistics.
ASQ ACTIVITIES: Luko, a senior member of ASQ, is the education chair of the Hartford
Section, a member of International Organization for Standardization Technical Committee 69, and the editor of the reviews of standards and related materials section for
Quality Engineering. He is also a certified quality engineer and reliability engineer.
OTHER ACTIVITIES: Luko is a long-time member of American Society for Testing and
Materials (ASTM) Committee E11 on quality and statistics. He is also a fellow of ASTM
International, the past chair of committee E11 and the recipient of several awards for
standards development and writing.
PUBLICATIONS: Luko Has written several technical papers, shorter magazine
articles and reviews of standards. Luko also contributed to recent editions of ASTM
Manual 7 on presentation of data and control chart analysis.
RECENT AWARDS: He was named a fellow of ASTM International in 2009, ASQ
Dorian Shainin Medalist in 2010 and this years recipient of the Harold F. Dodge Award
from ASTM Committee E11.
PERSONAL: Married for 33 years and has two sons.
FAVORITE WAYS TO RELAX: Reading, walking, classical music and classic movies.
QUALITY QUOTE: Quality and leadership go hand in hand. In quality matters, leadership is about excellence in development, presentation and execution. It is about
showing what quality is by providing examples of the thing being producedwhether
goods or services. One way people can contribute to quality is by acquiring deep
knowledge and experience in their field and by showing superior task execution in
that field. Others will see the example. Excellence is quality.
December 2012 QP 13
keepingcurrent
GLOBAL STATE OF QUALITY
Quality RESEARCH
PROJECT BEGINS
ASQNews
AUTO AWARD Rick Dauch, president
and CEO of Accuride Corp., has received
the Quality Leader of the Year Award
from ASQs Automotive Division. The
award honors outstanding industry leaders and dedicated volunteers who have
made significant contributions to automotive quality. Dauch was recognized
for launching a companywide initiative
to adopt consistent quality systems
and lean manufacturing principles as
part of Accurides push to deliver more
dependable performance for customers.
Accuride, based in Evansville, IN, makes
steel and aluminum wheels.
JD MARHEVKO (LEFT), ASQs Automotive

Division awards chair, presents Rick Dauch
with the divisions Quality Leader of the
Year Award at a ceremony last month in
Rochester Hills, MI.
DOE WORKSHOP ASQs Reliability Divi-
management. The committee also is
sion will offer an eight-hour workshop
looking for individuals with special-
on design of experiments following its
ized skills in Excel and data analysis.
annual Reliability and Maintainability
For more information, contact Geetha
Symposium in Orlando. The workshop
Balagopal at gbalagopal@asq.org.
will be held from 1 to 5 p.m. on Jan.

31 and 8 a.m. to noon on Feb 1. The
HEALTHCARE QUALITY WEBINARS
symposium itself will be held Jan. 28-31.
ASQ has released a series of free we-
For more on both events, visit www.
binars featuring Baldrige recipients ad-
rams.org.
dressing critical healthcare quality top-
ASQ and several high-profile partners

and sponsors have embarked on a quality research project to help organizations worldwide benchmark their use of
quality tools, methods and processes,
and to identify challenges and future
opportunities.
The ASQ Global State of Quality
Research project will assemble data and
case studies, and help organizations
compare their own quality processes,
programs and resources to other companies within their industry, region and
economic sectors. The research plan will
encompass data gathered from corporations in at least 16 countries.
Results will be unveiled at ASQs
World Conference on Quality and Improvement in May 2013 in Indianapolis.
ASQ is partnering with the American
Productivity and Quality Center (APQC)
to conduct and manage the research
and report. To participate in the study,
visit www.asq.org/globalresearch.
ics, including patient safety, innovation,

EXAM DEADLINE March 23 is the
aligning physicians with organizational
deadline to apply for certification exams
strategy and customer relationships.
that will be administered at next years
The series spotlights best practices from
ASQ World Conference on Quality and
Henry Ford Health System (HFHS) in
Improvement. ASQ will offer the 16
Detroit, Schneck Medical Center in Sey-
certification exams Sunday, May 5, in In-
mour, IN, and Southcentral Foundation in
dianapolis. For more details, visit http://
Anchorage, AK. All three were recipients
wcqi.asq.org/certification.html.
of the 2011 Malcolm Baldrige National

Quality Award. For more information
ITEA VOLUNTEERS NEEDED The Inter-
about the series, visit http://asq.org/
national Team Excellence Awards (ITEA)
hctopics.
Committee is looking for ASQ members

to volunteer to assist in the ITEA pro-
MORE LMCs Two new local member
cess. Members can become judges or
communities (LMC) have been formed
serve on subcommittees that focus on
in MexicoLMC Quertaro and LMC
the overall process, training and criteria
Chihuahua.
WordtotheWise
To educate newcomers and refresh
practitioners and professionals, QP
occasionally features a quality term
and definition:
Nagara system
Smooth production flow, ideally one
piece at a time, characterized by synchronization (balancing) of production
processes and maximum use of available
time; includes overlapping of operations
where practical. A Nagara production
system is one in which seemingly unrelated tasks can be produced simultaneously by the same operator.
SOURCE
Quality Glossary, Quality Progress, June 2007, p. 51.
shortruns
ness standards and best practices for
THE AMERICAN SOCIETY for Testing
disasters and other business interrup-
and Materials (ASTM) International is
tions. Under an agreement with the
now offering a new academic offering
DHS, ANAB developed a program to
for university professors to include
oversee the certification process, man-
technical standards as part of their
age accreditation, and accredit qualified
engineering and business curricula.
third parties to carry out certification.
The ASTM Professors Tool Kit contains
For more information, visit www.anab.
informational tools to help educators
org/news/2012/10/american-bar-associ-
promote awareness of standards in
ation-earns-ps-prep-certification.aspx.
private-sector recovery from natural
the classroom. For more information,

visit www.astmnewsroom.org/default.
THE FOOD AND AGRICULTURE
aspx?pageid=2943.
Organization of the United Nations

and the International Association for
THE AMERICAN BAR Association
Food Protection have signed a pact to
(ABA) has become the first not-for-
share technical and scientific expertise
profit organization in the country to be
related to food quality and safety. The
certified for disaster preparedness and
memorandum of understanding will
response under the Voluntary Private
help the organizations prevent and
Sector Preparedness (PS-Prep) Pro-
address the increasing risks related to
gram. ABA is the second U.S. business
food safety and quality and their impact
to achieve this distinction. Adminis-
on public health and consumer protec-
tered by the Department of Homeland
tion. For more about the pact, signed
Securitys (DHS) Federal Emergency
in August, visit www.foodprotection.
Management Agency, PS-Prep is a
org/about-us/news-releases/107/two-
voluntary accreditation and certifica-
world-organizations-join-forces-for-
tion program that promotes prepared-
food-safety.
LEAN AND SIX SIGMA CONFERENCE
lss conference features

50+ programs, speakers
aaron
More than 50 sessions and hands-on workshops focused on lean

and Six Sigma techniques, applications and best practices will be
featured at the 13th annual ASQ Lean and Six Sigma Conference
slated for March 3-5, 2013, in Phoenix.
In addition to these programs, two keynote speakers are
already scheduled to present at the event: Stacy Aaron, a partner
at Change Guides LLC in Cincinnati and an expert in the field of
organizational change; and Jeffrey Liker, author and a professor of
industrial and operations engineering at the University of Michigan.
Watch for more updates on the conference and announcements
about other speakers at http://asq.org/
conferences/six-sigma.
healthcare report
higher quality
service to patients
can save money
Improving the quality of service for
patients will make healthcare less
expensive, according to a new report
released by KPMG Healthcare.
In todays healthcare systems, we
tend to pay for piecemeal activities, or
for a building or an organization. We are
paying individual providers that will do
their best on a small portion of the work
surrounding a patients problem, said
Mark Britnell, co-author of the report
and a partner with KPMG.
Healthcare systems can

deliver better patient
outcomes and reduce
costs by defining,
measuring and rewarding the delivery
of quality care.
We do not pay for the integration of

all these individuals activities and efforts, nor do we pay for the results that
all this work delivers.
Healthcare systems can deliver better patient outcomes and reduce costs
by defining, measuring and rewarding
the delivery of quality care, Britnell said.
The report, titled Contracting Value:
Shifting Paradigms, also examines the
root causes of suboptimal healthcare
around the world and identifies three
core principles that can show a clear
path to driving value in healthcare systems: Integrated care must be the new
unit of payment; meaningful outcomes
must be defined and measured; and
adding value must be rewarded.
For more information from the report, visit www.kpmg.com/global/en/
issuesandinsights/articlespublications/
contracting-value/pages/default.aspx.
Liker
December 2012 QP 15
keepingcurrent
Election Day (continued from p. 12)
problems. Get more machines. No
more long lines. No more interminable delays. No more cries of
unfairness and disenfranchisement.
No more Flori-duh.
Brett Krzykowski,
assistant editor
REFERENCES
1. Gary Fineout, As Fla. Voters Face Long Lines,
Scott Stands Firm, Associated Press, Nov. 3,
2012.
2. Frances Robles, Martha Brannigan and Daniel
Chang, Miami-Dade Will Not Have Full Results

Until Wednesday, Miami Herald, Nov. 6, 2012.
3. Ibid.
4. Ibid.
5. Jessica Parks, Pa.s New Voter ID Law Causes
Confusion, Voters Say, Philadelphia Inquirer,
Nov. 7, 2012.
6. Greg Gordon and Tony Pugh, Voters Endure
Delays, Lines and Misinformation to Cast Ballots, McClatchy Newspapers, Nov. 6, 2012.
7. Bob Sullivan, New Jerseys Email Voting
Suffers Major Glitches, Deadline Extended
to Friday, http://usnews.nbcnews.com/_
news/2012/11/06/14974588-new-jerseysemail-voting-suffers-major-glitches-deadlineextended-to-friday.
8. Miami Herald Editorial Board, Two Words: Easy
Access, Miami Herald, Nov. 6, 2012.
online
onpaper
QP
sound advice
This month, listen to a webcast of Max Christian

Hansen discussing the results of this years QP Salary
Survey.
Quick Poll RESULTS

Each month at www.qualityprogress.com, visitors can
take an informal survey. Here are the numbers from a
recent Quick Poll:
What part of your personal life could benefit from
a dose of quality?
standards
new iso Standard Takes on

Cybersecurity concerns
Managing time more effectively.
A newly released International Organization for Standardization (ISO)

standard will help ensure the safety
of online transactions and personal
information exchanged over the internet, and protect computers when
browsing any websites.
ISO/IEC 27032:2012, Information
technologySecurity techniques
Guidelines for cybersecurity, provides a framework for information
sharing, coordination and incident
handling. The standard also will
Mr. Pareto Head
facilitate secure and reliable collaboration, and protect the privacy

of individuals everywhere in the
world. In this way, the standard can
help to prepare, detect, monitor
and respond to incidents such as
social-engineering attacks, hacking,
malicious software, spyware and
other unwanted software.
For more information, visit
www.iso.org/iso/home/store/
catalogue_tc/catalogue_detail.
htm?csnumber=44375.
By Mike Crossen
46.5%
Organizing finances.
25%
Maintaining a tidy kitchen.
14.2%
Keeping order in the garage.
14.2%
Visit www.qualityprogress.com for the latest question:

Have quality control issues and supply chain
glitches this year changed your view of Apple?
No. I will still buy its products.
Not really. All organizations have occasional
problems.
Somewhat. More problems seem to be cropping up.
Yes. I will no longer buy its products.
Do the Write Thing in 2013

QPs 2013 editorial calendar is out, and were looking for writers
who want to contribute articles about these topics:

March
Food safety
April
Basic quality
May
Risk management
June
Supply chain
July
Careers and career development
August
Future focus: How quality and quality roles are changing
September Standards and auditing

October
Social responsibility
November
Global quality
December
Salary survey
If you want to write for a specific issue, please submit your article at least
four to six months before the issue date. If you miss that deadline, dont
worry. Send the article and we might use it in a different issue.
And if theres a topic you would like to write about thats not listed as one of
our featured topics in the editorial calendar, dont let that dissuade you from
submitting the manuscript. We will publish all accepted articles, whether
they align with an issue theme or not.
Visit www.qualityprogress.com and click on Author Guidelines at the
bottom of the page for more details.
QUALITY PROGRESS
December 2012 QP 17
December 2012 QP 17
Salary Survey
Table of contents
Part 1. Regular Employee Results
Section 1
Salary by Job Title
p. 26
Section 2
Salary by U.S. Regions and Canadian Provinces p. 31
Section 3
Salary by Number of Years of Experience in the
Quality Field
p. 35
Section 4
Salary by ASQ and RABQSA International
Certification
p. 43
Section 5
Salary by Six Sigma Training
Online
Section 6
Salary by Number of Work Hours
Online
Section 7
Salary by Nonexempt vs. Exempt Status
Online
Section 8
Salary by Number of Years in Current Position Online
Section 9
Salary by Number of Years in Current Position
and in the Quality Field
Online
Section 10
Salary by Number of Employees Overseen
Online
Section 11
Salary by Division Size, Organization Size and
Location of Headquarters
Online
Section 13
Salary by Geographic Location
Online
Tight
Times
Online
Section 12
Salary by Industry
Facing
Section 14
Salary by Organizational Quality Infrastructure Online
Section 15
Salary by Extent of Quality Responsibilities
Online
Section 16
Salary by Highest Level of Education
Online
Section 17
Salary by Highest Level of Education and
Number of Years in Quality
Online
Section 18
Salary by RABQSA International Certification
Online
Section 19
Salary by Gender and Age
Online
Section 20
Size of Raise and Additional Annual Payments Online
Part 2. Self-Employed Consultant Results

Section 21
Consultant Overview
Section 22
Base Earnings by Years of Experience
Online
Online
Section 23
Base Earnings by Education and Training
Online
Section 24
Base Earnings and Rates by Age,
Gender and Geographic Location
Online

Note: All sections printed in this issue of QP are
also available in the online report in PDF format at
www.qualityprogress.com/salarysurvey.
THE MORE THINGS stay the same, the

more quality professionals must look for productive
ways to change. This year, for the first time since QP
began its annual salary survey, the most important
indicatoraverage salaryhas become frustratingly stuck in place. As salaries in the United States
and Canada show no significant change from 2011,
todays quality professionals may want to seek strategies to stand out and make their individual stories
different from others.
As Table 1 (p. 20) shows, average salaries for
full-time employees in the United States and Canada
didnt show much change. If a p-value of 0.05 is
taken as the cutoff for statistical significance, the difference between the 2011 and 2012 averages is insignificant for both countries. When p-values are used,
smaller values denote higher levels of significance.
2012
QP
Salary
Taking control of your

Survey
career as salaries show
lagging effects of recession
by Max Christian Hansen
become a
standout.
are you
willing to
move?
are you
making what
you should be?
should you
look at other
industries?
Sponsored by
December 2012 QP 19
Cost-cutting measures by
respondents companies /
The averages for other countries arent addressed here because

there werent many respondents
Percentage of respondents
from outside the United States

and Canada, and between-country
variation is too high to supply good
significance levels without large
sample sizes.
Adjusting to hard times

Of course, the salary stagnation
stems from the economic times in
90%
80%
70%
60%
50%
40%
30%
20%
10%
0
2009
2010
2011
figure 1
2012
which we live. When the QP Salary

Survey was distributed mid-year
Figure 1 includes results for:

xFull-time employees, xParttime employees, xU.S.employees,
xCanadianemployees, xInternationalemployees
in 2008, many organizations and

individuals still hadnt felt the full
effects of the recession that was
just getting under way. The next
year, the story was very different: 86% of survey re-
cession hits, cost-cutting at the organizational level
spondents reported their organizations were planning
is one of the first effects quality professionals should
some type of cost-cutting measure in response to the
expect to encounter.
For individuals, unless you are laid off, the effects
recession.
Weve continued to ask about cost-cutting mea-
of an economic downturn can be slower in coming.
sures and, as Figure 1 shows, the percentage of re-
In 2009, for example, only 1.9% of survey respondents
spondents who said their organizations were taking
said they expected a pay cut, while 60.1% expected a
such steps has declined steadily since 2009, so that
raise of some kind. Two years later, the percentage
appears to be a positive sign. But its difficult to say
of respondents expecting a pay raise of less than 2%
what the level might have been in better economic
reached a new high of 23.6%. This year, that number
times because the question wasnt asked before the
went even higher: Respondents who expected a pay
start of the recession.
raise, but one not more than 2%, made up 26.4% of this
What is clear, however, is that the number is de-
years respondents. More information about raises
creasing and shows signs of leveling off. When a re-
can be found in section 20, available online at www.

qualityprogress.com.
Changes in average salaries

for full-time employees in
U.S. and Canada / Table 1
Levers of career control

Even during booming economic times, QPs December issue has long been the years most popular issue
as people snap up the latest salary survey results. But
Difference
Significance
(p-value)
especially in these uncertain times, a salary survey re-
$86,743
$243
> 0.6
pare where you stand with otherscan be even more
84,715
+4,104
0.08
valuable in your career management. Salary matters
2011
average
2012
average
United States
$87,086
Canada
80,611
Table 1 includes results for: xFull-time employees,

Parttime employees, xU.S.employees,
xCanadianemployees, Internationalemployees
port such as thischock-full of data to help you com-
become even more urgent in an uncertain, stagnant

economy.
The employment landscape in quality includes
Canadian salaries are noted in Canadian dollars.
several factors you can control and ones likely to af-
P-values shown are from simple t-tests of years averages within each
country.
fect salary. Obviously, there are some things you cant
Sponsored by
change, such as age and gender. Other factors, such as
2012
QP
Salary
job tenure or quality experience, require staying the
To explore whether the benefits of increasing education depend on age, we cross-tabulated education
course.
There are other levers that, while more directly
controllable, may not be easy to pull. Take, for example, geographic location. For some young and single
with age. Table 3 (p. 22) shows this information for
Survey
full-time U.S. and Canadian respondents.

Table 4 (p. 22) shows a zoomed-in look at the
professionals without deep roots, it may be easy to
two education levels most commonly reached by
move across the state, country or international bor-
ASQ members between the ages of 26 and 65bach-
ders for a new job and career path. For others, it may
elors (or four-year) and masters degreesand the
be more difficult. Only a very large increase in salary

would make relocation more palatable.
Table 2 shows a subjective evaluation of how controllable and influential some career factors are. It
should be viewed with two caveats:
1. While some variables are labeled depends on cir-
Career factors and effects on

salary / Table 2
Variable
Controllability
Effectiveness
Education
level
Highly
controllable
High, especially in combination with

experience in quality (see sections
16-17).
Certifications/
Six Sigma
training
Highly
controllable
Variable, but very high when

certification matched to position (see
section 4); also see Land the Big One,
Quality Progress, December 2011, p. 20.
Supervisory
responsibility
Dependent on
soft skills
High effect; supervising others brings

clear rewards (see section 10).
Eligibility for
overtime
Somewhat
controllable
Usually a byproduct of other factors,

such as overall responsibility and
supervisory duties (see section 7).
Years in
quality
Stick with it
High; especially in combination with

education (see sections 3, 9 and 17).
Organization
Depends on
circumstances;
geography may
constrain
choice of
organization
Bigger organizations often pay better

(see section 11).
Industry
Depends on
circumstances
Hot industries tend to come and go,

but long-range disparities do exist.
clients.
Geographic
location
Depends on
circumstances
Usually a matter of finding a fit with an

organization.
Remember, these assessments are subjective, just
Age
Stick with it
Salaries tend to increase with age until

the highest age brackets (see section
19).
Gender
None
Decreases over time; gender disparities

are smaller in recent years and among
recent hires (see section 19).
Years in
current
position
Stick with it
Low; seniority in a position is not nearly

as well-rewarded as experience in the
quality profession.
Independent
consulting
(as it affects
salary in
regular
employment)
Depends on
circumstances
Usually low.
cumstances, every variable really does depend to

some extent on the individual and his or her place
in the world and stage of career. For example,
while education is readily available in many parts
of the world, it may not be attainable everywhere
or accessible to all groups of people. There also
continue to be places in which age, gender and
other factors restrict an individuals ability to obtain a degree.
2. Some factors that show high statistical correlation to salary are not rated as highly influential,
such as status as an independent consultant. This
could be an example of correlation not implying
causation. Quality professionals dont necessarily
receive raises because they started moonlighting as independent consultants. Its more likely
that having the most valuable skills brings these
people the highest salaries, while at the same time
they have chosen to spend their precious off-thejob hours using these skills in work for additional
as your own career decisions must be. You must gather the best data available to yousuch as the QP Salary Surveybut interpreting it is as much art as science. Only you can know your own skills, limitations
and opportunities.
The education lever

Year after year, the QP Salary Survey shows that higher levels of education bring rewards in the form of fatter paychecks. Just as last years report took a deep
look into the value of certifications, this year well focus on another powerful lever: education.
Sponsored by
December 2012 QP 21
2012
QP
Salary
Survey
Average salary by education level and age group

25 or younger
High school or less
$36,213
/ Table 3
26 to 35
36 to 45
46 to 55
56 to 65
$46,862
$61,140
$65,515
$78,398
44
83
128
59
66 and older
Two-year program
41,7208
54,32184
63,829209
71,474319
75,651162
$82,43615
Bachelors degree
49,40650
65,604418
83,679554
93,117730
94,640416
99,86715
Masters degree
55,54118
75,460249
96,379400
109,488546
105,138330
114,66630
Doctorate
45,000
116,012
119,118
114,7508
131,600
108,151
29
47
46
Table 3 includes results for: xFull-time employees, Parttime employees, xU.S.employees, xCanadianemployees,
Internationalemployees
Superscript numbers denote number of respondents.
differences between the holders of the respective
grouped with those holding two-year degrees, the
degree and the holders of the next lower level of de-
premium for holding a bachelors degree would
gree. For example, in the 26-to-35 age group, those
appear much greater.
who hold bachelors degrees earned an average of
For each of these premiums, a pair-wise t-test
$65,604 per year, or $11,283 more than those with
was run on the two groups being compared to as-
two-year degrees or certificates, who earned an av-
sess the significance level. In all cases, the premiums
erage of $54,321.
shown were extremely significant, having a p-value
Those respondents with less than four years of
of less than 0.001 in every case.
education beyond high school are not lumped to-
For some older quality professionals, the ques-
gether. In other words, those with bachelors de-
tion remains whether they have enough career years
grees are not being compared to those with high
left for that premium to repay the cost of schooling.
school diplomas or less. If the latter had been
Its clear, however, that except for perhaps the most

expensive degrees and the most senior quality professionals, four-year degrees and beyond are some
of the most effective levers to use to move your qual-
Salary premiums for higher

levels of education within
age groups / Table 4
ity career toward prosperity. QP
26 to 35
36 to 45
46 to 55
56 to 65
Bachelors
degree
$11,283
$19,850
$21,643
$18,989
Masters
degree
9,856
12,700
16,371
10,498
Table 4 includes results for: xFull-time employees, Parttime employees,

xU.S.employees, xCanadianemployees, Internationalemployees
Sponsored by
MAX CHRISTIAN HANSEN is president of Bright

Hat Communications Inc. in Sacramento, CA.
The firm does communications consulting for
science-based public policy, quantitative research and marketing. Hansen has an MBA from
the Massachusetts Institute of Technologys
Sloan School of Management in Cambridge, MA.
He is a member of ASQ.
Because MEIRxRS
does it!
u On-shore work
u Keep jobs in the U.S.
Contribute to the
Economy By
u Training and employing
Science, Technology,
Engineering, and
Math professionals
u Making jobs available
100 N. Brand Boulevard, Glendale CA 91203

(P) 800.507.5277 or 818-552-2036
(E) info@meirxrs.com
www.meirxrs.com
Crunching the
Numbers
This years QP Salary Survey was sent to 54,337 members.
group, which is labeled as International. Sections 13 and
Of the 6,857 individuals who started responding to the
24 include the countries represented in this group.
survey, 6,093 completed the questionnaire, for a response
You can learn whether a table or figure includes interna-
rate of 11.2%. There were 47 responses that were com-
tional results by glancing at the information boxes that ac-
plete but unusable because they included implausible
company the graphics. These boxes also show whether the
earnings data that could not be validated. This left a total
graphics include results from full-time and part-time respon-
of 6,046 usable responses. Each of these responses fell
dents. Some boxes provide additional informative notes.
into one of the employment categories in Table 1.
Of the 24 sections in the salary survey results, 19 can
The data from the 5,682 full-time and part-time regular
be found exclusively at www.qualityprogress.com under
employees and the 55 regular employees who also work
the tab Tools and Resources. The website also includes
as self-employed consultants were used to create the 20
the entire survey report in PDF format, which you can
sections in Part 1. Regular Employee Results. The data
download. In case youre not familiar with the statistical
from the 158 self-employed consultants and the 55 regular
terms and job titles in these sections, weve explained
employees who also work as self-employed consultants
them here.
were used to produce the four sections in Part 2. SelfEmployed Consultant Results. Its notable that the num-
Statistical terms
ber of regular employees who also work as self-employed
Here are brief descriptions of the statistical terms used in
consultants was down considerably from last years 163.
the survey report:
Except for the information provided in Table 1, the salary survey report doesnt include data from the people
Minimum salary: The lowest salary reported in that

particular group.
Maximum salary: The highest salary reported in that
who are unemployed, retired or laid off.

The vast majority of those who participated in the sur-
particular group.
vey worked in the United States and Canada. Because there
Standard deviation: A measure of dispersion around
were few respondents from other countries, only a few sec-
the mean. In a normal distribution, 68% of cases fall
tions in the salary survey report include results from this
within one standard deviation of the mean, and 95% of

cases fall within two standard deviations. For exam-
Employment status of
respondents / Table 1
ple, if the mean salary is $70,000 with a standard deviation of $15,000, 95% of the cases are between $40,000
and $100,000 in a normal distribution.
Count
A regular, full-time employee
5,608
Percentage
92.8%
A regular, part-time employee
74
1.2
A regular employee who also

is a self-employed consultant
55
0.9
158
2.6
Unemployed, retired or laid off

for more than six months
73
1.2
Unemployed, retired or laid off

within the last six months
78
1.3
A self-employed consultant
Table 1 includes results for: x Full-time employees,

x Part-time employees, xU.S. employees, xCanadian employees,
xInternational employees
Sponsored by
Count: The number of respondents in that particular

group.
Mean salary: The average salary for that particular
group.
Median salary: The 50th percentilethat is, the salary at which half the cases fall above and half below.
If there is an even number of cases, the median is the
average of the two middle cases.
Job titles
Here are the suggested definitions for the job titles used
in the 2012 survey. Some of the definitions were compiled
by an HR expert and have been revised through the years.
2012
QP
Salary
Based on respondent feedback, the titles will continue

to be analyzed and revised periodically. All definitions
nal and external customers needs and expectations.

Educator/instructor: Instructs or trains others on
quality-related topics, tools and techniques. This per-
are intended only as a guide:

Analyst: Initiates and coordinates quality-related
data from production, service or process improvement
activities and reports these data using statistical tech-
Survey
son may be an employee of an organization, or teach in

a university or college setting.
Green Belt: Operates in support of or under the
supervision of a BB, analyzes quality problems and is
niques.
Associate: Involved in quality improvement projects but not necessarily full-time. Does not necessarily
have primary responsibility for traditional quality man-
involved in quality improvement projects. Has at least

three years of work experience.
Inspector: Inspects, audits and reports on materials, processes and products using variable or attribute
agement, assurance or control activities.

Auditor: Performs and reports on internal or exter-
measuring instruments and techniques to ensure conformance with the organizations quality standards.
nal quality system audits.

Black Belt (BB): Six Sigma or quality expert. Often a full-time team leader responsible for implementing process improvement projects in the organization
to improve customer satisfaction levels and business
productivity.
Calibration technician: Tests, calibrates, maintains and repairs electrical, mechanical, electrome-
The response rate

for this years QP Salary
Survey was 11.2%.
chanical, analytical and electronic measuring, recording and indicating instruments and equipment for
Manager: Ensures the administration of the orga-
conformance to established standards.

Champion: Business leader or senior manager who
nizations quality, process or business improvement
ensures resources are available for quality training and
efforts within a defined segment of the organization.
projects, and is involved in project tollgate reviews.
May be responsible for dealing with customers and
Often an executive who supports and addresses Six
suppliers on quality or performance issues. Typically
Sigma organizational issues.
has direct reports.
Consultant: Provides advice, facilitation and train-
Master BB: Six Sigma or quality expert responsi-
ing on the development, administration and technical
ble for strategic implementations within the organiza-
aspects of an organizations quality improvement efforts
tion. Qualified to teach other Six Sigma facilitators the
at any or all levels. Has expertise in some or all aspects
methods, tools and applications in all functions and
of the quality field. This person can be from outside the
levels of the organization. A resource for using statisti-
organization or can be an employee of the organization.
cal methods to improve processes.
Coordinator: Collects, organizes, monitors and
Process/manufacturing/project engineer: Per-
distributes information related to quality and process
forms engineering work to evaluate manufacturing
improvement functions, possibly including compliance
processes or performance improvement projects for
to and documentation of quality management stan-
optimization. May develop processes to ensure quality,
dards, such as ISO 9001. Typically generates reports
cost and efficiency requirements are met.
using computer skills and distributes those reports to
Quality engineer: Designs, installs and evaluates
various users in the organization or among customers
quality assurance process sampling systems, proce-
and suppliers.
dures and statistical techniques. Designs or specifies
Director: Oversees all aspects of the organizations
inspection and testing mechanisms and equipment.
quality or business improvement efforts, such as de-
Analyzes production and service limitations and stan-
veloping and administrating the program, training and
dards. Recommends revision of specifications. Formu-
coaching employees, and facilitating change through-
lates or helps formulate quality assurance policies and
out the organization. Responsible for establishing
procedures. May conduct training on quality assurance
strategic plans, policies and procedures at all levels so
concepts and tools. Interfaces with all other engineer-
quality improvement efforts will meet or exceed inter-
ing components within the organization and with
Sponsored by
December 2012 QP 25
After validation, there were 6,046 useable

responses to this years salary survey.
customers and suppliers on quality-related issues.
es used in development or manufacture. Assesses po-
Reliability/safety engineer: Uses principles of
tential new suppliers. Works with suppliers to develop
performance evaluation and prediction to improve the
and improve the entire supply chain. May be involved
safety, reliability and maintainability of products and
in purchasing.
systems. Plans reliability tests and conducts analyses
Technician: Performs basic quality techniques
of field failures. Develops and administers reliability
possibly including calibrationto track, analyze and
information systems for failure analysis and perfor-
report on materials, processes and products to ensure
mance improvement.
they meet the organizations quality standards.
Software quality engineer: Applies quality prin-
Vice president/executive: Establishes the direc-
ciples to the development and use of software and
tion for the development and administration of the
software-based systems. Designs and implements
organizations quality improvement efforts. Consults
software development and maintenance processes.
with peers on the attitudes and practices of quality
Designs or specifies test methods for software inspec-
throughout the organization to develop an environ-
tion, verification and validation.
ment of continual improvement in every aspect of the
Specialist: As the primary assignment, performs a

specific quality-related function in the organizations
organizations products and services. Acts as a champion for quality.
quality program. Examples include management representative, statistician and testing expert. Has received
A note on currencies
direct training or has been performing the activity for
For Canadian employees and consultants, salaries
several years. Shows a high degree of skill performing
and earnings are noted in Canadian dollars. For all
that specific activity.
employees and consultants outside the United States
Supervisor: Administers the organizations quality
and Canada, salaries and earnings are in U.S. dollars.
improvement efforts within a defined department. Has
Exchange rates were supplied by the respondents on
direct reports who implement some aspect of the poli-
the days they completed the survey. In the few cases in
cies and procedures of the quality functions.
which respondents from different countries are evalu-
Supplier quality engineer/professional: Re-
ated together, all salaries are in U.S. dollars. In cases
sponsible for all quality improvement issues related to
in which QP editors needed to convert currencies, the
vendors and suppliers of materials, products or servic-
exchange rate used was from July 1, 2012.

Section 1. Salary by Job Title
Money Multiplied
Most of the quality professionals who responded to
self-employed consultants in addition to their regular,
QPs annual salary survey were full-time employees
full-time employment.
that is, they worked 36 hours per week or more for an
An additional number of respondents were self-
organization. Table 1 (p. 28) shows that these full-tim-
employed consultants only, and the online version of
ers made up the vast majority of our respondents who
this report devotes four sections to analysis of their
were employed by others: 99% in the United States and
demographics and earnings. But here, where we cover
97.1% in Canada. That includes those who worked as
employees, the small number of self-employed consul-
Sponsored by
2012
QP
Salary
tants who also worked as employees are worth not-
group because its numbers are few. Any statistics provid-
ing. In addition to the money they earned through their
ed would unlikely be representative of any larger group.
self-employment, they brought home significant sala-
Large sample sizes are needed to safely generalize.
Survey
To say someone works part-time covers a tremen-
ries from their regular employers.

In the United States, those full-time employees who
dous range of average workweeks. In the United
also were self-employed earned, on average, $65,438
States, for example, the lowest annual earnings for
through self-employment and $110,742 in regular sal-
a part-time professional was $1,000. That must be
ary. In Canada, the numbers are similarly impressive:
a short workweek, indeed. On the other hand, some
$101,333 through self-employment and $121,667 in
part-timers are working more than 35 hours per week,
regular salary.
and their annual earnings were similar to those of full-
But these numbers should be taken with a grain of
time professionals with similar job titles. For example,
salt because of the small samples of these cases. One
the highest-paid part-time associate earned $75,000,
or two outliers with unusually large salaries or consult-
which was above the average for full-time profession-
ing earnings may skew the numbers high.
als with the same title.
The numbers also dont address causality. Theres
Figures 1 and 2 (p. 28) show salaries by title for full-
no reason to believe moonlighting is the path to amaz-
time employees in the United States and Canada. The
ing riches. Its more likely that, in fact, causality works
top earners in the United States were vice presidents/
in the other direction: Those with high salaries have
executives, directors and Master Black Belts. In Cana-
the most valuable skills and thus are the ones most
da, Master Black Belts, vice presidents/executives and
likely to find it worth their while to work extra hours
consultants topped the list.

Table 2 (p. 29) provides detailed information for full-
as self-employed consultants.
Few respondents worked part-time, and the QP Sal-
time and part-time professionals in the United States.
ary Survey report does not devote much space to this
Table 3 (p. 30) shows the same information for Canada.
Salary by job title for U.S. respondents/Figure 1

Job title (percentage of respondents)
Vice president/executive (2.6%)
151,869
Director (9.7%)
119,408
Master Black Belt (1.6%)
112,946
Consultant (2.3%)
106,798
Software quality engineer (1.3%)
101,087
Reliability/safety engineer (1.3%)
99,908
Black Belt (2.4%)
93,946
Manager (27.9%)
91,878
Champion (0.2%)
90,047
Educator/instructor (0.6%)
84,546
Supplier quality engineer/professional (3.4%)
84,390
Process/manufacturing/project engineer (3.4%)
84,166
Quality engineer (15.4%)
79,575
Green Belt (0.5%)
74,173
Auditor (3.9%)
74,138
Specialist (5.2%)
72,261
Supervisor (3.6%)
70,094
Analyst (3.5%)
69,279
Coordinator (2.9%)
57,718
Associate (1.4%)
56,246
Calibration technician (0.4%)

xFull-time employees,
Part-time employees,
xU.S. employees,
Canadian employees,
International employees
53,970
Inspector (2.2%)
50,558
Technician (4.3%)
46,884
$30,000
$60,000 $90,000 $120,000 $150,000

Average salary
Sponsored by
December 2012 QP 27
Salary by job title for Canadian respondents/Figure 2

Job title (percentage of respondents)
Master Black Belt (0.6%)
Vice president/executive (1.8%)
Consultant (1.5%)
Director (9%)
Educator/instructor (1.2%)
Black Belt (3%)
Manager (36.4%)
Green Belt (0.6%)
Reliability/safety engineer (0.6%)
Auditor (4.2%)
Supplier quality engineer/professional (1.5%)
Process/manufacturing/project engineer (2.4%)
Champion (0.9%)
Software quality engineer (0.6%)
Specialist (6.3%)
Quality engineer (11.1%)
Supervisor (2.4%)
Coordinator (7.5%)
Analyst (3%)
Associate (1.5%)
Technician (1.5%)
Inspector (1.5%)
Calibration technician (0.6%)
158,000
149,167
129,000
112,934
91,250
90,500
90,365
88,438
81,000
77,943
76,400
76,175
75,828

xFull-time employees
Part-time employees
U.S. employees
xCanadian employees
73,500
72,507
72,503
70,875
66,340
Salaries are noted in Canadian dollars.
58,645
53,370
50,600
49,800
47,500
$10,000
$50,000
$90,000
Average salary
$130,000
$170,000
Salary by employment
status / Table 1
Percentage
Average
salary
earned
as an
employee
Average base
revenue earned
as a selfemployed
consultant
United States
Full-time employee
98.5%
$86,618
Part-time employee
0.9
50,931
Full-time employee and

self-employed consultant
0.5
110,742
$65,438
Part-time employee and

0.1
68,200
40,000
Money Talks
Are you satisfied with your

job and salary?
Being a product manager
gives me an overview and responsibility for the end-to-end

delivery and maintenance of
our products. This allows me to
Canada
Full-time employee
95.3%
$84,034
capture the voice of the customer
Part-time employee
2.6
47,456
and evangelize it throughout the
Full-time employee and

1.8
121,667
$101,333
organization.
Part-time employee and

0.3
60,000
25,000
Table 1 includes results for: xFull-time employees, x Part-time employees,

xU.S. employees, xCanadian employees, International employees
Canadian salaries are noted in Canadian dollars.
Sponsored by
Monica McCool
Product manager
Satori Software Inc.
Seattle
2012
QP
Salary
Salary by job title for U.S. respondents
/table 2
Survey
Standard
Count
Mean
deviation
Full-time employees (full-time employees and full-time employees who also work as self-employed consultants)
All full-time employees
$15,000
$427,250
$35,503
4,977
$86,734
Analyst
15,000
141,000
24,375
175
69,279
Associate
25,200
105,000
19,320
71
56,246
Auditor
17,000
200,000
27,241
195
74,138
Black Belt
45,000
177,000
21,166
121
93,946
Calibration technician
30,000
85,000
15,342
19
53,970
Champion
54,000
140,000
25,107
10
90,047
Consultant
25,000
300,000
39,556
112
106,798
Coordinator
28,000
162,000
22,114
144
57,718
Director
34,000
265,000
36,143
482
119,408
Educator/instructor
41,000
188,000
29,888
32
84,546
Green Belt
36,000
135,000
23,399
26
74,173
Inspector
20,000
120,000
18,337
110
50,558
Manager
28,000
320,000
27,906
1,387
91,878
Master Black Belt
28,000
185,000
27,474
79
112,946
Process/manufacturing/project engineer
26,500
180,300
25,867
170
84,166
Quality engineer
25,000
185,000
21,933
766
79,575
Reliability/safety engineer
43,000
173,000
26,426
64
99,908
Software quality engineer
29,785
185,000
25,299
63
101,087
Specialist
22,000
160,000
26,221
258
72,261
Supervisor
30,000
180,000
22,036
180
70,094
Supplier quality engineer/professional
34,000
135,000
18,564
169
84,390
Technician
22,000
104,900
13,017
213
46,884
Vice president/executive
52,000
427,250
62,100
131
151,869
Part-time employees (part-time employees and part-time employees who also work as self-employed consultants)
All part-time employees
$1,000
$190,000
$37,824
51
$52,624
Analyst
15,000
60,000
17,459
5
31,400
Associate
46,592
75,000
20,087
2
60,796
Black Belt
78,000
78,000
1
78,000
Champion
45,000
45,000
1
45,000
Consultant
14,000
120,000
33,317
12
59,065
Coordinator
14,000
64,000
25,658
3
42,333
Director
50,000
50,000
1
50,000
Educator/instructor
20,000
20,000
1
20,000
Green Belt
15,000
40,000
17,678
2
27,500
Inspector
44,000
44,000
1
44,000
Manager
20,000
135,000
50,212
6
69,458
Master Black Belt
85,763
85,763
1
85,763
1,000
67,000
36,254
3
42,667
Quality engineer
12,345
88,000
32,086
6
46,724
21,600
21,600
1
21,600
Specialist
35,000
35,000
1
35,000
Supervisor
100,000
100,000
1
100,000
5,000
5,000
1
5,000
Technician
15,000
15,000
1
15,000
190,000
190,000
1
190,000
Minimum
Maximum
Median
$83,000
65,000
55,000
74,000
92,000
53,000
89,500
104,000
51,000
115,293
77,625
70,500
46,500
90,000
110,000
83,500
78,000
99,800
97,850
67,832
67,000
83,000
45,000
140,000
$44,000
30,000
60,796
78,000
45,000
60,000
49,000
50,000
20,000
27,500
44,000
49,375
85,763
60,000
35,000
21,600
35,000
100,000
5,000
15,000
190,000
Table 2 includes results for: xFull-time employees, xParttime employees, xU.S.employees, Canadianemployees,
Sponsored by
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Salary by job title for Canadian respondents

Minimum
Maximum
Standard
deviation
/ Table 3
Count
Mean
Full-time employees (full-time employees and full-time employees who also work as self-employed consultants)
All full-time employees
$22,000
$225,000
$31,767
332
$84,715
Analyst
30,000
78,000
14,356
10
58,645
Associate
38,000
62,848
9,853
5
53,370
Auditor
25,000
200,000
43,386
14
77,943
Black Belt
58,000
120,000
17,526
10
90,500
40,000
55,000
10,607
2
47,500
Champion
62,485
85,000
11,823
3
75,828
Consultant
100,000
175,000
32,288
5
129,000
Coordinator
34,000
150,000
23,696
25
66,340
Director
50,000
225,000
34,758
30
112,934
Educator/instructor
75,000
100,000
11,815
4
91,250
Green Belt
76,875
100,000
16,352
2
88,438
Inspector
22,000
90,000
25,361
5
49,800
Manager
45,000
192,000
25,230
121
90,365
Master Black Belt
120,000
196,000
53,740
2
158,000
52,000
114,000
18,644
8
76,175
Quality engineer
45,000
105,000
16,224
37
72,503
75,000
87,000
8,485
2
81,000
67,000
80,000
9,192
2
73,500
Specialist
42,640
150,000
27,377
21
72,507
Supervisor
40,000
97,000
19,845
8
70,875
40,000
102,000
23,137
5
76,400
Technician
37,000
60,000
8,706
5
50,600
60,000
225,000
56,251
6
149,167
Part-time employees (part-time employees and part-time employees who also work as self-employed consultants)
All part-time employees
$10,001
$92,000
$27,150
10
$48,710
Auditor
50,000
50,000
1
50,000
Consultant
60,000
83,500
16,617
2
71,750
Director
10,001
10,001
1
10,001
Green Belt
60,000
60,000
1
60,000
Inspector
11,100
11,100
1
11,100
Manager
92,000
92,000
1
92,000
Specialist
30,000
47,000
8,976
3
40,167
Table 3 includes results for: xFull-time employees, xParttime employees, U.S.employees, xCanadianemployees,
Money Talks
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Median
$80,000
62,500
56,000
69,750
88,500
47,500
80,000
115,000
62,000
108,000
95,000
88,438
42,000
85,600
158,000
71,000
69,000
81,000
73,500
65,000
68,500
76,000
50,000
145,000
$47,000
50,000
71,750
10,001
60,000
11,100
92,000
43,500
QP
Salary
2012

Section 2. Salary by U.S. Regions and Canadian Provinces
Location, Location,
Location
Survey
Just like property values and weather, earnings for qual-
in Section 13 of the online survey package. That section
ity professionals varied a good deal by location. In the
breaks down salaries by job title for:
United States, the lowest-paying region delivered salaries
U.S. states.
6.9% less than the national average, while the best-paying
U.S. metropolitan areas.
region beat the national average by 10.1%. In Canada, the
Canadian metropolitan areas.
differentials were even greater, with the lowest-paying
Other countries.
region providing salaries 41% below the national average.

In the United States, the highest-paying region was
the Pacific, where the average salary for all job titles was
$95,901. The lowest salaries were paid in the West North
Comparison of salaries in U.S.

regions/Figure 1
Central region, at $80,734. But the East North Central and
Pacic
5.5 (90,576)
South Atlantic
In most regions in which salaries were above or below
9.1 (94,730)
Middle Atlantic
viding salaries below $81,000.
10.4 (95,901)
New England
East South Central regions werent far behind, both pro-
2.6 (89,125)
the national average, they were in line with the cost of
Mountain
1.4 (85,660)
living. For example, Missouri had a cost-of-living index
West South Central
3.8 (83,567)
(COLI) of 92.7 (see Figure 3, p. 32), meaning the living
East South Central
6.9 (80,865)
East North Central
6.9 (80,838)
expenses were 7.3% lower than the national average. Missouri was fairly representative of the West North Central
West North Central
about 3.7% below the national average.

The COLIs in Figure 3 were calculated using the
second-quarter 2012 COLIs compiled by the Council for
7 (80,734)
region, where salaries for quality professionals were
National average
salary of $86,734
6
3
0
3
6
9
Percentage difference from the national
average salary (regions average salary)
Figure 1 includes results for: xFull-time employees, Parttime employees,

xU.S.employees, Canadianemployees, Internationalemployees
Community and Economic Research (C2ER). This council calculates COLIs for cities and metropolitan areas that
voluntarily collect information on the cost of groceries,
housing, utilities, healthcare and other items.
Comparison of salaries in
Canadian provinces/Figure 2
The state indexes in Figure 3 were an average of CO-
Province
LIs for the participating areas in each state. Note that

Figure 3 doesnt include a COLI figure for Puerto Rico
because C2ER doesnt provide COLIs for U.S. territories.
For more information about COLIs, see C2ERs website
at http://coli.org.
In Canada, the highest salaries were paid in Alberta,
where they averaged $109,956. The lowest salaries, averaging $49,500, were in Newfoundland and Labrador. This
province provided only two respondents to this years
Alberta
New Brunswick
Quebec
Prince Edward Island
Ontario
Saskatchewan
British Columbia
Nova Scotia
Manitoba
Newfoundland and Labrador
survey, while the greatest number of respondents worked
13.9 (96,500)
8.7 (92,105)
3.2 (82,000)
National average
salary of $84,715
5.6 (79,948)
6.9 (78,863)
8.1 (77,889)
11.7 (74,818)
14 (72,856)
41.6 (49,500)
43 33 23 13
in Ontario.
17
27
Percentage difference from the national

average salary (regions average salary)
Tables 1 (United States, p. 33) and 2 (Canada, p. 34)

break down regional and provincial salaries by job title.
29.8 (109,956)
More detailed geographically based information for both

U.S.employees, xCanadianemployees, Internationalemployees
countries, as well as the rest of the world, is available
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December 2012 QP 31
Percentage of respondents and cost of living

by state and territory / figure 3
Regions
Pacic
East South Central
Mountain
South Atlantic
West North Central
Middle Atlantic
East North Central
Alaska
0.1%
135.7
New England
West South Central
Washington
1.9%
100.6
Oregon
1.1%
108.6
Montana
0.1%
100
Idaho
0.2%
91.4
Nevada
0.3%
94.9
California
9.5%
130
Wyoming
0%
103.9
Utah
1.3%
92.1
Arizona
1.7%
102.7
Colorado
1.7%
99.8
New Mexico
0.6%
97.7
Hawaii
0.2%
165.8

xFull-time employees xPart-time employees
xU.S. employees Canadian employees
Notes: Total U.S. respondents naming a primary
state: 5,723.
Guam is not represented among 2012
responses.
Cost-of-living figures are for Q2, 2012. Source:
Missouri Economic Research and Information
Center: www.missourieconomy.org/indicators/
cost_of_living/index.stm#top
D.C. = Washington, D.C.
MA = Massachusetts
MS = Mississippi
RI = Rhode Island
WV = West Virginia
New Hampshire
0.6% 121
Vermont
0.2% 120.2
North Dakota
Minnesota
0.2%
4.2%
99.5
101.3
New
South Dakota
Wisconsin
York
Michigan
0.2%
4.7%
3.5% 133.6
4.4%
99.7
98.4
Iowa
95.4
Nebraska
Pennsylvania
1.5%
Indiana Ohio
0.7%
5.1% 101.7
Illinois
94.9
4.9%
3%
91.6
5.6%
94.3 WV
91.3
Kansas
97
Missouri
0.3% Virginia
0.8%
2.4%
92.9 2.9% 95.8
Kentucky
91.9
92.7
1.3% 89.9
North Carolina
Tennessee
Oklahoma
3.6% 95.3
Arkansas 2.1% 89.6
0.8%
South Carolina
0.6%
Alabama
90.1
1.4%
90.8 MS
1.1% Georgia
96.8
0.3% 92.2
2.4%
Texas
94.6
93.9
Louisiana
6.7%
0.6%
91.4
Florida
94
3.3%
99.2
Maine
0.3%
112.3
MA 3.5% 121.4
RI 0.3% 125.5
Connecticut 1.7% 132.7
New Jersey 2.1% 128.6
Delaware 0.4% 108.2
D.C. 0.1% 144.4
Maryland 2.1% 123.4
Puerto Rico
0.3%
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Salary by U.S. region and job title/
Survey
Table 1
Pacific
All respondents
Mountain
West
North
Central
West
South
Central
East
North
Central
East
South
Central
South
Atlantic
Middle
Atlantic
New
England
$95,901636
$85,660291
$80,734506
$83,567447
$80,8381,139
$80,865239
$89,125817
$90,576538
$94,730330
Analyst
64,636
69,550
68,194
57,786
Associate
53,39513
63,4005
51,3079
35,2405
60,74520
60,0002
64,4449
53,9674
53,4084
Auditor
83,235
71,505
69,086
70,355
70,770
66,972
75,418
78,827
68,7116
Black Belt
103,18811
91,85010
90,38315
87,55610
94,39828
74,5002
93,31726
96,15814
103,6005
Calibration
technician
65,3754
32,7601
58,3602
47,3333
47,5004
53,1114
70,0001
Champion
71,5002
75,5631
100,5002
90,0001
98,9703
94,0001
Consultant
112,96213
97,0223
94,88011
103,80012
97,40317
106,1748
105,63624
115,64517
139,2005
Coordinator
54,89715
56,22216
59,54514
62,08518
57,61528
51,2005
55,17625
60,21615
63,8836
Director
140,706
122,588
107,502
109,220
117,632
107,410
119,373
117,429
22
28
57
10
17
19
26
25
44
14
21
48
61,957
31
39
95
73,689
20
75,294
84,571
13
72,6579
41
27
90
18
61
127,74943
Educator/
instructor
95,2504
105,7745
95,5002
73,7504
71,7638
75,0001
80,5005
74,0001
92,0002
Green Belt
80,0003
135,0001
45,9001
50,6502
69,1508
60,0001
80,9185
74,2502
80,0003
Inspector
51,200
56,838
51,446
46,021
49,511
45,000
49,904
101,191
10
57,4297
13
11
12
13
25
18
Manager
101,262169
94,01462
83,819113
93,026143
85,204318
88,73567
94,354248
92,187166
98,07892
Master Black
Belt
117,37010
84,3333
109,7609
110,0001
108,06623
80,3002
116,70520
47,19110
151,6673
Process/
manufacturing/
project engineer
93,64321
71,0949
73,92914
93,59414
79,03247
77,05210
99,74328
79,95115
73,37511
Quality engineer
87,339119
77,85349
78,99672
81,03254
75,268185
78,66548
77,96396
80,88480
80,60059
Reliability/safety
engineer
109,81712
112,5005
99,69412
102,6673
91,59212
101,0002
94,82512
122,5003
67,6673
Software quality
engineer
109,05815
107,5147
92,2557
98,8472
90,3749
98,87512
91,7506
117,2305
Specialist
82,39030
66,22819
76,06728
64,65624
68,99247
66,4079
69,31044
72,86030
77,15926
Supervisor
77,49315
76,48911
73,92725
72,60519
63,98938
61,70715
70,03829
62,20617
87,86210
Supplier quality
engineer/
professional
94,93320
90,5339
84,01321
94,0638
80,34756
84,8529
81,07914
78,66120
87,48211
Technician
50,54124
40,2138
50,84831
44,71520
46,29372
44,45713
44,01721
45,69016
51,8158
Vice president/
executive
178,05318
189,7869
128,08312
127,2147
135,98928
106,5006
138,62919
169,96620
170,84511
Table 1 includes results for:

x Full-time employees,
Part-time employees,
x U.S. employees,
Canadian employees,
Superscript numbers denote
number of respondents.
The highest-paying U.S. region

is the Pacific, where the average
salary for all job titles is $95,901.
Sponsored by
December 2012 QP 33
Newfoundland
and Labrador
New
Brunswick
Prince Edward
Island
Nova Scotia
$96,5002
$82,0001
$74,8188
50,5004
55,3333
62,8481
62,929
56,7031
80,0001
108,0001
89,4005
120,0001
40,0001
55,0001
Champion
82,5002
62,4851
Consultant
115,0001
105,0001
141,6673
Coordinator
53,000
93,000
60,833
41,000
Director
Manitoba
$49,5002
Saskatchewan
$92,10532
Alberta
$79,948176
British
Columbia
Quebec
/ Table 2
Ontario
Salary by Canadian province and job title
$77,88948
$109,95644
$78,8637
$72,8569
Analyst
60,0003
73,2232
58,0001
Associate
38,0001
Auditor
68,500
160,000
Black Belt
75,0002
Calibration
technician
All respondents
60,000
34,000
117,500
145,000
100,000
104,167
Educator/
instructor
90,0001
100,0001
75,0001
100,0001
Green Belt
88,4382
Inspector
22,000
56,750
Manager
84,64919
119,35616
92,6803
75,3415
87,71158
87,16812
58,0001
81,0001
82,0001
79,0683
196,0001
120,0001
Process/
manufacturing/
project engineer
88,2502
84,9001
69,6005
Quality engineer
77,4736
80,6673
69,54727
98,0001
Reliability/safety
engineer
81,0002
Software quality
engineer
80,0001
67,0001
69,85010
78,8333
58,8202
92,000
Master Black
Belt
1
2
1
1
15
12
114,890
112,000
93,5002
Specialist
64,0003
115,0002
48,0001
Supervisor
66,000
82,000
70,000
58,333
76,5004
76,0001
56,0001
49,2504
225,0001
152,5004
60,0001
Supplier quality
engineer/
professional
Technician
Vice president/
executive
Table 2 includes results for: x Full-time employees, Part-time employees, U.S. employees, x Canadian employees,
Salaries are noted in Canadian dollars. Superscript numbers denote number of respondents.
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Section 3. Salary by Number of Years
of Experience in the Quality Field
Survey
Earnings Rise
With Experience
ors represent roughly 10-year bands, assum-
Experience in quality
for full-time U.S. respondents/Figure 1
ing professionals have a 30-year career. The
2009
differences among the bands are small. Of
2010
Those who choose the quality profession

seem to stay there. In Figure 1, the three col-
course, the band representing professionals

with more than 20 years of experience is usually the smallest, and the band denoting 10
years or fewer is the largest, representing a
certain small amount of attrition.
This year, the band of least experience was
as large as it has been in four years. In all likelihood, this represented the hiring of replace-
29.5
34.2
31.4
2011
34.5
32.9
2012
34.1
34.2
30.8
36.4
32.9
32.1
20%
More than 20 years
40%
37.1
60%
10.1 to 20 years
80%
100%
10 years or fewer

ments for professionals let go in the recent

economic downturn, when the least experiOne good reason for the high rate of retention among quality professionals is that they
are rewarded for their accumulated years of
experience, as Figures 2 and 3 (p. 36) show
for U.S. and Canadian respondents. For both
countries, the slope of the charts clearly
shows the increasing rewards that come with
years in the profession.
For example, in the United States, respondents with more than 20 years in quality
earned on average $35,890 more than those
Salary by years in quality

for U.S. respondents/Figure 2
Years of quality experience
(percentage of respondents)
enced were probably the most vulnerable.
More than 20 years (30.8%)
with less than a years experience ($99,564

vs. $63,674). In Canada, the difference is even
greater, with the most experienced respon-
99,564
10.1-20 years (32.1%)
89,644
6.1-10 years (14.8%)
78,864
3.1-6 years (11.8%)
74,267
1-3 years (7.9%)
64,086
Less than 1 year (1.9%)
63,674
None (0.7%)
82,602
$20,000 $40,000 $60,000 $80,000 $100,000 $120,000

Average salary

dents earning $42,570 more than those in their

first year ($101,570 vs. $59,000).
For specific information on earnings by
job title for respondents with various levels
of experience in quality, see Tables 1 (United
States, pp. 36-39) and 2 (Canada, pp. 40-42).
The statistical measures used in these tables
are described in the reports introduction.
Sponsored by
December 2012 QP 35
Years of quality experience

Salary by years in quality

for Canadian respondents/Figure 3
More than 20 years (23%)
101,570
10.1-20 years (44%)
85,654
6.1-10 years (14%)
76,411
3.1-6 years (11%)

xFull-time employees
Parttime employees
U.S.employees
xCanadianemployees
72,050
1-3 years (5%)
64,939
Less than 1 year (2%)
59,000
None (1%)
73,500
$20,000
$40,000 $60,000 $80,000

Average salary
$100,000 $120,000
Salary by years in quality and job title

(Continues
for U.S. respondents / Table 1 (Continued)through p. 39)
Minimum
No experience
Maximum
Standard
deviation
$80,000
$129,000
$22,218
Count
4
Mean
Median
$97,800
$84,000
45,000
Less than 1 year

Analyst
28,000
77,800
19,915
50,114
1-3 years
31,200
125,000
20,705
34
58,488
52,000
3.1-6 years
36,000
121,000
21,463
32
63,715
60,000
6.1-10 years
15,000
113,800
21,554
34
66,035
63,000
10.1-20 years
35,000
141,000
24,860
45
77,537
80,000
More than 20 years
32,000
125,483
22,996
19
85,262
88,000
No experience
25,200
80,000
22,681
52,515
47,860
Less than 1 year

Associate
26,000
45,000
6,978
37,216
38,000
1-3 years
26,000
94,000
21,410
17
49,206
40,000
3.1-6 years
27,000
79,763
13,330
14
54,164
52,400
56,000
6.1-10 years
36,400
75,000
14,490
14
56,146
10.1-20 years
60,000
105,000
14,432
78,056
77,000
More than 20 years
39,000
90,000
19,955
64,250
56,000
51,000
Less than 1 year
Auditor
40,000
86,716
20,532
61,683
1-3 years
36,000
155,000
33,945
10
66,008
54,080
3.1-6 years
31,341
160,000
26,788
31
60,670
51,492
6.1-10 years
30,000
112,000
19,324
37
70,194
72,000
75,000
10.1-20 years
26,500
200,000
26,850
70
75,464
More than 20 years
17,000
153,200
27,424
43
88,132
90,000
134,400
134,400
134,400
134,400
No experience
Less than 1 year
Black Belt
90,000
90,000
90,000
90,000
1-3 years
48,700
112,000
21,442
80,213
76,000
3.1-6 years
58,000
127,000
17,572
22
88,858
87,000
88,305
6.1-10 years
60,000
177,000
26,402
28
98,556
10.1-20 years
45,000
120,000
15,659
40
92,582
93,500
More than 20 years
66,000
145,000
23,120
21
99,222
96,400
Table 1 includes results for: xFull-time employees, Parttime employees, xU.S.employees, Canadianemployees,
Sponsored by
2012
QP
Salary

for U.S. respondents / Table 1 (Continued)
Minimum
1-3 years
Maximum
$40,000
$40,000
Survey
Standard
deviation
Count
1
Mean
Median
$40,000
$40,000
3.1-6 years
40,000
62,000
$15,556
51,000
40,000
6.1-10 years
33,000
85,000
20,695
57,600
50,000
10.1-20 years
53,000
55,000
1,414
54,000
53,000
More than 20 years
30,000
70,000
15,814
54,158
61,445
Less than 1 year
Calibration
technician
54,000
54,000
54,000
54,000
3.1-6 years
Champion
61,000
89,000
19,799
75,000
61,000
6.1-10 years
79,909
90,000
7,135
84,955
79,909
10.1-20 years
More than 20 years
75,563
112,000
15,885
96,641
94,000
140,000
140,000
140,000
140,000
Less than 1 year
Consultant
55,000
100,000
24,214
82,667
93,000
1-3 years
25,000
211,200
46,767
13
88,631
79,000
3.1-6 years
50,000
145,000
26,654
12
90,904
84,000
61,678
130,000
22,932
15
95,250
97,000
68,000
300,000
39,243
39
113,196
109,000
More than 20 years
65,000
250,000
43,126
30
120,896
111,000
No experience
37,500
37,500
37,500
37,500
Less than 1 year
40,000
110,000
29,338
60,193
45,349
1-3 years
Coordinator
6.1-10 years
10.1-20 years
31,512
70,000
11,695
26
50,494
51,000
3.1-6 years
32,000
80,000
12,650
23
50,252
48,000
6.1-10 years
28,000
117,000
21,559
22
57,932
49,545
10.1-20 years
33,000
122,850
20,160
44
58,194
49,000
More than 20 years
32,800
162,000
33,231
21
73,752
67,000
Less than 1 year
69,380
96,000
18,823
82,690
69,380
1-3 years
154,000
35,422
18
96,097
93,000
34,000
230,000
38,300
39
111,422
105,000
6.1-10 years
48,000
205,000
40,074
44
110,045
100,000
10.1-20 years
49,000
235,000
32,573
167
118,857
117,000
More than 20 years
55,000
265,000
36,349
212
125,581
122,000
1-3 years
Director
35,000
3.1-6 years
41,000
83,000
21,442
64,500
69,500
3.1-6 years
74,000
93,000
9,539
84,000
85,000
6.1-10 years
54,000
90,000
25,456
72,000
54,000
10.1-20 years
47,000
130,000
30,698
10
82,995
75,000
More than 20 years
61,000
188,000
34,159
14
91,859
78,000
No experience
Educator/instructor
54,590
54,590
54,590
54,590
Less than 1 year

Green Belt
57,600
86,000
20,082
71,800
57,600
1-3 years
45,900
70,000
9,330
61,080
62,500
3.1-6 years
36,000
77,000
17,244
62,120
69,000
6.1-10 years
36,000
100,000
26,129
76,200
75,000
53,000
112,000
20,098
85,471
90,000
135,000
135,000
135,000
135,000
10.1-20 years
More than 20 years
December 2012 QP 37
Sponsored by

Minimum
Less than 1 year
1-3 years
Maximum
Standard
deviation
$35,000
$35,000
20,000
50,000
$9,527
Count
Mean
Median
$35,000
$35,000
11
36,243
38,000
3.1-6 years
26,000
90,000
17,609
19
45,757
39,676
6.1-10 years
30,000
102,000
19,535
17
52,298
45,000
10.1-20 years
22,000
120,000
20,693
37
53,889
52,000
More than 20 years
Inspector
31,000
86,000
14,064
25
55,017
54,000
No experience
54,750
156,000
40,354
111,095
89,500
Less than 1 year
38,000
144,000
32,917
14
76,713
70,000
1-3 years
28,850
120,500
23,897
66
73,816
72,000
3.1-6 years
34,000
173,000
26,548
124
83,043
79,800
6.1-10 years
Manager
39,520
300,000
30,100
178
87,061
84,000
10.1-20 years
26,830
501
93,986
92,000
214,400
26,970
496
96,212
92,000
71,000
71,000
71,000
71,000
3.1-6 years
28,000
130,000
34,852
82,468
87,809
6.1-10 years
75,000
143,000
18,276
16
105,783
103,000
10.1-20 years
50,000
175,000
25,627
26
113,310
110,000
More than 20 years
82,400
185,000
25,988
30
123,945
123,700
No experience
45,760
134,500
26,252
82,270
83,000
Less than 1 year

Process/
manufacturing/
project engineer
320,000
28,000
1-3 years
Master Black Belt
34,000
More than 20 years
55,000
120,000
24,334
78,143
70,000
1-3 years
27,000
110,000
23,194
22
67,532
62,000
3.1-6 years
41,756
135,000
23,873
31
81,158
73,000
6.1-10 years
44,000
148,000
23,432
26
82,258
79,000
10.1-20 years
26,500
180,300
27,067
42
85,825
84,000
More than 20 years
41,000
152,000
23,631
34
98,769
94,000
Less than 1 year
45,000
131,220
22,678
18
67,976
56,500
1-3 years
Quality engineer
25,000
124,000
17,646
57
67,182
64,500
3.1-6 years
33,000
156,000
18,753
91
73,307
72,400
6.1-10 years
32,500
136,000
18,111
121
75,465
75,000
10.1-20 years
136,500
20,655
244
79,767
79,000
37,500
185,000
23,800
233
87,659
84,500
No experience
98,000
98,000
98,000
98,000
Less than 1 year

Reliability/safety
engineer
32,000
More than 20 years
57,000
65,000
4,481
59,833
57,500
1-3 years
43,000
103,000
33,808
82,000
100,000
3.1-6 years
65,000
105,000
17,492
82,250
71,000
6.1-10 years
60,000
127,000
31,507
88,000
65,000
10.1-20 years
56,000
130,000
15,154
23
93,575
95,000
More than 20 years
75,000
173,000
24,279
24
119,704
115,000
Sponsored by
2012
QP
Salary

Minimum
No experience
Maximum
Survey
Standard
deviation
Mean
Median
$68,000
$68,000
98,847
94,694
$68,000
$68,000
Less than 1 year
94,694
103,000
$5,873
1-3 years
85,000
132,400
24,741
112,800
121,000
3.1-6 years
65,000
90,000
17,678
77,500
65,000
6.1-10 years
60,100
150,000
28,496
100,795
98,000
10.1-20 years
29,785
150,000
22,370
26
95,777
95,000
More than 20 years
60,000
185,000
27,905
20
110,441
102,000
No experience
Software quality
engineer
Count
60,100
85,000
17,607
72,550
60,100
Less than 1 year

Specialist
35,000
65,000
8,958
49,563
50,000
1-3 years
22,000
100,000
17,572
28
52,426
49,500
3.1-6 years
40,000
115,000
20,488
37
66,338
65,000
6.1-10 years
28,992
147,500
26,240
52
66,399
60,000
10.1-20 years
34,000
130,000
23,155
63
76,392
75,000
More than 20 years
38,988
160,000
27,323
68
86,970
87,000
No experience
60,000
87,500
14,050
71,875
60,000
Less than 1 year

Supervisor
43,000
75,000
13,786
58,125
52,000
1-3 years
30,000
115,000
22,508
13
58,538
54,000
3.1-6 years
40,000
91,000
14,292
29
60,973
58,000
6.1-10 years
34,000
90,000
13,749
27
61,152
62,000
10.1-20 years
42,500
135,000
20,502
57
74,974
75,000
More than 20 years
40,000
180,000
27,262
46
79,195
75,000
Less than 1 year
54,000
54,000
54,000
54,000
1-3 years
Supplier quality
engineer/
professional
34,000
88,000
17,288
58,925
52,500
3.1-6 years
60,000
122,000
14,369
19
80,662
76,000
6.1-10 years
57,000
115,210
16,680
28
84,132
80,000
10.1-20 years
37,000
135,000
19,680
52
83,931
82,000
More than 20 years
40,000
132,000
16,759
60
89,965
90,000
No experience
70,000
70,000
70,000
70,000
Less than 1 year
40,000
58,000
6,745
44,500
42,000
1-3 years
Technician
30,000
70,000
7,948
40
40,915
40,000
3.1-6 years
26,630
72,000
8,727
30
42,676
40,000
6.1-10 years
90,000
14,684
41
44,461
41,558
25,000
90,000
12,994
48
50,113
45,760
More than 20 years
31,200
104,900
14,227
45
53,112
50,000
1-3 years
70,000
240,000
69,506
154,827
150,000
3.1-6 years
90,000
195,000
35,519
127,838
106,704
6.1-10 years
90,000
233,500
39,759
10
133,875
125,000
10.1-20 years
52,000
300,000
48,728
40
138,844
140,000
More than 20 years
Vice president/
executive
22,000
10.1-20 years
60,000
427,250
71,394
68
165,533
150,000
Sponsored by
December 2012 QP 39

for Canadian respondents / Table 2 (Continues through p. 42)
(Continued)
Minimum
Maximum
Standard
deviation
Count
Mean
Median
$30,000
$30,000
$30,000
$30,000
3.1-6 years
50,000
60,000
$7,071
55,000
50,000
6.1-10 years
58,000
68,446
5,323
63,815
65,000
10.1-20 years
65,000
78,000
6,557
71,000
70,000
More than 20 years
42,000
42,000
42,000
42,000
3.1-6 years
62,848
62,848
62,848
62,848
6.1-10 years
50,000
60,000
5,033
55,333
56,000
10.1-20 years
38,000
38,000
38,000
38,000
Less than 1 year
44,000
44,000
44,000
44,000
3.1-6 years
25,000
78,000
24,061
56,250
50,000
6.1-10 years
63,000
67,500
3,182
65,250
63,000
10.1-20 years
42,000
120,000
33,022
81,341
80,000
More than 20 years
85,000
200,000
81,317
142,500
85,000
1-3 years
83,000
83,000
83,000
83,000
3.1-6 years
80,000
120,000
17,858
94,250
85,000
6.1-10 years
58,000
58,000
58,000
58,000
10.1-20 years
80,000
108,000
12,685
96,750
94,000
1-3 years
55,000
55,000
55,000
55,000
3.1-6 years
40,000
40,000
40,000
40,000
6.1-10 years
85,000
85,000
85,000
85,000
62,485
80,000
12,385
71,243
62,485
105,000
105,000
105,000
105,000
Less than 1 year

Analyst
Associate
Auditor
Black Belt
Calibration
technician
Champion
10.1-20 years
Less than 1 year
3.1-6 years
Consultant
115,000
115,000
115,000
115,000
6.1-10 years
100,000
100,000
100,000
100,000
10.1-20 years
150,000
150,000
150,000
175,000
175,000
175,000
175,000
Less than 1 year
41,000
53,000
8,485
47,000
41,000
1-3 years
34,000
66,000
12,720
52,600
50,000
3.1-6 years
39,500
65,000
18,031
52,250
39,500
6.1-10 years
62,000
92,000
15,535
74,667
70,000
10.1-20 years
45,000
150,000
29,509
11
75,000
62,000
More than 20 years
73,000
75,000
1,414
74,000
73,000
1-3 years
Coordinator
150,000
More than 20 years
85,000
85,000
85,000
85,000
3.1-6 years
Director
110,000
110,000
110,000
110,000
6.1-10 years
110,000
137,000
15,044
119,667
112,000
10.1-20 years
50,000
150,000
23,987
15
101,433
105,000
More than 20 years
86,000
225,000
47,451
10
131,251
104,510
Table 2 includes results for: xFull-time employees, Parttime employees, U.S.employees, xCanadianemployees,
Sponsored by
2012
QP
Salary

for Canadian respondents / Table 2 (Continued)
Survey
Minimum
Median
$75,000
$75,000
$75,000
$75,000
10.1-20 years
100,000
100,000
100,000
100,000
90,000
90,000
90,000
90,000
6.1-10 years
76,875
76,875
76,875
76,875
10.1-20 years
100,000
100,000
100,000
100,000
6.1-10 years
40,000
40,000
40,000
40,000
10.1-20 years
22,000
90,000
28,593
52,250
42,000
58,000
85,000
10,733
75,800
80,000
3.1-6 years
45,000
130,000
23,323
13
79,682
81,000
6.1-10 years
60,000
171,000
28,791
14
89,679
84,000
10.1-20 years
Manager
Mean
1-3 years
Inspector
Count
More than 20 years

Green Belt
Standard
deviation
3.1-6 years
Educator/instructor
Maximum
50,000
162,400
19,952
52
89,481
89,000
More than 20 years

Master Black Belt
52,000
192,000
30,640
37
97,590
89,000
10.1-20 years
120,000
120,000
120,000
120,000
More than 20 years
196,000
196,000
196,000
196,000
Less than 1 year
70,000
70,000
70,000
70,000
1-3 years
62,500
84,900
15,839
73,700
62,500
10.1-20 years
52,000
84,000
22,627
68,000
52,000
More than 20 years
70,000
114,000
24,846
85,333
72,000
Less than 1 year
70,000
70,000
70,000
70,000
1-3 years
65,000
65,000
65,000
65,000
3.1-6 years
65,000
65,000
65,000
65,000
6.1-10 years
45,000
100,000
16,204
66,625
63,000
10.1-20 years
50,000
105,000
16,865
19
76,585
70,000
More than 20 years
47,500
98,000
17,235
70,643
75,000
Reliability/safety
engineer
3.1-6 years
75,000
75,000
75,000
75,000
6.1-10 years
87,000
87,000
87,000
87,000
Software quality
engineer
6.1-10 years
80,000
80,000
80,000
80,000
10.1-20 years
67,000
67,000
67,000
67,000
No experience
62,000
62,000
62,000
62,000
1-3 years
54,500
54,500
54,500
54,500
3.1-6 years
42,640
72,000
20,761
57,320
42,640
6.1-10 years
50,000
55,000
2,887
51,667
50,000
10.1-20 years
52,000
150,000
31,093
78,333
65,000
More than 20 years
48,000
120,000
28,952
86,300
78,500
No experience
85,000
85,000
85,000
85,000
10.1-20 years
40,000
92,000
17,916
64,167
66,000
More than 20 years
97,000
97,000
97,000
97,000
Process/
manufacturing/
project engineer
Quality engineer
Specialist
Supervisor
Sponsored by
December 2012 QP 41

for Canadian respondents / Table 2 (Continued)
Minimum
Maximum
Standard
deviation
Count
Mean
Median
$40,000
$40,000
76,000
707
75,500
75,000
More than 20 years
89,000
102,000
9,192
95,500
89,000
37,000
37,000
37,000
37,000
56,000
60,000
2,828
58,000
56,000
6.1-10 years
50,000
50,000
50,000
50,000
More than 20 years

Vice president/
executive
$40,000
75,000
3.1-6 years
Technician
$40,000
10.1-20 years
1-3 years
Supplier quality
engineer/
professional
3.1-6 years
50,000
50,000
50,000
50,000
60,000
225,000
67,623
138,750
130,000
150,000
190,000
28,284
170,000
150,000
10.1-20 years
More than 20 years
Years of experience in quality by job title/Figure 4

Job title (average salary)
Vice president/executive ($152,237)
52.3
Calibration technician ($53,970)
30.8
47.4
Director ($119,408)
42.1
44
Educator/instructor ($84,546)
Master Black Belt ($112,946)
34.6
43.8
35.7
Software quality engineer ($101,040)
41.9
26.4
Supervisor ($70,094)
25.8
37.6
34.8
38.4
24.4
25.6
Inspector ($55,467)
33.3
31.9
26.8
Specialist ($72,261)
28
31
30.5
Consultant ($106,798)
26.6
36.2
32.3
Quality engineer ($79,506)
29.1
35.9
35.8
Supplier quality engineer/professional ($84,381)
25
32.9
37.5
Manager ($91,852)
21.4
31.3
38
Reliability/safety engineer ($99,908)
16.9
10.5
49.2
31.7
22.7
42.8
33.6
43.6
Auditor ($74,138)
22.1
Technician ($46,897)
21.2
22.6
56.1
Process/manufacturing/project engineer ($84,166)
20
24.7
55.3
Black Belt ($93,946)
17.4
Coordinator ($57,718)
35.9
33.1
14.6
Associate ($56,246)
11.3
Analyst ($69,279)
Green Belt ($74,173)
76.1
25.7
63.4
40
50
26.9
20%
10 or fewer years
Figure 4 includes results for: xFull-time employees,

xParttime employees, xU.S.employees,
xCanadianemployees,
54.9
12.7
10
3.8
49.6
30.6
10.9
Champion ($90,047)
42.1
Sponsored by
69.2
40%
60%
10.1 to 20 years
80%
100%
More than 20 years
2012
QP
Salary

Section 4. Salary by ASQ and RABQSA

International Certification
Survey
Certainties With
Certifications
Last year, the QP Salary Survey report highlighted the
These are the most statistically significant in the figure.
value of certifications that are closely matched to ones
Table 1 (p. 44) shows selected ASQ certifications
job title. Viewing things more generally, this years
with the percentage of U.S. and Canadian respondents
survey results tell the same story as in most previous
holding each certification. Table 2 (p. 45) shows the
years: Any ASQ certification is associated with a higher
same information for selected RABQSA International
salary, but salaries are even higher for those who hold
certifications.
Table 3 (p. 46) shows the salary premium earned by
more than one certification.

Figure 1 shows average salaries for U.S. respon-
holders of specific ASQ certifications in certain job cat-
dents by the number of ASQ certifications they hold.
egories. These pairings were selected in the detailed
Similar charts in past years have shown a steady up-
analysis that went into the feature article accompany-
ward trend in salaries as the number of certifications
ing the 2011 QP Salary Survey and were chosen based
increases. This year, however, theres a blip: Those
on their high statistical significance. Please refer to
who held four certifications had lower average salaries
that article at http://asq.org/quality-progress/2011/12/
than those who held three or even two certifications.
salary-survey/land-the-big-one.html for more detail
Note that only 2.49% of respondents held four certifications. This is a relatively small number of data
and for insight into how to use certifications strategically in your career.
points, and the number may be skewed downward by
Table 4 (p. 47) shows average salaries for U.S. re-
a few low salaries. The bulk of respondents, making up
spondents by job title and ASQ certification held. Table
more than 95% of the total, hold up to three ASQ certi-
5 shows the same information for Canadian respon-
fications, represented by the first four bars in Figure 1.
dents.
Salary by number of ASQ certifications held

by U.S. respondents/Figure 1
Average salary
$150,000
$100,000
93,291
91,837
None
One
Two
Three
(43.94%) (33.51%) (12.48%) (6.05%)
Four
(2.49%)
84,760
85,268
92,569
98,694
102,809
$50,000
0
Five Six or more

(0.72%) (0.8%)
Number of ASQ certications

Figure 1 includes results for: xFull-time employees, xParttime
employees, U.S.employees, Canadianemployees, Internationalemployees
Sponsored by
December 2012 QP 43
Money Talks
What do you like best about working in quality?
In all of my jobs, I have tried to improve

work dynamics and efficiency. Working to
improve things is in my DNA.
Mike Halbirt
Internal auditor
Salem-Keizer School District
Salem, OR
The bulk of
respondents,
making up more
than 95% of the
total, hold up
to three ASQ
certifications.
Percentage of respondents holding

ASQ certifications / Table 1
2012
2010
2008
Certified quality auditor
22.9%
24.1%
24.2%
Certified quality engineer
20.4
23.7
21.6
Certified manager of quality/organizational

excellence
12.6
13.7
12.6
Certified Six Sigma Black Belt
8.3
6.8
Certified quality technician
6.3
7.4
Certified Six Sigma Green Belt
6.1
5.2
3.6
Certified quality improvement associate
4.4
3.7
3.8
Certified quality inspector
3.5
3.9
Certified reliability engineer
2.5
3.1
2.5
Certified software quality engineer
2.2
2.5
2.6
Certified quality process analyst
1.3
1.2
0.7
Certified calibration technician
1.3
1.3
1.2
Certified biomedical auditor
1.2
0.8
0.7
Certified HACCP auditor
0.9
0.6
Certified Six Sigma Master Black Belt
0.5
Certified pharmaceutical GMP professional
0.4
0.4
44.4
40.9
43.1
None
Table 1 includes results for: xFull-time employees, xParttime employees,

GMP = good manufacturing practice.
HACCP = hazard analysis and critical control point.
Sponsored by
Calculated
Queries
$$$$$$
Check out QPs

updated online
salary calculator
for quick results
and comparisons.
The calculator
lets you choose from several
variables so you can pinpoint a
specific salary figure. It also lets
you get a broader view of average
salaries by comparing categories
to one another.
Access the tool at
www.qualityprogress.com/
salarysurvey.
2012
QP
Salary
holding RABQSA
certifications / Table 2 (Continued)
Certification
Percentage
Survey
Money Talks
Quality management systems (QMS) lead auditor
5.95%
Internal auditor
4.74
Qms auditor
2.01
As9100 auditor
1.69
Environmental system lead auditor
0.82
Qms provisional auditor
0.78
Rabqsa integrated process control (ipc) QMS

lead auditor
0.61
As9100 aerospace experience auditor
0.45
Management system certification body lead auditor
0.45
Environmental system auditor
0.43
AS9100 aerospace industry experienced auditor
0.35
Rabqsa ipc qms auditor
0.28
Qms associate auditor
0.22
Occupational health and safety (OHS) lead auditor
0.20
Qms principal auditor
0.20
AS9110 auditor
0.19
Food safety auditor
0.19
Food safety lead auditor
0.19
Certification
Haccp practitioner auditor
0.17
Certified wind farm Australia auditor
0.02
Management consultant
0.15
Disability services audit personnel certification
0.02
Ohs auditor
0.15
Environmental system associate auditor
0.02
Management system certification body provisional

auditor
0.11
Environmental system business improvement

auditor
0.02
Skill examiner
0.11
Food safety associate auditor
0.02
AS9110 aerospace experience auditor
0.09
Haccp practitioner associate auditor
0.02
Laboratory assessor
0.09
Haccp practitioner business improvement auditor
0.02
Professional trainers
0.09
Information security management systems auditor
0.02
Food safety principal auditor
0.07
0.07
Management system certification business

improvement
0.02
Laboratory lead assessor

Management system certification body auditor
0.07
National food safety auditor
0.02
Environmental system provisional auditor
0.06
Ohs associate auditor
0.02
Haccp practitioner lead auditor
0.06
Responsible care management systems auditor
0.02
Laboratory associate assessor
0.06
Responsible care management systems lead auditor
0.02
Management system certification body principal

auditor
0.06
Safe design professionals certification
0.02
Ohs provisional auditor
0.06
Apiq auditor
0.04
AS91100 aerospace industry experienced auditor
0.04
Ohs principal auditor
0.04
Qms business improvement auditor
0.04
Aged care professional
0.02
Cala laboratory lead assessor
0.02
Sponsored by
What do you like best about working

in quality?
Pride in doing the right
thingalways.
Kristina Skowronek
Quality assurance manager
Boiron USA
Newton Square, PA
holding RABQSA
certifications / Table 2 (Continued)
Percentage
Security management systems auditor
0.02
None
85.10
Table 2 includes results for: xFull-time employees,

xParttime employees, xU.S.employees,
xCanadianemployees, Internationalemployees
APIQ = Australian Pork Industry Quality Assurance Program.
CALA = Canadian Association of Environmental Analytical
Laboratories.
December 2012 QP 45
Money Talks
All 24 in 1
The entire QP
What do you like best about

working in quality?
QP
Salary Survey,
comprised of the four sec-
Nothing is more rewarding than
tions printed in this issue and
tackling the chronic efficiency
20 posted online, is available
killers, bringing the appropriate
in one PDF file.

Download individual
team together, finding the root

cause, developing a realistic
sections or all 24 sections
solution, and implementing
bundled in one when you visit
and motivating the necessary
a special webpage developed
change.
for this annual report:

www.qualityprogress.com/
salarysurvey.
Matthias Batlogg
Quality manager
Nuclear power plant division
Erne Fittings GmbH
Schlins, Austria
Differences in salary for ASQ

certification / Table 3
Job title
Certification
Salary premium
Supervisor
$13,004
Auditor
Certified calibration technician
Manager
Certified manager of quality/

organizational excellence
8,943
Quality engineer
Certified manager of quality/

organizational excellence
11,661
Auditor
24,708
Manager
Certified reliability engineer
14,434
Supplier quality engineer/

professional
Certified quality engineer
14,434
8,116
15,944
8,767
Table 3 includes results for: xFull-time employees, xParttime employees,

Sponsored by
This years survey

results tell the
same story as
in most previous
years: Any ASQ
certification is
associated with
a higher salary,
but salaries are
higher for those
who hold more than
one certification.
2012
QP
Salary
Survey
Salary by ASQ certification and job title

for U.S. respondents / Table 4 (Continued on P. 48)
Certified
Certified
biomedical calibration
auditor
technician
Certified
HACCP
auditor
Certified
Certified
pharmaceumanager of
tical GMP
quality
professional
Certified
quality
auditor
Certified
quality
engineer
Certified
quality
improvement
associate
$102,852630
$105,86021
$90,5081,166
$94,2441,027
$69,697226
76,16933
83,00820
73,05111
72,615
77,000
55,07013
United States
$98,56960
$64,97462
$90,06543
Analyst
40,0001
Associate
85,8074
30,0001
Black Belt
Champion
Consultant
Coordinator
All respondents
Auditor
Director
88,53812
85,000
58,000
72,6005
80,8689
79,6673
75,000
96,874
108,5002
108,0001
102,5001
122,16010
108,0001
108,36715
120,89315
47,0002
47,0001
59,8673
45,0001
60,10029
77,4177
61,52210
142,600
115,000
123,611
123,948
13
108
77,385117
89,85715
60,02014
102,081
172,000
10
95,632
65,0002
119,744
16
24
53,9073
112
126,758
78
103,5004
55,19220
103,18112
Educator/instructor
64,6001
90,7564
70,0004
86,1205
79,2003
Green Belt
92,000
94,000
85,000
53,0001
Inspector
55,0001
75,0001
75,0001
68,53516
48,7504
38,0007
Manager
99,178
82,842
90,447
99,177
106,800
95,097
97,208
81,85852
123,30011
96,375
89,970
Master Black Belt
21
11
16
255
363
275
115,07010
121,36916
91,369
90,55336
69,3684
84,118330
71,11424
Process/manufacturing/
project engineer
80,000
45,000
Quality engineer
86,12617
77,3129
101,6673
90,03379
Reliability/safety
engineer
43,0001
99,5004
88,1506
105,30015
Software quality
engineer
98,5002
99,9205
98,3258
97,6956
87,0001
Specialist
103,5002
58,6005
83,5543
86,54622
60,1001
74,19880
87,26328
50,79418
Supervisor
67,667
68,000
86,820
62,000
80,352
83,044
62,73314
82,3333
Supplier quality
engineer/professional
Technician
139,0003
12
18
75,0001
19
84,923181
38
33
49,46816
127,0001
92,06725
132,0001
88,23662
88,66978
88,8577
54,0001
44,5004
48,00419
49,50810
44,83114
112,2001
144,26229
132,0001
146,00826
149,69724
115,8405
Sponsored by
December 2012 QP 47

Certified
quality
inspector
Certified
Certified Certified
Certified Certified Certified Certified
quality
Six Sigma software
quality
reliability Six Sigma Six Sigma
process
Master
quality
technician engineer Green Belt Black Belt
analyst
Black Belt engineer
None
United States
All respondents
$71,891176 $71,93766
$67,296312 $111,050126 $100,642403 $84,701308 $119,88025 $106,163111 $84,5551,999
Analyst
62,4001
62,8997
52,2007
92,2777
Associate
45,000
48,027
51,972
Auditor
65,7504
89,0005
53,5637
Black Belt
68,382
61,210
98,4673
80,0195
95,255
98,488
89,7512
69,65551
98,833
93,77438
70,0001
45,5006
Champion
140,0001
109,1883
Consultant
78,000
129,250
129,346
98,693
Coordinator
65,2504
123,917
53,7104
56,5009
59
13
64,0001
140,000
108,295
146,900
120,0001
120,0001
104,0001
98,3333
10
65,7333
46,4415
187,500
250,000
77,9856
1
100,95653
46,0002
58,31777
124,375
136,500
97,5004
87,71418
71,499
73,5005
53,0834
99,937
96,286
91,333
111,789
40
116,812
67,300
10
126,179
17
105,000
65,17881
52,82133
98,1112
1
39,3333
111,353
63,54620
Director
109,361
78,32312
109,361
16
119,424231
Educator/instructor
Green Belt
Inspector
70,52825
42,0001
49,28015
Manager
85,677
81,103
79,125
112,827
162,0001
156,0001
140,5002
129,2504
113,64632
82,4001
121,2504
89,500
58,125
104,367
92,244
82,994
108,500
Quality engineer
67,51039
64,5569
67,14763
93,40918
87,37647
75,16757
82,0001
Reliability/safety
engineer
106,67434
97,5002
83,7002
107,6814
93,35819
Software quality
engineer
104,8002
114,6001
91,5003
102,02040
102,14716
78,0001
125,1005
68,809106
117,205
63,93675
Master Black Belt

project engineer
43
13
74
29
112
32
16
82
24
50,49747
24
87,783595
112,61425
95,99115
81,32561
75,998248
Specialist
54,0003
59,9005
55,76821
105,5002
94,6229
68,16712
Supervisor
61,250
62,360
70,521
118,000
85,000
80,556
Supplier quality
78,6005
109,9002
78,50018
96,4136
98,4569
86,83610
88,3333
95,6673
79,93040
Technician
47,98928
48,0006
49,33349
50,0002
45,4206
55,0001
45,921105
208,0002
115,55012
101,0405
147,6673
10
Vice president/executive 148,6002
112,2001
16
118,7333
157,32664
Total Package
All sections printed in this issue of QP, as well as the other
20 sections of the survey report, are available online in PDF
format at www.qualityprogress.com/salarysurvey. You can scan
this quick response (QR) code with a QR reader or scanner application
on your smartphone to connect to this years QP Salary Survey.
Sponsored by
QP
2012
QP
Salary
Survey

for Canadian respondents / Table 5 (Continues on p. 50)
Certified
Certified
biomedical calibration
auditor
technician
Certified
HACCP
auditor
Certified
Certified
pharmaceumanager of
tical GMP
quality
professional
Certified
quality
auditor
Certified
quality
engineer
Certified
quality
improvement
associate
Canada
$96,0001
$99,6676
$61,3499
$94,23042
$82,6673
$87,00356
$83,69861
$66,96510
Analyst
70,0001
42,0001
30,0001
Associate
57,616
56,000
38,0001
Auditor
50,0001
108,0001
86,6673
Black Belt
All respondents
101,000
67,5001
101,0002
47,500
Champion
62,4851
82,5002
82,5002
62,4851
Consultant
115,0001
Coordinator
39,5003
69,5004
63,0002
Director
125,7504
99,5638
130,4005
85,0001
Educator/instructor
Green Belt
Inspector
40,0001
Manager
96,000
90,333
85,162
89,998
90,920
23
88,000
22
24
90,0533
Master Black Belt
project engineer
70,0001
70,0001
90,0003
70,0001
Quality engineer
70,0001
73,3333
63,7545
72,35620
73,0001
Reliability/safety
engineer
Software quality
engineer
Specialist
42,6401
74,2502
52,0001
95,2504
110,0002
Supervisor
Supplier quality
89,0001
82,0002
95,5002
Technician
60,0001
182,5002
225,0001
140,0001
Sponsored by
December 2012 QP 49
2012
QP
Salary
Survey

for Canadian respondents / Table 5 (ContinueD)
Certified
quality
inspector
Certified
Certified Certified
Certified Certified Certified Certified
quality
Six Sigma software
quality
reliability Six Sigma Six Sigma
process
Master
quality
technician engineer Green Belt Black Belt
analyst
Black Belt engineer
None
Canada
$89,40110
$78,4725
$69,24626
Analyst
70,0001
Associate
All respondents
$104,9005
$91,45826
$84,39816
42,0001
50,0001
90,714
93,000
$89,2077
$88,065160
68,4461
65,2005
83,9638
89,0002
Auditor
42,000
Black Belt
94,000
Champion
Consultant
Coordinator
70,0001
70,0001
Director
1
1
170,000
105,000
$113,3333
115,000
110,000
150,000
85,000
115,000
150,000
108,000
141,6673
71,00016
112,76715
Educator/instructor
100,0001
88,3333
Green Belt
88,4382
Inspector
42,0001
Manager
74,010
93,360
78,719
86,250
Master Black Belt
project engineer
Quality engineer
11
123,333
77,000
73,0001
73,0001
55,3005
Reliability/safety
engineer
Software quality
engineer
Specialist
87,893
95,000
93,000
55,6673
2
92,72464
158,0002
68,450
84,000
66,2502
72,4297
61,5002
71,70010
87,0001
75,0001
73,5002
48,0001
56,5002
150,0001
75,0001
75,0001
70,95511
Supervisor
55,000
92,000
73,0005
Supplier quality
58,0002
56,0001
56,0001
53,0002
43,5002
225,0001
132,5004
Technician
Sponsored by
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Get Them
In the Game
Emphasize
employee
involvement
to lift your
organization
by Carlotta S. Walker
In 50 Words
Or Less
An engaged workforce
is a crucial aspect of
any quality-focused
organization.
Ensuring employees are
engaged in the workplace means getting
them involved in making
key decisions.
Doing so will result in
an empowered staff
focused on making the
organization the best it
can be.
Best Practices
A High-Performance,
quality-oriented workforce is integral to
the creation of a sustainable competitive advantage for any organization in
any sector. Unfortunately, employees
often lack the enthusiasm and motivation needed to facilitate quality improvement, and this leads to employee
attrition.1
The key to developing a high-performance, quality-oriented workforce
is maintaining a high level of employee
engagement. The importance of this
can be illustrated by examining something everyone is familiar withthe
fast-paced, dynamic, quality-oriented
environment of quick-service restaurants (QSR), more commonly referred
to as fast-food restaurants.
December 2012 QP 53
QSRs are food-service establishments with limited
Engagement advantage
service and menu offerings. They typically offer drive-
Employee engagement is the extent of workforce com-
through services, wherein the restaurants customers
mitment, both emotional and intellectual, to accom-
place and pick up their orders in their vehicle.
plishing the work, mission and vision of the organiza-
Most QSRs do not offer liquor, beer or wine, and
tion.5 Fostering a high level of employee engagement
they rely heavily on their narrow menus to attract
is a significant advantage to any organization because it:
price-sensitive consumers through top-of-mind and
Replaces an adversarial mentality with trust and co-
impulse purchases. But theyre extremely successful

at capitalizing on consumers desire for fast service, a
clean and crisp ambiance, and accurate orders.
The QSR industry is a segment of the broader res-
operation.
Allows employees to develop skills and leadership
capabilities.
Increases employee morale and commitment.
taurant industry. In 2011, the industry as a whole gen-
Fosters competitive advantage.
erated $604 billion in revenue in more than 960,000
Helps people understand quality principles.
locations worldwide. The restaurant industry also em-
Allows employees to resolve issues immediately.
ployed about 12.8 million people in 2011.2
Improves quality and productivity.6
The effectiveness and efficiency an experienced

employee develops is not easily replaced.
But employee attrition rates in the restaurant sector
Employee engagement is a significant factor in driv-
are high in relation to other industries in the private
ing organizational sustainability, success and competi-
sector. According to the Nations Restaurant News, up
tive advantage, and is demonstrative of the relation-
to 50% of the staff at any QSR will turn over each year.3
ship between the employee and employer.7 Employees
The high attrition rates in the QSR industry may be at-
who exhibit high levels of organizational engagement
tributed to low levels of employee engagement within
are:
the organization.
Committed to helping the organization succeed.
High turnover rates are considered the norm in the

QSR industry and other subsegments of the broader res-
Energetic and creative in their efforts to satisfy customers and deliver results.
taurant industry. Perhaps it wouldnt be so accepted if
Satisfied with working for their organization.
the industry realized just how much turnover adversely
Able to resolve issues in a timely fashion.
affects product quality and customer service at the
Action-oriented.
store level. Thats because the level of product quality
Vested in the success of the organization.8
and customer service typically deteriorates during the

training and acclimation periods for new employees.
Furthermore, employee engagement is a vast

construct built on the foundation of other major HR
In addition to the indirect impact employee engage-
management constructs, such as job satisfaction, or-
ment has on a QSRs bottom line, employee engage-
ganizational citizenship behavior and employee com-
ment also has a direct impactit costs QSR organiza-
mitment.9 But employee engagement is much broader
tions an estimated $1,750 to replace each employee
in scope than the aforementioned HR management
who leaves the organization.4
constructs because it correlates directly with job per-
Ultimately, the effectiveness and efficiency an expe-
formance.
rienced employee develops over a period of time is not

easily replicated by newly hired employees. It follows,
Getting involved
then, that increasing the level of engagement of QSR
The primary factor that affects employee engagement
employees will decrease turnover, leading to improved
is employee involvement, which refers to any activity
product quality and customer service, thus creating a
by which employees participate in work-related deci-
competitive advantage for the organization.
sions and improvement activities, with the objectives
Best Practices
of tapping the creative energies of all employees and

improving their motivation.10
Its critical for leaders to continually measure employee engagement because of how vital it is to the
There are eight levels of employee involvement that
organizations success. They can accomplish this by
lie on a continuum ranging from leaders sharing infor-
administering an employee opinion survey, which can
mation with subordinates to subordinates making de-
most effectively assess employee engagement with
cisions and resolving issues autonomously:
help from a five-step survey process:
1. Information sharing.
1. Prior to administering the survey, provide a summa-
2. Dialogue.
ry of the results of the previous employee engage-
3. Special problem solving.
ment survey.
4. Intragroup problem solving.
2. Discuss prior results with the entire staff.
5. Intergroup problem solving.
3. Allow 15 minutes for the employee to complete the
6. Focused problem solving.

7. Limited self-direction.
8. Total self-direction.11
Returning to the QSR world, the level of employee
involvement is minimal at best. Employees are almost
questionnaire in a quiet area.

4. Analyze results of the survey and review the results
with the entire staff, allowing ample time for questions and answers.
5. Review any unexplainable survey results.14
never involved in the problem-solving process because
In addition to this five-step approach, leaders also
the system dictates they must defer to managers when
can deploy tools to predict the propensity of potential
problems arise.
employees engagement, which will increase the orga-
In addition, the dialogue within QSR organizations

is often one-sided because employees are never asked
nizations likelihood of hiring employees who are predisposed to being engaged in the workplace.
for their input at the store level of the organization.

They are never self-directed, and information sharing
Core functions
in QSRs is usually limited to notes posted on a break
Another useful strategy involves core self-evaluation
room bulletin board.
(CSE), which refers to a subconscious belief that
The limited level of employee involvement in a QSR
affects the way a person regards him/herself and the
has an adverse effect on the level of employee engage-
environment. Its a higher-order personality trait that
ment, which may lead to increased employee turnover
consists of four facets: self-esteem, locus of control,
and, more importantly, poor product quality and cus-
generalized self-efficacy and emotional stability versus
tomer service.
neuroticism.15
Measuring engagement
employee engagement, so it follows that if CSE mea-
Measuring employee engagement is integral to the suc-
surements are integrated into the selection process,
cess of quality-oriented organizations because the data
leaders will be able to select individuals with higher
gathered are useful in determining the effectiveness
levels of CSE, thus increasing the likelihood of employ-
of work systems in contributing to an organizations
ing an engaged workforce. This makes the criterion of
strategic objectives.12 Measuring employee engage-
CSE as crucial during the selection process as educa-
ment also provides a foundation on which deficiencies
tion level and practical experience.
CSE has been found to be positively correlated with
can be improved.
There are two types of outcome measures that can
Ensuring an engaged workforce, however, takes

more than selecting the right criteria during the inter-
be derived from employee engagement assessments:
view process. There are two primary ways in which
1. Hard measures consist of items such as the number
leaders can improve employee involvement, thereby
of teams that were formed, the rate of growth, employee turnover and absenteeism.
increasing employee engagement:

1. Make employees an integral part of the
2. Soft measures are items such as the perception
decision-making process. Rather than announcing
of teamwork, perceptions of management effec-
key strategic changes using notes on a bulletin board,
tiveness, engagement, satisfaction and empower-
leaders should schedule employee meetings to discuss
ment.13
proposed changes and solicit feedback. For example,
December 2012 QP 55
Best Practices
leaders could ask for feedback regarding new product
organizations can create a high-performance, quality-
offerings or service programs. Employees are more
oriented workplace that follows a cycle of success (see
likely to take pride in their work if they are involved in
Figure 1).
the decision-making process.
Employees are the face of any organization. Con-
2. Empower employees to make decisions
sequently, frontline employee engagement has just as
when addressing customer complaints. This allows
much of an impact on the organizations success as
employees to take action immediately, thus reducing
functional areas such as R&D because frontline em-
further customer dissatisfaction. If employees are giv-
ployees are directly charged with providing a product
en the autonomy to make decisions when remedying
and service to customers.
customer complaints, such as replacing a customers
Ultimately, organizations get only one opportunity
order or giving the customer a refund, they are placed
to make a first impression with exceptional product
in a position to immediately salvage the customers ex-
quality and customer service. When the workforce is
perience with the establishment.
comprised of engaged employees, it increases the likelihood of making a positive first impression on custom-
Key to success
ers, thus creating a competitive advantage that will be
Unequivocally, employee engagement is the key to cre-
difficult to rival. QP
ating and sustaining a high-performing, quality-oriented workforce. Engaged employees are the power that
propels organizations to greatness because engaged
employees are more committed to their organizations
mission and vision.
Engaged employees also outperform unengaged
employees in areas such as quality and service.16 By
continually engaging their employees, quality-focused
Cycle of success
/ figure 1
High
employee
involvement
Competitive
advantage
High
employee
engagement
Increased
organizational
success
References
1. Mike Bolton, Get Staff Involved in Quality Initiatives, Quality Progress,
February 2004, pp. 62-67.
2. National Restaurant Association, 2011 Restaurant Industry Pocket FactBook, www.restaurant.org/research/facts.
3. Linda Ray, Employee Turnover Statistics in Restaurants, Houston
Chronicle, http://smallbusiness.chron.com/employee-turnover-statisticsrestaurants-16744.html.
4. Jerry Newman, Tackling Turnover, QSR Magazine, www2.qsrmagazine.
com/articles/columnists/jerry_newman/124/turnover-1.phtml.
5. James R. Evans and William M. Lindsay, Managing for Quality and Performance Excellence, eighth edition, South-Western Cengage Learning, 2010.
6. Ibid.
7. Solomon Markos and M. Sandhya Sridevi, Employee Engagement: The Key
to Improving Performance, International Journal of Business and Management, Vol. 5, No. 12, pp. 89-96.
8. Amy Richman, Everyone Wants an Engaged Workforce: How Can You Create It? Workspan, Vol. 49, No. 1, pp. 36-39.
9. Newman, Tackling Turnover, see reference 4.
10. Evans and Lindsay, Managing for Quality and Performance Excellence, see
reference 5.
11. Jack D. Osborne, Linda Moran, Ed Musselwhite and John H. Zenger, SelfDirected Work Teams, McGraw-Hill, 1990.
12. Evans and Lindsay, Managing for Quality and Performance Excellence, see
reference 5.
13. Ibid.
14. John J. Lucey, The Impact of a Communications Strategy and Five-Step
Survey Process on the Improvement of Employee Engagement, Management Services, Vol. 53, No. 2, pp. 9-15.
15. Rania Shorbaji, Leila Messarra and Silva Karkoulian, Core-Self Evaluation:
Predictor of Employee Engagement, The Business Review, Vol. 17, No. 1,
pp. 276-283.
16. J.T. Kostman and William A. Schiemann, People Equity: The Hidden Driver
of Quality, Quality Progress, May 2005, pp. 37-42.
Decrease in
employee
turnover
Higher levels
of customer
service
Production
of quality
products
Carlotta S. Walker is a franchise field consultant

at Kumon North America in Troy, MI. She earned a
masters degree in HR administration from Central
Michigan University in Mount Pleasant. Walker is a
member of ASQ.
Special Advertising Section
Quality Leads,
Quality Employers,
Quality Jobs
The job hunt can be dauntingespecially knowing
where to start.
Looking for a progressive, quality-oriented company

that fits your skills and desires? Turn to ASQs
Recruitment Directory for your next dream job. With an
impressive, vast database of employers ready to add
you to their team, ASQ is the perfect place to find the
position that best matches your goals and experience.
MILWAUKEE SCHOOL OF ENGINEERING
INDUSTRIAL ENGINEERING
FACULTY
Milwaukee School of Engineering invites applicaons for a faculty posion

at the Assistant or Associate Professor level for Fall 2013 teaching in
the Industrial Engineering program within the Mechanical Engineering
Department.
This full-me faculty posion requires teaching primarily in the areas of
applied stascs, quality, Six Sigma, and reliability. Secondary areas of
interest include operaons research, data mining, and lean manufacturing.
This posion requires an earned doctorate in Industrial Engineering (or a
related eld), relevant industrial experience, and a strong interest in eecve
undergraduate teaching integrang theory, applicaons and laboratory
pracce. In addion to teaching dues, the successful candidate will be
expected to become involved with academic advising, course/curriculum
development, supervision of student projects, and connued professional
growth through a combinaon of consulng, scholarship, and research.
Excellent communicaon skills are required. The review of applicaons will
begin as they are received and connue unl the posion is lled.
Interested candidates should submit a resume/CV, statement of teaching
philosophy, and names of three references to:
Milwaukee School of Engineering

Human Resources
1025 North Broadway
Milwaukee, WI 53202
Email: work@msoe.edu
Your
Quality
Advisor
Are you in a bind at work? Are you looking to
clarify a term or methodology? Have you run
into a problem where nobody seems to have the
answer? Do you wish you had a quality mentor?
Someone you could turn to when you run into a
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You do.
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situation, question or problem to editor@asq.org,
and QPs subject matter experts will offer their
sage advice in our Expert Answers department.
MSOE IS AN EQUAL OPPORTUNITY/AFFIRMATIVE ACTION EMPLOYER
December 2012 QP 57
3.4 Per Million
BY Forrest W. Breyfogle III
No Specification? No Problem
Improving process performance when missing specifications
In a column earlier this year,1 I
provided a value-chain example, which
satellite-level metric reporting, which has
referenced a nine-step approach2 for
included metrics such as lead time, work
a similar format to 30,000-foot-level re-
determining an organizations long-lasting
in process (WIP) and profit margins. In
porting, except a financial measurement
operational metrics and how to decide
30,000-foot-level reporting, if the pro-
(such as profit margin) is being tracked.
where to focus improvement efforts
cesss individuals control chart has a re-
so the entire enterprise benefits. The
cent region of stability, you can conclude
Median and frequency
techniques provided enhancements to the
the process is predictable.
A useful approach for this no-specifica-
balanced scorecard method.3
The next obvious question is: What is
tion situation is to describe an estimated
predicted for the metric? To address this
median and an 80% frequency of occur-
create a business fundamental perfor-
in terms of percentage nonconformance,
rence for the stable regions of the process
mance map or value chain, which links
process capability and performance index
metric at the 30,000-foot level. With this
functional processes with performance
(Cp, Cpk, Pp and Ppk), or sigma quality
form of reporting, four out of five events
measures that can be tracked at the
level, a specification is needed. But many
are expected to occur in this range of
30,000-foot level.4-7
metrics dont have one.
values. This percentage value can be de-
Step two of this nine-step system is to
Through this approach, measurements
To get around this shortcoming, orga-
termined mathematically using a Z table

or a statistical computer program.
track quality, cost and time perfor-
nizations sometimes create targets and
mance of each function over time. If
analyze them as if they were specifica-
performance function is not satisfactory
tions. But this practice can yield decep-
proach. Figure 1 is an individuals control
relative to big-picture enterprise needs
tive results because targets are often
chart that indicates predictability (that
and desires, the process for creating that
subjective, and then you may be playing
is, a recent region of stability). Data from
metric will need improvement. With this
games with these objectives.
the latest stable region of the 30,000-foot-
approach, a business metric improvement
Thats why its important to know
Figures 1 and 2 illustrate this ap-
level control chart can be considered a
need can create a pull for process im-
how to deal with 30,000-foot-level metric
random sample of how you expect the
provement effort to enhance its measure-
reporting when there is no specification
process to perform in the future without
ment performance.
such as lead time and WIP. The follow-
any process improvement events. This is
ing techniques also can be applied to
shown in Figure 2.
A figure in my previous column8
With a histogram, as illustrated in

Figure 2, it is difficult to determine the
desired 10% and 90% area-under-the-curve
tailed values. Therefore, the reporting of
a median and 80% frequency of occurrence rate using a probability plot is a
better reporting alternative. This type
of presentation provides a good process
baseline from which desired improvements can be assessed. From this plot,
quick estimations also are available for
differing percentage and response levels.
This approach also can be applied to
non-normal distribution situations, which
often occur in transactional processes
in which zero is a lower bound. For ex-
Individuals control chart

indicates predictability /
No time
sequencing
of data
Figure 1
Assessing current process

performance / Figure 2
Time sequencing
of data
99
Percentage
Source: Forrest Breyfogle, Integrated Enterprise Excellence

Vol. IIIImprovement Project Execution: A Management and
Black Belt Guide for Going Beyond Lean Six Sigma and the
Balanced Scorecard, Bridgeway Books, Citius Publishing, 2008.
ample, the time to conduct a task cannot
results if nothing was
be a negative number. The only difference
done differently from
is that an individuals control chart for
During my term, we
probability distribution would need to
could assess whether
reflect this transformation (for instance,
our efforts to improve
lognormal).
attendance were ef-
50%
10%
ing creation process.
izing transformation, and the appropriate
90%
the previous meet-
single readings would need a normal-
95
90
80
70
60
50
40
30
20
10
5
1
Source: Forrest Breyfogle, Integrated Enterprise Excellence

Vol.IIIImprovement Project Execution: A Management
and Black Belt Guide for Going Beyond Lean Six Sigma and the
Balanced Scorecard, Bridgeway Books, Citius Publishing, 2008.
fective.
Tending to attendance issues
This situation does
About 15 years ago, when I became chair
not differ much from a metric that might
attribute response (a member attends a
of ASQs Austin Section, I thought section
be expected from business or service
specific meeting or does not) that can be
meeting attendance was important to
processes: A process exists that needs to
modeled using a binomial distribution.
address and chose an improvement in
be improved, but there are no real speci-
But if we could track how many mem-
this metric as a measure of success for
fication limits. Some organizations have
bers attended meetings as a continuous
my term.9
set a goal and used this as a specification
response, this could provide an easier to
The process of setting up and conduct-
limit to determine process capability and
understand and more actionable mea-
ing a professional society session meeting
performance indexes. But this should be
surement response.
with a program is more involved than you
avoided because the practice can yield
might think. Steps in this process include
questionable results, as noted earlier.
confirming a guest speaker and topic
What you would like is an alternative
The normal distribution can be used

to approximate a binomial distribution
when np and n (1-p) are at least five, with
selections, arranging a meeting room,
approach that can quantifyin easy-to-
n being the sample size, and p being the
finding ways to announce and promote
understand termshow the process is
proportion attending meetings. Because
the meeting, and addressing many other
performing and when an improvement
the ASQ Austin Section membership
tasks and issues.
was made.
was about 800 (n) during the baseline
To determine whether attendance
Most people attending a monthly ASQ
timeframe and the proportion of people
improved during my term, we needed a
section meeting are members of the local
attending meetings was between 4 and
baseline that would indicate expected
section, so attendance is technically an
8% (0.04 and 0.08), a normal distribution
December 2012 QP 59
3.4 per million

could be used to approximate meeting
attendance for these section meetings.
and other public media.
newsletter to every other month due to

recent cash-flow issues. Our focus was
Videotape programs for broadcast on

cable TV.
not trying to drive improved attendance
With this continuous response tracking approach, previous Austin section

meeting attendance could be reported at
is, do better because attendance is not
the 30,000-foot level, as shown in Figure
Arrange for door prizes for meeting
through the output measurement (that

meeting our goal).
attendees.
Send welcome letters to visitors and
new members.
The executive committee had some
3. The individuals control chart in this re-
Post job openings on the website and
port-out reveals the process has a recent
control over the implementation of
region of stability, so you can conclude
process changes but no direct control
the process is predictable.
over how many people actually decided
email notices to those who might be

interested.
to attend meetings. The proposed process
Based on this, capability and perfor-
Submit a From the Chair article to
mance metric statement can be made:
changes (many seem common today but
the newsletter chair on time so the
The estimated median section-meeting
werent in the late 1990s) we focused on
newsletter is mailed on time.
attendance is 45 with an 80% frequency
implementing with the executive commit-
of occurrence for attendance between 34
tee team were:
to June 30. There were no June, July and
and 57. If a larger attendance is desired
Work closely with the program chair to
August meetings. My term encompassed
The term of a section chair was July 1
than what is predicted, process improve-
define interesting programs and secure
meetings from September 1997 to May
ments are needed.
commitments from all presenters
1998. Figure 4 includes the baseline met-
before the September meeting.
rics attendance during my term.
Establishing a goal
Create an email distribution list for
The first meeting during my term
A stretch goal was set to increase
ASQ members and others. Send
had an out-of-control point to the bet-
monthly mean attendance by 50%. We
notices during the weekend before the
ter. In this meeting, there was a panel
knew the stretch goal was going to be
meeting.
discussion that had an unusually large
exceptionally difficult to meet because
Build a website.
number of attendees. This point was
we needed to reduce the frequency of our
Submit meeting notices to newspapers
excluded from the future estimate
Meeting attendance: September 1993-May 1997
/ Figure 3
Probability plot
Normal
I-chart
70
99
UCL = 69.68
Mean
StDev
N
90 AD
P-value
95
50
X = 45.14
40
Percentage
Attendance
60
80
50
50
20
30
7
/9
96
2/
13
6
10
/1
0/
/9
/9
14
3/
95
/9
11
3/
4/
/9
/9
/8
12
4
/9
12
5/
93
13
1/
9/
30
56.7
45.14
LCL = 20.59
20
33.58
10
5
9/
45.14
9.018
36
0.460
0.246
40
50
Attendance
60
70
Month
LCL = lower control limits
UCL = upper control limits
X = mean
The process is predictable. The estimated median is 45, with 80% of the occurrences from 34 to 57.
Meeting attendance: September 1993-September 1998

I-chart
120
Probability plot
Normal
99
2
1
Mean
StDev
N
90 AD
P-value
95
UCL = 78.9
60
X = 55.8
Percentage
80
55.75
7.046
8
0.450
0.200
50
50
20
5
20
40
9/
9
1/ /93
13
5/ /94
12
12 /94
/8
/9
4/ 4
3/
11 95
/9
3/ /95
14
10 /9
/1 6
0
2/ /96
13
9/ /97
11
/9
1/ 7
8/
5/ 97
13
/9
8
64.78
LCL = 32.6
55.75
10
40
46.72
Individuals value
100
80
/ Figure 4
50
60
Attendance
70
Month
LCL = lower control limits
UCL = upper control limits
X = mean
The process is predictable since the last process change (special cause condition not considered).
The estimated median attendance is 56, with 80% of the occurrences from 47 to 65.
A best estimate for the new process
because it was believed to be a special

cause. But leadership should consider
was there would be an average of 11
setting up this type of meeting in the
more people attending. Also, the vari-
future because it seemed like this
ability in attendance between meetings
program format could draw more at-
might have been reduced from 23 (57-34)
tendees than the norm.
to 18 (65-47) for 80% of the meetings.
The control chart indicated a shift

to greater attendance. Also, a t-test
What good metrics lead to
indicated a significant improvement in
It is important to have good metrics that
attendance during my tenure as section
lead to the 3Rs of business: Everyone do-
chair, which presumably was from our
ing the right things and doing them right
process improvement efforts. This level
at the right time.
of attendance could be expected in the
The described method for reporting
future if the new process was sustained
and improving process capability and
with future section chairs. Estimated
performance when there is no specifica-
values for previous and expected future
tion is a method that can help organiza-
attendance rates are included in Table 1.
tions achieve this objective. QP
Comparing processes
/ Table 1
Previous process
New process
Mean attendance
45
56
80% frequency of occurrence for attendance
34 57
47 65
REFERENCES
1. Forrest W. Breyfogle, Inputs Into Action, Quality Progress, January 2012, p. 52-55.
2. Forrest W. Breyfogle, Integrated Enterprise Excellence
Volume IIBusiness Deployment: A Leaders Guide for
Going Beyond Lean Six Sigma and the Balanced Scorecard, Bridgeway Books/Citius Publishing, 2008.
3. Robert S. Kaplan and David P Norton, The Balanced
.
ScorecardMeasures that Drive Performance, Harvard
Business Review, January-February 1992.
4. Forrest W. Breyfogle, Control Charting at the
30,000-foot-level, Quality Progress, November 2003, pp.
67-70.
30,000-foot-level, Part 2, Quality Progress, November
2004, pp. 85-87.
2005, p. 66-70.
2006, p. 59-62.
8. Breyfogle, Inputs Into Action, see reference 1.
9. Forrest W. Breyfogle, Integrated Enterprise Excellence
Volume IIIImprovement Project Execution: A Management and Black Belt Guide for Going Beyond Lean Six
Sigma and the Balanced Scorecard, Bridgeway Books/
Citius Publishing, 2008.
FORREST W. BREYFOGLE III is

president and CEO of Smarter Solutions Inc. in Austin, TX. He earned
a masters degree in mechanical
engineering from the University of
Texas. Breyfogle is an ASQ fellow and
recipient of the 2004 Crosby Medal.
December 2012 QP 61
Quality in the First Person
BY Julian D. Smith
Who Is the Customer?

Lean Six Sigma helps keep perspective during shopping debacle
the christmas season is a good time
we couldnt stop until it was complete.
begging for help. The store managers
to study processes because shopping
That day would have been exhausting, but
were somewhere, but they werent at the
provides a prime example. During this
think of the rest I could have enjoyed on
front of the store where the ugliness was
time, men tend to revert to a hunter-
the other designated shopping days.
occurring.
Now I can watch football!), while women
Cash register crisis
Six Sigma Master Black Belt mindset. The
have checked for sales and are diligently
Instead, there my wife and I were two
quickest way to fix this is to announce
searching for the optimum giftregard-
days before Christmas waiting in line at a
that all cash transactions can move to
less of the effort required to obtain it.
local clothing store. We had just found the
the front, I told my wife. I followed that
If you dont like these gender-asso-
perfect gift for our last grandchild, and we
thought up with, Everyone writing a
ciative remarks, shoppers come in other
were officially donethat is, as soon as
check can move to the front.
classifications, too. Some prefer to stop
we paid for the item and left the store.
At that point, I launched into my lean
gatherer state (Heres a gift! I am done!
at the store on the way to the event rather
The store was crowded, and the check-
In my mind, this would satisfy the

needs of the customeror at least the
than dedicate a long period of time to
out lines were long. We were about eight
customer I thought was most important:
shopping. Others shop in August, shop on-
to 10 people away from the register in our
me. I had cash in my pocket and a check-
line or give everyone gift cards. I actually
line. I was observing the activities around
book to boot. My needs could have been
advocated to my wife that we wait until
me and noticed the lady trying to check out
met immediately, but my wife gave me the
Dec. 24 to do all of our shopping, knowing
in the line next to ours had a massive order.
reality check. You know they arent going
When the final scan
to do that, she said in her patient tone.
was done, she swiped
And she was right. I had ignored the long
her credit cardand
list of other customers.
the stores entire

computerized checkout
More than meets the eye
system locked up. All of
They put blinders on horses that work in
the lines stopped. I saw
cities so they wont be distracted by see-
the woman put her head
ing whats going on around them. Thats
in her hands down on
how I saw the situation as the customer
the counter, and when
in the store that day. I didnt see the many
she picked her head up,
other customers in that situation, and
she was crying. I dont
thats unfortunate because first of all, I
know what her plans
know better, and secondly, I teach better.
were for after shopping,
In lean Six Sigma, we learn to develop
but if she had any, they
a suppliers, inputs, process, outputs and
were just ruined.
customers diagram early in the process. We
The mood of the
also know that a customer often becomes
store changed imme-
a supplier to the next customer, and some-
diately. The clerks at
times your customer also is your supplier.
the registers, recogniz-
Knowing these things, lets take a look
ing that the customers
at some of the customers I was ready to
were about to turn on
ignore:
someone, were frantic

on their in-store phones
All of the customers that intended

to pay with debit or credit cards. As
A customer often becomes a supplier

to the next customer, and sometimes
your customer also is your supplier.
a person that chooses to pay with cash
of monies owed. My desire for them to
were the only one. Anytime you think you
or a check, I recognize I am a minority.
handle my request would have required
are the only customer with needs to be
To meet my specific needs (and expedite
them to perform work that is probably not
met, make sure you take a realistic look
the end of my shopping), I was willing to
in their normal scope.
at the situation and see the rest of the
bypass the wants and needs of the other

customers.
The clerks. Its difficult to recognize
The purchasing and logistics orga-
customers. Then ask yourself: Is getting
nization. It is possible that by scanning
your needs met interfering with meeting
items individually at the register, the store
their needs? QP
sometimes, but they are customers, too.
can track its inventory and sales trends.
They have several suppliers, and I am
By expecting them to sidestep their own
one of them. I supply them items to scan
systems, I not only wanted to participate
before they total the amount and request
in disrupting their information flow, but I
payment from me. The IT organization
also wanted the clerks to go around their
is supposed to supply the clerks with a
standard work. Once again, I know better,
working system that scans items, totals
and I teach better.
the amount and, in cases such as credit

and debit cards, facilitates the collection
Its easy to get myopic about who the

customer is, especially when we think
Digital
Format
Putting Best Practices to Work
www.qualityprogress.com | December 2012
The Importance
Of Employee
Involvement p. 52
QUALITY PROGRESS
Money Talks
SALARY SURVEY
Quality Progress readers can now access their
QUALITY PROGRESS | DECEMBER 2012
A New
julian d. smith is the team lead

for lean Six Sigma at the Millennium
Corp. in Arlington, VA. He earned a
masters degree in manufacturing
management from Kettering University in Flint, MI. A senior member of
ASQ, Smith is an ASQ-certified quality
engineer and Six Sigma Black Belt. He
also is an Advanced Integrated Technologies-certified lean
Six Sigma Master Black Belt and a Shainin LLC-certified Red
X Master.
issues yet another way: a digital, flipbook style
GET CERTIFIED.
GET MORE
TRAINING.
KNOW THE
MARKET.
GO BACK
TO SCHOOL.
thats perfect for reading on your computer

screen or on your portable digital device
or tablet. This new offering makes it easy
2012 QP Salary Survey offers tips
for improving earning potential p.16
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VOLUME 45/NUMBER 12
with friends or social networks, store and

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QUALITY PROGRESS
December 2012 QP 63
Career Corner
BY Russell T. Westcott
Trade Your Expertise

Realize career gains from a peer-to-peer mentoring relationship
most readers have an idea of what a
Peer-to-peer mentoring can ultimately
organization didnt realize was that putting
mentor is: A wise and trusted counselor or
develop into communities of interest with
these bright stars together in one environ-
teacher.1 Perhaps you have either received
multiple peers exchanging knowledge,
ment created a collection of independent
counsel or knowledge from an experienced
skills and experience.
egos, each determined to gain power and

prestige over their peers. Each person felt
mentor or mentored a person seeking your
Its a tradeoff
there was only one best waytheir way
I started my quality management consulting
and a Tower of Babel2 developed: It was
ated by the mentee or offered by a mentor
business with knowledge and some experi-
as if no one in the group spoke the same
to a person who could use some help.
ence in about 75 to 80% of the protocols,
language.
Typically, the mentor has more seniority
practices and procedures pertinent to the
than the mentee by virtue of organizational
quality field, although gained from several
until the concept of a mini-scule was
position, specialized expertise and knowl-
prior fields. I sought a peer within the qual-
developed. A mini-scule was a voluntary
edge, or years of experience. But there is
ity field who had similar experience and
lunchtime, half-hour class in which each
a lesser-known mentoring relationshipa
knowledge of a majority of topics, technol-
individual from the group presented a
peer-to-peer relationship.
ogy and tools that paralleled my experience.
business-related topic of his or her choice
advice.
The mentoring relationship may be initi-
A peer-to-peer mentoring relationship
My peer provided counsel, teaching and
Attempts to integrate the group failed
and within his or her area of expertise.
consists of two individuals, each with
guidance I needed to provide a consistent,
This approach grew from one day a week
their own unique repertoire of knowledge,
comprehensive and competitive quality
to five days a week, ultimately bringing in
skills and experience, who are willing
experience for clients. In turn, I provided
presenters from throughout the company
to share with each other regardless of
insights from previous industries, projects
to show and tell.
position level, academic level or length of
and assignments. The ease of the quid pro
service. The relationship is different than
quo approach sustained the relationship we
audit function to demonstrate their knowl-
the typical approach because there is little
created, and we became partners.
edge and expertise. The program gave
concern for organization levels (both are
Often in peer-to-peer relationships,
These classes allowed individuals in the
attendees a venue to appreciate and absorb
peers in that regard) or other status-related
there is a situation in which two people
the competencies of their peers. It vastly
conditions.
realize they both have a vacant spot they
improved communication and collabora-
need or want to fill, and that they have
tion within the function, leading to higher
something to tradesuch as skill, knowl-
performance in quality and productivity.
The individuals are not inhibited in sharing. Give and take is much less restrained.
edge, information, strategy
The mini-scule ran for three years.
or approach. They have a

mutual motivation to obtain
Ups and downs
the missing elements and
There are some downsides to peer-to-peer
recognize that sharing with
mentoring. A peer in the role of mentor
someone could fill the gap.
doesnt have the high-level power and
For example, a company
ability to effect change for the mentee,
decided to transform its
such as protecting the mentee, sponsoring
internal auditing func-
the mentee, and providing resources and
tion by infusing it with
development opportunities for the mentee.
40 new individuals with a
Each peer in the peer-to-peer mentoring
wide variety of academic
Im better than you for the relationship to
work experiences. What the
role must be willing to put aside any signs of
achievements and practical
work. The information, advice and counsel
Each peer in the peer-to-peer mentoring role

must be willing to put aside any signs of Im better
than you for the relationship to work.
each mentor provides his or her peer must be
given without intent to undermine the peermentees thoughts, position or own knowledge
and skills.
In the peer-to-peer relationship, the trading
of expertise should be as evenly balanced to
avoid conflicts or the feeling of inferiority. Neither party should be upset if their peer doesnt
accept what is being offered. Debate is fine.
Open dispute is inadvisable.
An advantage of the peer-to-peer mentoring relationship is that there are often many
more competent peers to choose from than
there are available (and competent) senior
managers. Peers may better understand
and identify each others needs and wants.
Peer mentoring thrives when peers agree to
exchange something they have and the other
wants. In addition, confidentiality can be
easier to maintain.
To establish a peer mentoring relationship,
seek individuals who have one or more workrelated qualities, competencies or attitudes
you want to develop. Be sure you have something to offer in exchange. Ensure the chosen
individual is not an intense competitor for
your present or desired position. Look for
trustworthy peers to share with. Try ityoull
like it. QP
References
1. Mentor, The American Heritage Dictionary of the English
Language.
2. Wikipedia, Tower of Babel, http://en.wikipedia.org/wiki/
Tower_of_Babel (case sensitive).
RUSSELL T. WESTCOTT, based in Old Saybrook, CT, consults on strategic planning,
project management, quality management
systems, work-life planning and career
coaching. He is an ASQ Fellow and an
ASQ-certified manager of quality/organizational excellence (CMQ/OE) and quality
auditor. Westcott is editor of the CMQ/OE
Handbook, third edition, co-editor of the Quality Improvement
Handbook, and author of other books and many articles. He
serves on the Quality Management Division Advisory Committee
and Thames Valley Section executive board.
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December 2012 QP 65
Statistics Roundtable
BY Ronald D. Snee and Roger W. Hoerl
Inquiry on Pedigree
Do you know the quality and origin of your data?
THE MEDIA FREQUENTLY report on
good quality. Textbooks further teach us
apparent (crossed versus nested factors,
examples of situations in which results
to assume all data are random samples.
quantitative versus qualitative factors and
from statistical studies are not reproduc-
In practice, we know this isnt always the
responses, and factor levels).
ible. A recent article in the New York Times
case and, in fact, it is the exception rather
reported how a sophisticated study went
than the rule. Fellow Statistics Roundtable
sampling and testing understanding almost
wrongnot due to poor analysis, but rather
columnists Necip Doganaksoy and Gerry
certainly contain:
because of poor data quality.1 Genomic
J. Hahn properly discussed the challenges
Erroneous results.
studies at Duke University showed promise
of getting the right data at the beginning of
Models that have poor prediction ac-
in directing cancer treatment, but when
a study.4 But what do we do when the data
patients werent achieving the positive
are already in hand?
outcomes expected, two statisticians were

called in to reexamine the research.
Poor quality data with or without process,
curacy.
Results that cant be reproduced by
In the world of farm animals, horses

and other livestock, if you want to assess
other investigators.
Reproducibility is more than just the
and predict the quality of an animal and
use of a wrong analysis. The Duke study is a
Coombes found errors almost immediately.
how it will perfom, you look at its pedigree.
classic example of this. The data pedigree
Some seemed carelessmoving a row or
Triple Crown-winning horses often produce
issue is also critical to success.
column over by one in a giant spreadsheet
winning offspring. Similarly, assessing the
while others seemed inexplicable. The Duke
pedigree of the data can help you avoid
An observation
team shrugged them off as clerical errors.
accepting poor quality data at face value,
In general, observational data often have
In the end, four gene signature papers were
as well as performing the wrong analysis of
reproducibility issues. Observational data
retracted. Duke shut down three trials using
the data. This means evaluating:
are observed under very specific circum-
the results. (Lead investigator) Dr. (Anil)
The science, engineering and structure
stances, but people try to generalize the
Dr. (Keith) Baggerly and Dr. (Kevin)
Potti resigned from DukeHis collaborator
of the process or product from which
results too broadly. Some (not all) of the
and mentor, Dr. (Joseph) Nevins, no longer
the data were collected.
conclusions from the famous Framingham
directs one of Dukes genomics centers. The

cancer world is reeling.2-3
The analysis was not the primary issue
in this case. Data quality was. The lesson
The data collection process used to
Heart Study, done entirely observationally,
obtain and prepare the data for analysis.

How the measurements were made.
Understanding the data pedigree is criti-
were refuted after randomized trials were

done. In that study, for example, the more
saturated fat people ate, the lower their
learned is to always carefully consider
cal to ensure the data quality is known and
serum cholesterol, which is clearly not
proper data collection and, wherever pos-
understood. Data collected without con-
consistent with medical understanding of
sible, proactively collect data that answer
trols and careful administration of the data
diet and cholesterol.7
the key questions about the process. It is
collection process often contain erroneous
a poor practice to rely on whatever data
results, mistakes in data values and missing
vational data revealed higher death rates
happen to be available or to assume sophis-
data. The fact the data reside in electronic
for pipe smokers than cigarette smokers.8
ticated analytics can overcome poor data
files says nothing regarding the quality of
Surprised investigators dug a little deeper
quality. Most statistical textbooks address
the data. Data mining as practiced seems to
and discovered cigar smokers tend to be
data quantity, but few discuss the critical
be making these tenuous assumptions.
much older than cigarette smokers. In
issue of data quality.
5-6
Knowing how the data were collected

also is critical to performing the correct
Theres another example in which obser-
other words, the higher death rates were

driven by age, not pipes.
Deep understanding of data
analysis of the data. The data structure and
Much of our quality technology and statis-
sources of variation are easily identified.
are all too common with observational
tics literature assumes that data are what
The form of the model that best fits the
data. We note in passing that all data
is needed to solve the problem and are of
structure and situation becomes more
collected on manufacturing and service
Such potentially erroneous inferences
After a careful discussion of how the
processes without the benefit of a care-
to study the hourly data used to compute
fully designed data collection process (for
the second-highest value. A plot of the
process associated with the data oper-
example, using a designed experiment)
hourly CO values for the period in question
ated, it was discovered a 24/7 three-shift
should be viewed as observational data
showed 10 consecutive hourly readings of
operation was conducted by four operating
with the limitation discussed earlier.
39 ppm, with four out of the next six hourly
teams. In effect, the shift variable in the
readings at 39 ppm and the remaining two
model was measuring the time of day effect
readings at 36 ppm.
(shift-to-shift variation) and differences
What should you look for?

Consider these actions when youre looking
This small amount of variation over a

16-hour period is not typical of variation in
at your datas overall pedigree:
among the teams.

When the shift and team effects were
hourly CO readings and does not represent
added to the model as different variables,
examples give a closer look at what statisti-
an accurate characterization of the air quality
the results were better behaved. It was con-
cians and quality professionals often do
in the area of the sampler. It is highly prob-
cluded there was no difference between the
in their daily work. The first story relays a
able these data are the result of equipment
two raw material sources, and team four
data quality issue.
Assess data quality. The following
malfunction. A similar problem was found
due to its greater experienceproduced
The ambient air quality standard for car-
in the CO data from Cincinnati in 1968.10
yields that were 5% higher than the others
bon monoxide (CO) was 9 ppm (eight-hour
Assess the measurement process.
teams, which was a large increase due to
average), not to be exceeded more than once
When evaluating data quality, you should
the high volume of product produced by
per year. Thus, the second-highest value over
always think about the measurement pro-
the process. This unexpected finding pro-
an eight-hour period in a year was being used
cess: how the measurements were made
vided a method to increase process yields.
to assess the air quality in the vicinity of the
and who made the measurements. Opera-
Understand how the product was
sampler. This raised concerns because the
tor differences are a common occurrence.
made. A process engineer was concerned
second-highest value is highly variable due to
Operator fatigue could result in using
about frequent stops of the production line
sampling variation, meteorological variation
shortcuts in measurement procedures and
caused by defective plastic components
and traffic volumes.
data that are recorded incorrectly (for ex-
jamming the sorter wheel.11 The engineer
ample, transposed digits and test random-
discovered each component had the
sampling station in 1971, the second-
ization not used). The measurement gauge
number of the mold cavity that made the
highest CO value was 35 ppm with the
could be used out of calibration, but thats
component stamped on the component.
maximum value of 39 ppm, well above the
unknown to the operator and produces in-
The engineer requested his operators
standard. Researchers thought it prudent
correct data. Different operators also could
collect the defective components each time
round off the results differently.
a stoppage occurred. At the end of the day,
It had been reported that at the Denver
Hypothesized 4 x 8
mold avity design
c
2
he reviewed the accumulated defective
was shut down in the measure phase be-
parts and recorded the number of defective
cause it was discovered the measurement
components for each of the mold cavities
instrument had not been calibrated for two
Table 1
1
For example, an improvement project
that had made the defective parts.
years. After calibration, the product prob-
fects were associated with 16 mold cavities.
The summary of the data showed the de-
10
11
12
13
14
15
16
lems completely disappeared (zero defects)
17
18
19
20
21
22
23
24
and resulted in $157,000 of savings per year
The remaining 16 cavities had no defects.
25
26
27
28
29
30
31
32
in scrap. Case closed.
These data could have been sent to the sup-
Defects arrayed by
mold avity number
c
Table 2
Understand how the process oper-
plier of the components, but the engineer
ates. The next case involves the need to
decided to think more about the data: How
deepen your understanding of the data ped-
could the mold be structured? A single line
igree to properly analyze and interpret the
of 32 cavities didnt make sense.
results of an experiment. The initial analy-
After considering several candidate geo-
sis of an experiment to evaluate a second
metric configurations, a 4 x 8 array seemed
17
13
19
source of raw material supply produced no
to match the data suggesting the cavities at
12
12
17
significant effects, except a three-factor in-
the ends of the mold were being starved
34
21
teraction involving shift differences, which
for material (see Tables 1 and 2. When the
17
28
was believed to be spurious.
data and configuration were presented to
December 2012 QP 67
STATISTICS ROUNDTABLE
the supplier, the 4 x 8 mold cavity array
the issue, but data pedigree was. Only after
shown in Table 3. In general, you should
was confirmed, and the supplier agreed to
a clear understanding of how the product
always look for data issuesfrom the be-
get the mold cavity starving corrected
was produced could the problem be solved.
ginning to the end of the project. Trust, but
immediately.
In this example, data quality was not
Check experiment assumptions. A

two-level factorial experiment was run on
production equipment in which there was
Assessing the data

pedigree / Table 3
Graphics of data and process diagrams
found few significant variables creating
trace back and identify the origin of each
surprise and concern because the variables
data point? A good principle to remember
were all thought to be important.
is that data are guilty until proven innocent,
A review of how the experiment was
Assess the data pedigree before, during
experiment had not been blocked, creating
During: Constantly check the data

and results with the does this make
sense test, aided with extensive use
of graphical displays.
After: Evaluate the results to ensure
results and conclusions make sense
regarding what is known about
the problem being investigated. If
possible, verify with new data.
Check experiment assumptions and

data collection process.
Is the randomization used understood?

Is there any evidence of split plotting?
took about nine months to complete. The

a possible design flaw when considering
the experiment was conducted over a long
time period.
An assumption of designed experiments
is that all variables in the design are to be
held constant, except for the variables being varied according to the design. This assumption is unlikely to be satisfied because
processes are dynamic and likely to change
over a long time period.
A residual analysis identified a trend
in residuals over the length of time the
experiment was conducted. The residuals
had not been previously evaluated, which
Has the possibility of within

experiment non-homogeneity
been evaluated?
many consider to be an analysis flaw. When
Equipment warmup effect ignored or

unknown?
be significant, but the lack of good experi-
Check data collection process.

Was there a protocol for data
collection, including sampling, and
was it followed?
Data quality. Look for:

Data that are clearly wrong. For
example, grossly atypical values or
pregnant males.
a time trend variable was added to the

model, more of the variables were found to
ment design cast a cloud over the findings.
Cuthbert Daniels analysis of the bean
field trial identifies a similar situation. The
12
residual variance of the model was high.

Daniel plotted the residuals on the field-plot
layout and found a significant within-block
trend. Random block designs assume there
is no within-block variation. This suggests
Results and trends that dont

make sense given the technical
background of the problem.
the blocks may have been too big and not
Missing information and data critical

to a useful analysis and making
sound conclusions.
the field prior to deciding on block size may
Bottom line. Do you really understand
how the data were collected? Can you

trace back and identify the origin of
each data point?
Always ask yourself, Do I really understand how the data were collected? Can I
conducted revealed the experimental runs
Before: Understand the process,

sampling procedure, data
collection, analysis preparation and
measurement system.
is an invaluable tool to assess the data.
time available in the process. The analysis
(schematics) are almost always

helpful in assessing data pedigree and
understanding the problem.
and after the analysis.
verify. Constant use of graphical displays
homogeneous. A more careful evaluation of

have been helpful.
Do I really understand?
Guidance on how to proceed and what to
look for when assessing data pedigree is
not the other way around. QP

REFERENCES
1. Gina Kolata, How Bright Promise in Cancer Testing Fell
Apart, New York Times, July 8, 2011.
2. Ibid.
3. Darrel Ince, The Duke University ScandalWhat Can Be
Done? Significance-Statistics Making Sense, September
2011, pp. 113-115.
4. Necip Doganaksoy and Gerald J. Hahn, Getting the Right
Data Up Front: A Key Challenge, Quality Engineering, Vol.
24, No. 4, October-December 2012.
5. Emmett Cox, Retail AnalyticsThe Secret Weapon, John
Wiley and Sons, 2012.
6. Thomas H. Davenport and Jeanine B. Harris, Competing on
AnalyticsThe New Science of Winning, Harvard Business
School Press, 2007.
7. William P Castelli, Concerning the Possibility of a Nut
.
Archives of Internal Medicine, July 1992, Vol. 152, No. 7, pp.
1,371-1,372.
8. George Cobb and Stephen Gehlbach, Statistics in the
Courtroom, Statistics: A Guide to the Unknown, fourth edition, Thomson Brooks/Cole, 2006, pp. 3-18.
9. Ronald D. Snee and John M. Pierrard, The Annual Average:
An Alternative to the Second Highest Value as a Measure of
Air Quality, Air Pollution Control Association Journal, 1977,
Vol. 27, No. 2, pp 131-133.
10. Ibid.
11. Ellis R. Ott, William C. Frey and Louis A. Pasteelnick, Some
Fundamentals of Statistical Quality Control, Transactions of
the 23rd annual all-day conference on Quality Control and
Statistics in Industry, Rutgers University, New Brunswick, NJ,
Sept. 11, 1971, pp. 1-16.
12. Cuthbert Daniel, Applications of Statistics to Industrial
Experimentation, John Wiley and Sons, 1976.
BIBLIOGRAPHY
Hoerl, Roger W., and Ronald D. Snee, Statistical ThinkingImproving Business Performance, John Wiley and Sons, 2012.
2012 Ronald D. Snee and Roger W. Hoerl
RONALD D. SNEE is president of Snee
Associates LLC in Newark, DE. He has
a doctorate in applied and mathematical statistics from Rutgers University in
New Brunswick, NJ. Snee has received
ASQs Shewhart and Grant Medals. He
is an ASQ fellow and an academician in
the International Academy for Quality.
ROGER W. HOERL is Brate-Peschel assistant professor of statistics at Union

College in Schenectady, NY. He has
a doctorate in applied statistics from
the University of Delaware in Newark.
Hoerl is an ASQ fellow, a recipient of
the ASQs Shewhart Medal and Brumbaugh Award, and an academician in
the International Academy for Quality.
Standards Outlook
BY John E. Jack West
Get in Front of the Problem

Preventive action remains a poorly understood concept
Considering the unfortunate fact
Clause 5.4 requires you develop quality
that product recalls and their disastrous
objectives and plan the quality system
results seem relatively common, its curi-
to meet those objectives and customer
ous why so many organizations resist formal efforts to address preventive action.
requirements.
Clause 7.1 requires you plan product
preventive action tools and is best addressed during process planning.

2. Manage risk of failure. Organizations can use techniques such as failure
mode and effects analysis (FMEA) and
It seems some organizations will even
realization and determine how youll
process FMEA to assess the risk of future
search their corrective actions to find a
ensure requirements for the product
failures of new products and processes.
are met.
With such tools, risk is prioritized to
few issues to characterize as preventive

just to satisfy auditors.
But preventive action isnt working on
Clause 7.3.1 provides rules for planning

design and development processes,
help assess which ones offer the most economical applications.
problems that have already happened.
which means considering the interrela-
Rather, its looking ahead to what could
tionship of design review, verification
evaluating and executing cost and perfor-
happen in the future. Its a mindset in
and validation with the various phases
mance trade-offs for products. They also
which the organization continually asks:
of the design work.
can be used to mitigate risk associated
What if?
Clause 7.5.1 requires you plan the pro-
Risk-assessment tools are useful in
with product performancefor example,
It seems obvious an ounce of preven-
duction and service delivery processes
warranty claims and loss of good will
tive action costs much less than a pound
so theyre conducted under controlled
and liability exposure, which by itself
of corrective action. So why do organiza-
conditions.
makes a compelling case for an aggressive

preventive action process.
tions resist? Perhaps its the thought that,

even under the best of circumstances,
The right moment
preventing every problem and nonconfor-
The message should be clear: Well-planned
ty. Uncertainty can be characterized as one
mity is exorbitantly expensive.
processes are the key to a successful QMS.
of four types: process variation, foreseen
Thats because the most appropriate time
uncertainty, unforeseen uncertainty and
preventive action at the optimal stage
to consider preventive action is during
chaos uncertainty. In any organization, all
in the development of a quality manage-
planning. Organizations have three differ-
of these forms of uncertainty exist to some
ment system (QMS). They dont think
ent ways in which they can develop preven-
degree, depending on the nature of the
about preventive action until long after it
tive actions during the planning processes:
organization, its products, its culture and
Organizations typically dont apply
has ceased to be an effective alternative.
1. Reduce complexity and the num-
3. Anticipate and manage uncertain-
the markets it serves. Obviously, manag-
Doesnt it make sense, however, that a
ber of process interactions. Every step,
ing unforeseen uncertainty is difficult, but
key purpose for implementing a QMS is to
resource or control adds new interactions
developing strategies for the other types is
prevent the occurrence of problems?
to a process and increases its complex-
certainly a good use of planning time.
It is astounding to me that ISO
ity. Because each step has at least two
You can, for example, plan to use
9001:2008 does not make that objective
interactionsand often many morethat
statistical process controls to control
crystal clear. The closest it comes is in
have their own steps and processes, the
uncertainties due to variation. But if fore-
clause 8.5.3, which states: The organiza-
number of interactions increases much
seen uncertainty is dominantas it is, for
tion shall determine action to eliminate
faster than the number of steps.
example, for organizations requiring Food
the causes of potential nonconformities
Complexity also increases the opportu-
and Drug Administration approval of new
to prevent their occurrence. Preventive
nities for things to go wrong. In terms of
drugsthen emphasizing contingency
actions shall be appropriate to the effects
preventing nonconformity or undesirable
planning, training or decision-tree models
of the potential problems.
process performance, its worthwhile to
might be more appropriate.
On the other hand, the standard has

several requirements related to planning:
consider simplifying processes. Process

simplification is one of the most effective
For organizations frequently facing

unforeseen uncertaintyfor example, an
December 2012 QP 69
Standards Outlook
army conducting a military missioncon-
being rejected before they are understood.
ventional tools such as program evalu-
The controls are actually simple and, with-
high potential impact on either the final
ation and review technique charts are
out delving too far into the details, can be
product or the realization processes, more
relatively useless. Using iterative external
summarized as follows:
robust control is required. If, for example,
scans of the environment to uncover
Plan the design and development
the fastener is used to connect aircraft
If purchased materials or services have
potential opportunities and threats would
stages, as well as the design review,
fuselage sections, the controls will be
prove more effective. The information
verification and validation activities.
more extensive than if the bolt is used in a
could be incorporated quickly into strategy and tactics.
Manage the design and development

interfaces.
Control the determination of design
noncritical application.
It is the intent of ISO 9001 to require an
organization to think about what makes
Design and development
and development inputs, and ensure
sense from its customers perspective. The
In addition to the planning requirements,
outputs meet input requirements and
purpose of this work is to prevent prob-
several controls specified in ISO 9001:2008
are suitable for subsequent review, veri-
lems with purchased items. Then there is
fication and validation activities.
the outsourcing of processes. In that case,
should result in preventive actions.

Take, for example, the design and
Conduct the design and development
the decision process to determine the con-
development requirements of clause 7.3.
review, and the verification and valida-
trols needed is even more important, and
Design and development departments
tion activities needed to ensure the
the execution of these decisions can cer-
often think of themselves as special, and
product will meet the design inputs
tainly be classified as preventive action.
in a sense they are. After all, they hold the
specified in the inputs and customers
keys to an organizations product innova-
application needs.
Deadly chains of events
tions. If they are not innovative and clever
These design and development controls
In cases of very serious failures, such as
in developing new designs customers
are intended to ensure the design meets
airplane crashes or oil-well blowouts,
need, the organization will fail.
requirements. In other words, they pre-
there often is no single root cause. Rather,
vent problems.
theres a chain of events that if broken at
People in such situations seem to naturally resist controls. Can you blame them?
any point would not result in a disaster.
They are under tremendous pressure to
Procurement and outsourcing
Teaching employees to look for and elimi-
innovate, yet theyre expected to follow a
The purchasing process requirements de-
nate potential links in a chain of events
set of rules laid down in an international
scribed in clause 7.4.1 of ISO 9001 permit
that could lead to catastrophe is another
standard. From their point of view, such a
the organization to decide the type and ex-
true preventive action.
demand may appear to be absurd.
tent of control to be used for purchasing.
Often, I have heard this sort of objec-
The organizations selection of controls
These are just a few examples, but you

should take away the idea that preven-
tion voiced at the very mention of ISO
should be based on the effect of the
tion is a way of thinkinga mindset. Its
9001 design controls. Sometimes, the
purchased materials or services on the
a thinking process that can and should be
reaction comes before the speaker even
product realization processes and on the
taught and used in daily work. When that
knows what controls are required, much
ultimate products delivered by the organi-
is the way you work, preventive action
less understands the pros and cons of
zation to its customers.
will become a key factor in the sustainable
implementing them. The perception is that
If purchased materials or servicesfor
placing controls on design and develop-
example, a threaded fastener that is used
ment will limit innovation and creativity,
inside a noncritical subassemblyhave
inject nonvalue-adding activities into the
little impact, minimal control is needed.
design and development process, or im-
Minimal control may be generally accept-
pose additional cost or time conditions.
able for commodity-type purchased mate-
success of your organization. QP
Its discouraging to hear these controls
Take Action
rial and for simple services.
Preventive and corrective actions are something every organization should be

well-versed in, and John E. Jack West is here to help. Check out his previous
Standards Outlook column, Spring Into Action, at www.qualityprogress.com.
Bibliography
International Organization for Standardization, ISO
9001:2008Quality management systemsRequirements.
John E. Jack West is a member of

Silver Fox Advisors in Houston. He is
past chair of the U.S. Technical Advisory Group to the International Organization for Standardization Technical
Committee 176 and lead delegate of
the committee responsible for the ISO
9000 family of quality management
standards. He is an ASQ fellow and has co-authored several
ASQ Quality Press books.
QPcalendar
January
february
2-5 IISA Conference: Statistics, Sci-
3-5 Safety Management I. Las Vegas.
ence and Society. Chennai, India. Visit the
Visit the American Society of Safety Engi-
International Indian Statistical Association
neers at www.asse.org.
at www.iisaconference.info.
7-9 Improving Your Project Management Skills: The Basics for Success.
Morristown, NJ. Visit the American Management Association at www.amanet.org.
21-24 Accelerated Test Data Analy-
6-8 ASQ Conference. Rocky Mountain

Quality Conference. Denver. Visit http://
asqdenver.org.
21-22 Assuring Product Safety,

Recall Management and Product
Liability Prevention. Milwaukee. Visit
sis. Webinar. Call Hobbs Engineering at
Randall Goodden International at www.
303-465-5988 or visit www.hobbsengr.com.
randallgoodden.com or email info@
21-24 ProMat 2013. Chicago. Visit
randallgoodden.com.
Material Handling Industry of America at
21-23 American Statistical Con-
www.promatshow.com.
ference on Statistical Practice. New
Orleans. Visit the American Statistical Association at amstat.org.
march
4-5 ASQ Conference. Lean and Six
Sigma Conference. Phoenix. Visit http://
asq.org/conferences/six-sigma.
18-19 ASQ Conference. Conference

on Quality in the Space and Defense
Industries. Cape Canaveral, FL. Visit
http://asq.org/conferences/aviation-spacedefense/index.html.
Based on reader feedback, QP Calendar will
no longer appear in the print edition of the
magazine. To search for ASQ related conferences and events, please visit http://asq.
org/conferences-events.html.
asqLEARNINGINSTITUTE
UPCOMING classroom-based TRAINING
january
Virtual courses listed online.
february
Phoenix
4-5 Systematic Problem Solving for
Sustained Improvements With Quality
Tools
4-6 Root Cause Analysis
4-8 Black Belt/Quality Engineering
Statistics
5-7 Certified Biomedical Auditor Exam

Preparation
6-8 Certified Manager of Quality/
Organizational Excellence Refresher
6-8 SPC Implementation
6-8 Software Requirements Engineering
march
Phoenix
1-2 Lean Bronze Certification Review
Program
4-8 Introduction to Quality Engineering
6 Business Process Management

Orientation Workshop
4-8 ISO 9001:2008 Lead Auditor

Training (RABQSA certified)
6-7 Lean Leadership Skills Workshop
4-8 Reliability Engineering

4-8 Software Quality Engineering
Las Vegas
11-12 16-hour ISO 9001:2008 Lead Auditor
11-12 Auditing for Improvement

11-12 Failure Mode and Effects
Analysis
11-13 Internal Auditing to ISO/IEC
17025
11-15 AS9100:2009 Lead Auditor Training
(Rev. C) (RABQSA certified)
11-15 Introduction to Quality
Management
13-14 Cost of Quality: Finance for
Continuous Improvement
13-15 ISO 9001:2008 Internal Auditor
13-15 Practical Measurement
Uncertainty
14-15 ISO 17020 for Forensic Testing
Agencies
VISIT WWW.ASQ.ORG/LEARNINGINSTITUTE FOR DETAILS.
December 2012 QP 71
QPToolbox
Ratchet
GearWrench has released the 120XP
ratchet. The hand tool features 120 positions for every full rotation, allowing it
to turn fasteners with a swing arc of as
little as three degrees. Its design makes it
easy for automotive technicians to reach
fasteners in severely limited access applications.
The 120XP has a 60-tooth gear that
alternately engages its double-stacked
pawl technology to produce the 120
positions and three-degree swing arc.
The ratchets teardrop-shaped head has
a low profile, which also improves access
in tight spaces. The product exceeds the
in the transmitter module, while measur-
configured using
American Society of Mechanical Engineers
ing data is transmitted to the computer-
a direct connection to a
strength requirements.
ized numeral-controlled (CNC) machine
PC or laptop in a safe area. It also allows
through a receiver and interface.
for configuration in hazardous locations.
The 120XP ratchets long handle is ergonomically designed to provide comfort
The OP32 system can be used to
Call: 800-635-6898.
and a good grip for users.
retrofit existing machines. Marposs sup-
Call: 800-688-8949.
plies measuring software packages for the
Visit: www.cosasco.com.
Visit: www.gearwrench.com.
most common CNCs. The OP32 precision
Reed relays
system is reliable in extreme working
Standex-Meder Electronics has released
Optical transmission probe
conditions.
the KT Series of high-isolation reed relays.
Marposs OP32 compact optical probing
Email: marposs@us.marposs.com.
The KT Series is ideal for use in green ap-
system is designed for use in micro-
Visit: www.marposs.com.
plications, such as photovoltaic technol-
milling machines, small machining centers
ogy or hybrid vehicles. It is particularly
and in machines with a limited working
Wireless corrosion transmitter
helpful in measuring isolation resistance
area.
The Corrater CWT-9020 LPR wireless cor-
across several components in a solar
rosion transmitter from Rohrback Cosasco
energy system prior to grid connection,
In the OP32, the probe is integrated
is designed for online corrosion
preventing injury or further current leak-
monitoring of water systems in
age.
electrically hazardous areas.
It is available in three coil voltages of
After installation, com-
5V, 12V and 24V, and all three versions are
puted corrosion rate and pitting
mounting. They are packaged in a hermeti-
the gateway directly into your
cally sealed thermoset molded encapsula-
distributed control system or a
tion with switching voltages of 1000V and
specialty software package for
coil resistances of 150 Ohms.
smaller-scale systems. The wire-
Call: 800-870-5385.
less corrosion transmitters are
available in either surface or through-hole
tendency are transferred from
Visit: www.meder.com.
Ultrasonic thickness gage
axial piezoresistive accelerometer series
Olympus has introduced the handheld
designed for the high-reliability measure-
45MG ultrasonic thickness gage, a com-
ment of short-duration shock parameters
pact device featuring measurement and
across three axes and in three orthogonal
software options. The thickness gage is
directions. It is suited for applications in
compatible with Olympus dual-element
which impact source or direction may be
and single-element transducers. Applica-
less apparent.
tions range from wall-thinning measure-
The sensor also incorporates integral
ments of internally corroded pipes using
mechanical stops for added ruggedness
dual-element probes to precise thickness
and over-range protection, with two fixed
measurements of thin materials using
resistors for per-axis shunt calibration.
single-element transducers.
Based on pure polytetrafluoroethylene
The Endevco model 7268C series is ideal
ODM, the material is doped with different
for vehicle crash testing, crash sled test-
density black pigments. Raw material in
single-element transducer option, the
ing, general shock monitoring or short
plate and block form, as well as ma-
45MG is capable of making thickness mea-
duration shock testing when used within
chined reflectance plates and reflectance
surements on many materials, including
specified ranges.
standards with protective housings, are
metals, plastics, composites, glass and
Call: 800-309-6151.
available. Gray-scale ODM with reflec-
ceramics. This feature allows for precise
Visit: www.meggittsensingsystems.
tance values of 2%, 20%, 50% and 70%
When used with the code-activated
measurements with a resolution of 0.0001
com.
in. or 0.001 mm.

range of weather conditions and difficult
Optical diffuse
material
inspection environments.
Gigahertz-Optik now offers
Call: 800-225-8330.
its optical diffuse material
Visit: www.olympus-ims.com.
(ODM) pigmented in different
The 45MG is built for use in a wide
grades of gray. White diffuse
Accelerometer series
reflecting synthetic material
Meggitt Sensing Systems has announced
with 98% reflection is used
the Endevco model 7268C, a miniature tri-
in many optical applications,

including integrated sphere
coating, laser cavities or
reflectance standards. Grayscale material at different reflectance
are stocked. Other reflectance values are
levels is required in many calibration
available on request.
tasks, such as qualifying the linearity of
Email: info@gigahertz-optik.de.
optical sensors.
Visit: www.gigahertz-optik.de.
Got a quality product?
Send your product description and photo to vellifson@asq.org.
December 2012 QP 73
QPReviews
Quick Brainstorming Activities
For Busy Managers
brainstorming, this is a good book to own.

James R. Kotterman
drawn from a wide range of disciplines and

sources of knowledge.
Asset Acceptance
$18.95 (book).
The authors include a list of many of the
Warren, MI
Brian Cole Miller, Amacom, 2012, 208 pp.,
45 books they have written. But a rundown
Since its introduction
of what the authors consider to be some

of the leading available references for each
Osborn, brainstorming
The Organizational Alignment

Handbook: A Catalyst for
Performance Acceleration
has become part of
James H. Harrington and Frank Voehl,
to enhance the value of their learning.
virtually every prob-
Productivity Press, 2011, 282 pp., $49.95
lem-solving method
(book).
in 1941 by advertising executive Alex
of the main topics addressed would have

been a helpful addition for readers wishing
If you are involved in working on
organizational change or planning to be,
since. With more than
For any practitioner
you should read this book. Granted, youll
70 years under our
and advocate of
need to do your own assessment of readi-
belts, it is hard to believe we need another
continual improve-
ness, management commitment and cost
book on the subject. But maybe we do.
ment, or a student of
estimates, and determine the strategic fit
organizational change,
of such a substantial change process at
and straightforward technique. It is easy
On the surface, brainstorming is a simple
this book could open
your organization. But the needs and seeds
to believe you know everything on how
your eyes to one of
to help you plan are in this book. Just ask
to do it. But you may be surprised. Miller
the most significant
yourself: Is your organization just surviv-
shortcomings of many
ing, or is it thriving?
has taken a comprehensive approach to

brainstorming that combines traditional
improvement change effortsnot getting
methods with some new and creative exer-
the organization working toward the same
R.T. Westcott & Associates
cises. Because this book is written for busy
objectives, at the same time and with bona
Old Saybrook, CT
managers, all of the brainstorming activities
fide commitment at every organizational
can be completed in less than 15 minutes.
level.
Russell T. Westcott
brainstorming is a prioritization process. It
lineating a process to achieve that unified
then explains how to ask the right question,
forward motionand share some organi-
Improving Business Process

Performance: Gain Agility,
Create Value, and Achieve
Success
follow the basic rules, use traditional and
zations results and experiences. Acting
Joseph Raynus, Auerbach Publishing, 2011,
creative techniques, record ideas and group
on the impetus created from reading this
345 pp., $79.95 (book).
the results.
bookfurther expanding on the concepts
This book seeks to
The book begins by concluding that
The author provides 50 brainstorming
The authors initiate the first stepde-
presented, adapting to your organization
integrate business
techniques designed to spark creativity and
and gaining the commitment necessary to
process improvement
produce results quickly. All of the activi-
launch this major organizational changeis
methods currently
ties are accompanied by tips, drawbacks,
the next step.
used today, such as
required materials and possible variations.
The 10 chapters contain 41 figures,
goal question metric,
If I were looking for one good book on
tables and diagrams to elaborate on the
balanced scorecard
brainstorming, this would be it. Although
textual content. A glossary of definitions
and leaninto a
brainstorming is not without its detractors,
and abbreviations is provided. Another
single, eight-step,
its use is so engrained in our problem-
appendix lists some of the 1,100 improve-
solving culture it is not going away anytime
ment tools and methods that may be ap-
The first three chapters of the book
soon. If you want to be fast and effective at
plicable in the different phases. These are
introduce the need for a quantitative busi-
quantitative business process method.
ness process management (BPM) frame-
tions. The authors stress that the Baldrige
work by explaining what BPM is, how it can
criteria form one of the best frameworks to
by adding metrics compatible with how
help in dealing with change and how to link
ensure healthcare quality excellence and
the Baldrige award is used in healthcare
strategy with performance metrics.
patient safety.
environments.
The next four chapters discuss each of
The book could have benefited however,
Anyone working in the healthcare
Roberto Guzman
the eight components within the quantita-
industry will benefit from this book. Manag-
tive business process method. The last
ers will benefit the most because they
three chapters cover the use of BPM to
have the means to implement and fund
connect strategy and outcomes, the use of
organization. Person-
and how to use scorecards and dashboards
nel should experience
to monitor progress.
Recent Releases
new initiatives in an
quality tools to aid in process management,
GXP Sigma LLC
improved efficiency
and better people
management.
The book does a good job of explaining

specific topics within the quantitative busi-
The Lean Handbook: A Guide to

the Bronze Certification Body of
Knowledge
Anthony Manos and Chad Vincent, ASQ
ness process method. The main weakness
This book also
Quality Press, 2012, 464 pp., $88 member,
of the book is in the logic connecting the
provides a great way
overall chapter-to-chapter flow of topics,
to set metrics and
$146 list (book).
especially toward the end of the book. The
measure performance in proven areas.
last three chapters seem to be appendages
Organizations may boost their customer
Quality Risk Management in the

FDA-Regulated Industry
rather than fully integrated into the logic of
service and teamwork skills based on the
Jos Rodrguez-Prez, ASQ Quality Press,
the proposed framework.
award criteria, even if they decide not to
2012, 288 pp., $30 member, $50 list (book).
Overall, this book could be useful for
complete the process.
the examples given are in tone with what
The Market-Driven Supply

Chain: A Revolutionary Model
for Sales and Operations Planning in the New On-Demand
Economy
readers may expect when implementing
Robert P. Burrows III, Amacom, 2012, 288
the Baldrige criteria.
managers wanting to add some quantita-
pp., $39.95 (book).
The authors have a strong under-
tive methods to an existing BPM frame-
standing about the topic and convey the
work. But there are better books for those
message with a smooth transition among
looking for a BPM introduction.
topics. Their knowledge is apparent, and
Brian Cocolicchio
New City, NY
The Executive Guide to Understanding and Implementing

Baldrige in Healthcare:
Evidence-Based Excellence
Glenn Bodinson and Kay Kendall, ASQ Quality Press, 2011, 141 pp., $39.95 member
Advertisers Index
Advertiser
Page Phone
Web
American Quality Institute
65
412-782-3383
www.iso9000conference.com
EtQ Inc.
516-293-0949
www.etq.com
The Harrington Group
800-476-9000
www.harrington-group.com
Award examiners and consultants. It de-
MEIRxRS
23 800-507-5277 www.meirxrs.com
scribes the Baldrige awards history, imple-
Milwaukee School of Engineering
mentation of the Baldrige criteria and how
Quality Council of Indiana
to use the process in healthcare organiza-
StatSoft Inc.
and list (book).

The book is based on the authors experiences as Malcolm Baldrige National Quality
57
10, 11 800-660-4215
OBC
918-749-1119
work@msoe.edu (email)
www.qualitycouncil.com
www.statsoft.com
December 2012 QP 75
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issue during
preceding
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copies of Single
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Nearest to
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57,500
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91 37

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(Samples, Complimentary, and Other Free)
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0
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56
21
473
449
529
470
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57,500
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December 2012 issue of this publication.
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correct and complete.
William A. Tony
Publisher
December 2012 QP 79
Back to Basics
BY Alberto Ayulo
Breaking It Down
Dissecting the problem-solving A3 report
a3 thinking is based on the plan-do-
a completed problem-solving A3 in its
check-act cycle. This powerful way of think-
entirety using the major phase inspection
team takes the root cause from Block 4
ing is transcribed on a piece of paper (the
process for a U-2 aircraft as an example.
and assigns specific countermeasures. The
A3 report) a team of employees can use to
The process is comprised of eight blocks,
countermeasures should only specifically
produce a desired outcome for a proposed
the first of which is illustrated in Figure 1.
address the root cause and, in theory,
process. The A3 report is displayed on
Remember there are an infinite number of
should solve the problem identified in
ledger-sized paper (11 x 17 inches) and is
tools you can use throughout this process
Block 1. The completed fifth block is
broken into different sections, each clearly
to populate each block:
populated with any tool that will outline the
labeled and arranged in a logical flow.

The A3 report can be used for problem
1. Clarify and validate the problem.

The team typically starts with a perceived
5. Develop countermeasures. The
countermeasures.
6. See countermeasures through.
solving, but there also are two other ways
problem and uses data (quantitative, if
The team tracks the countermeasures
of using it: a proposal A3 report and a story-
possible) to validate whether it is, in fact, a
from Block 5 and ensures each one is ac-
board A3 report. Each report has a slightly
problem. The completed first block is popu-
complished. The completed sixth block is
different focus, and the experience level
lated with a problem statement and data to
populated with the tool used in Block 5 to
of those facilitating the initiative may vary,
validate it (Figure 1).
outline the countermeasures and updated
but the foundation behind each A3 will not
2. Break down the problem and identify performance gaps. Next, the team
change.
as each is accomplished.
7. Confirm results and process.
begins to dissect the problem statement
Depending on the course of action, the
Blocks to success
from Block 1 and determines the area of
team begins to track the results as counter-
Similar to the define, measure, analyze,
focus. This is done using targeted data to
measures are accomplished. After all are
improve and control method, the problem-
find specific focus areas that break down
completed, the team will use the data from
solving A3 has a specified path the user
the larger problem into bite-sized pieces.
Block 1 to determine if the countermeasures
must follow from beginning to end. Online
The completed second block is populated
from Block 5 are improving the process. The
Figure 1, found on this articles webpage
with data determining a focus area.
completed seventh block is populated with
at www.qualityprogress.com, shows
Block 1 of A3 report /
3. Set an improvement target. The

team determines what
continued data from Block 1.

8. Standardize successful processes.
success will look like. The
The team will standardize process only af-
1. Clarify and validate the problem.
improvement target, or
ter confirming successful results validated
The U-2 major phase inspection is averaging 15 days,

exceeding the 13-day inspection target, and cannot efficiently
sustain worldwide U-2 aircraft operational requirements.
goal, must be relative to the
in Block 7. The completed eighth block is
problem statement in Block
populated with tasks that were implement-
1. The completed third
ed to standardize process.
figure 1
U-2 major phase inspection days

Sept. 10, 2008 Feb. 27, 2009
block is populated with an

improvement target.
4. Determine root
Actual O&M days
causes. Using the focus
As with any other framework, repeated

use of the A3 report is the fastest formula to
success, as each experience brings a different outlook and a better understanding. QP
Bad
Good
areas from Block 2, the

team determines the root
causes. The completed
fourth block is populated
using root cause analysis
Average: 15 Trend = Up
O&M = operations and maintenance
tools and highlights the

determined root cause.
ALBERTO AYULO is the regional

continuous improvement manager for
the West Region of Johnson Controls
in Tempe, AZ. He has a masters
degree in HR management from
Webster University in St. Louis. Ayulo
is an ASQ-certified lean Six Sigma
Black Belt and Project Management
Institute-certified project management professional.
ASQ WELCOMES
NEW JOURNAL EDITORS
Lawrence Fredendall
Quality Management Journal
Lawrence Fredendall, a tenured professor of
operations management at Clemson University,
begins his term as editor of QMJ in January 2013.
QMJ links the efforts of academic researchers and
quality management practitioners. New research
that scientifically explores the principles of quality
management is sought for the journal.
ASQs portfolio
of periodicals
join us online
VOLUME 12, NUMBER 1
www.asq.org
NOVEMBER 2012
From the Editor: The
Evolution of Six Sigma p. 4
Aid Your Experiments With

Analytical Statistics p. 8
City Applies Kaizen to Build

Better Process p. 22
FROM THE BASICS TO THE BOARDROOM
Ideas
James Bossert
Six Sigma Forum Magazine
Bubbling Up
Use kaizen events to generate
solutions that work p. 16
www.sixsigmaforum.com
ASQ has named James Bossert, senior vice

president and program manager at Bank of
America, as editor of SSFM beginning January 2013.
Take full advantage of your ASQ membership and

explore thousands of articles from ASQs journals
and magazines. Every new issue features select
articles that are free to view and download. When
you log in as an ASQ member, you can access
articles older than two yearseven if youre not
a subscriber.
SSFM is the flagship publication of ASQs Six

Sigma Forum. The magazines mission is to
provide a holistic view of Six Sigmafrom the
basics to the boardroom.
Browse all the journals at asq.org/pub/index.html. Members who are not

subscribers are welcome to sign up to receive alerts about new issues
and access select, free articles by emailing their name, email address, and
publications of interest to authors@asq.org.
training
CERTIFICATION
CONFERENCEs
MEMBERSHIP
PUBLICATIONS
To:
From:
Date:
Re:
CEOs of US Software Companies

Paul Lewicki, CEO, StatSoft, Inc.
October 22, 2012
ies
Aid for European Struggling Econom
Dear Colleagues,
erprise Business Analytics

launched a program to offer free Ent
some of you may know, StatSoft has
As
nt to help the economy
ece, Portugal, and Spain with the inte
ware to struggling companies in Gre
soft
25% of the population cannot
recently, thriving nations, where now
in these developed and, until only
.
h as adequate nutrition or health care
afford the most basic necessities suc
ering, but also have global, longch will not only reduce human suff
I invite you to join this initiative, whi
ic system.
to the Euro and the global econom
term benefits of reducing the risk
ously those companies that are
in a unique position to help tremend
astructure
In our (software) industry, we are
cated workforce and developed infr
l situation where (a) their highly edu
now in the paradoxica
ductivity and international
software designed to increase pro
is prepared to greatly benefit from
any investments and acquiring
of credit prevents them from making
competitiveness, but (b) their lack
for a quick recovery.
ld radically increase their chances
the critical tools (software) that wou
they also need
software that StatSoft is providing;
d not only the Advanced Analytics
many other
These companies nee
planning, factory automation, and
e management, enterprise resource
software for databas
software tools and solutions.
strapped
nue for our industry from these cash
(caused by this program) loss of reve
million dollars;
The anticipated
e companies limited to just a few
in the case of most midsize softwar
virtually priceless
nations will be
s of the social and global benefits is
on this small Investment in term
but, the Return
mity.
given the depth of that economic cala
all of them
ral large software companies. While
ussions with my counterparts at seve
eted cost involved in
I have had disc
regarding the significant and unbudg
the benefits, they raised concerns
understood
e costs can be reduced.
ber of creative ways in which thes
this initiative, but there are a num
you.
supporting
we are happy to share our ideas with
have developed some of them, and
We at StatSoft
tional companies
e offer be unconditional (e.g., multina
not recommend that the free softwar
limitations. The time
Also, we do
your company should include its own
d from the StatSoft program), and
are exclude
.
t fiscal year, it may be simply too late
to act is now; if we wait until the nex
where every party
working with you on this initiative
ing forward to hearing from you and
I am look
involved will be a real winner.
Paul Lewicki, CEO
StatSoft, Inc.
2300 East 14th Street Tulsa, OK 74104 USA (918) 749-1119 info@statsoft.com www.statsoft.com
Australia: StatSoft Pacific Pty Ltd.
Brazil: StatSoft South America Ltda.
Bulgaria: StatSoft Bulgaria Ltd.
Chile: StatSoft South America Ltda.
China: StatSoft China
Czech Rep.: StatSoft Czech Rep. s.r.o.

France: StatSoft France
Germany: StatSoft GmbH
Hungary: StatSoft Hungary Ltd.
India: StatSoft India Pvt. Ltd.
Copyright StatSoft, Inc. 1984-2012. StatSoft, and STATISTICA are trademarks of StatSoft, Inc.
Israel: StatSoft Israel Ltd.

Italy: StatSoft Italia srl
Japan: StatSoft Japan Inc.
Korea: StatSoft South Korea
Netherlands: StatSoft Benelux
Norway: StatSoft Norway AS

Poland: StatSoft Polska Sp. z o.o.
Portugal: StatSoft Iberica Lda
Russia: StatSoft Russia
S. Africa: StatSoft S. Africa (Pty) Ltd.
Spain: StatSoft Iberica Lda

Sweden: StatSoft Scandinavia AB
Taiwan: StatSoft Taiwan
UAE/Egypt: StatSoft Middle East
United Kingdom: StatSoft Ltd.
QP201212r01

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Quality Progress | december 2012

Putting Best Practices to Work

www.qualityprogress.com | December 2012

2012 QP Salary Survey offers tips

Lean and Six Sigma have never been more important

Early-bird pricing available through

nterprise Quality &

ISO 9000 PDM

Quality Compliance Software Manufacturing

Product Data Management

Inspections Corrective Actions

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CAPA QMS Software

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: Integrated modules for Quality and FDA Compliance

ange Management Risk Assessment ...and more!

Facing Tight Times

by Max Christian Hansen

Crunching the Numbers

Taking heaps of survey data and making it into meaningful

Salary by job title.

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Salary by U.S. regions and Canadian provinces.

Earnings Rise With Experience

Certainties With Certifications

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Much More to Say

An additional 20 sections of the QP

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Use QPs updated salary calculator

Listen to a webcast that features

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Further contact with customers.

Advice on audit scores.

Problems at the polls again.

Mr. Pareto Head

Follow protocol of first initial and full last

Quality in the First Person

Moving forward in trying times.

3.4 per Million

Improve your process even when

As the customer, remember youre

Making mentoring meaningful.

The quality and origin of your data

Weighing the benefits of an ounce of

Finding answers with A3 reports.

Tapping into the power of certification

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Four elements that make an effective leader.

ASQs Vision: By making quality a global priority, an organizational imperative and

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