December 18, 2025 • 24 mins
AASHTO re:source Quality Manager, Tracy Barnhart, joins us to talk about continual improvement. We share some tips on how to build a culture of quality and ask listeners to send us their quality-related New Year’s resolutions.
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_02 (00:02):
Welcome to Ashto Resource QA.
We're taking time to discussconstruction materials, testing,
and inspection with people inthe know.
From exploring testing problemsand solutions to laboratory best
practices and qualitymanagement.
We're covering topics importantto you.
SPEAKER_01 (00:18):
Welcome to Ashto Resource QA.
I'm Brian Johnson.
SPEAKER_02 (00:22):
And I'm Kim Swanson, and we are here today to talk
about continual improvement.
I am so excited.
Everyone at Resource loves totalk about continual
improvement, and our guest is noexception.
SPEAKER_01 (00:34):
That's right.
Our guest today is TracyBarnhart, our quality manager.
She lives and breathes continualimprovement, which is why I
thought she would be the perfectguest for this episode.
And uh Tracy, welcome.
SPEAKER_00 (00:48):
Thanks, Brian.
Happy to be here.
SPEAKER_01 (00:50):
We're talking about this topic in our December
episode because it's the end ofthe year.
No surprise, the uh the soonwill be the beginning of the
next year.
And a lot of people make NewYear's resolutions.
And I think, you know, uh on anindividual basis, uh and people
(01:12):
should be thinking about theircompanies and their quality
improvements in the new year aswell.
So not everybody does it on thatinterval, but if you aren't
thinking strategically about theimprovements you'd like to make
next year, we are hoping to pushyou in that direction if you're
(01:33):
listening to this and thinkabout it.
And uh we we actually have aplan for what we want you to do.
We're gonna talk about qualityleading up to that, but I have a
call of action at the end.
So stay tuned.
Don't don't turn it off becauseyou don't want to hear about
quality.
(01:54):
We have an assignment for you,which I know that everybody
loves assignments, especiallyaround the holidays when they're
trying to do a million otherthings.
Um but okay, so that's thelead-in.
I can tell Kim really loves it.
SPEAKER_02 (02:06):
You are selling it so much as this is great.
I I am here for it, but you areselling this.
SPEAKER_01 (02:11):
We're talking about quality today with Tracy.
Uh we've been, we've we alwayswe always think about quality,
but uh our our strategic roadmapreally uh was a way for us to to
talk more broadly about it withour customers, advertise these
concepts more broadly.
Um and really the focus is onhaving this uh quality
(02:35):
revolution in in constructionmaterials testing.
So quality management, continualimprovement.
SPEAKER_00 (02:43):
I hope people are aware that they are that we have
this information on our websiteon the quality tab, the
information that you just spokeof.
We have our quality policy forAshtur Resource on there.
And I believe the AshturResource Roadmap, if I'm not
mistaken, that's publicinformation as well that Brian
was just referring to.
SPEAKER_01 (03:03):
You can go to the About Us and there's a quality
tab, and you can get all theinformation on our roadmap and
quality in layman's terms.
Talk about, hey, what is thisquality management revolution
that you guys are talking about?
And what what would ourlaboratory look like if we were
if we were part of that?
SPEAKER_00 (03:20):
Well, one of the items in the roadmap is
embracing processes which canwhich foster continual
improvement.
So always having a focus oncontinual improvement and
ensuring that you have a cultureof quality within your
laboratory, that it's atrickle-down effect from the top
management, top leadership allthe way down to your newest
(03:41):
employee, that it doesn't juststay in that management sector
of people because you wanteveryone to feel and embrace the
quality culture in yourorganization.
SPEAKER_01 (03:53):
That's right, top to bottom, right?
Everybody's thinking aboutquality.
So no more of this.
Oh, they don't need to knowthat.
They don't need to know why theydo that.
Yeah.
How many times have you heardthat over the years from people?
And and if that is your mindset,it's time to make a change.
SPEAKER_00 (04:11):
That's right.
SPEAKER_01 (04:12):
And be get on board this quality management
revolution that we're set for wehave set forth on, and we're
trying to talk about today uhand and always.
Uh so Tracy, another question.
Whose responsibility is quality?
SPEAKER_00 (04:29):
Every person that works in the organization.
It is your responsibility toensure excellence in the work
that you do.
You cannot think that that'sgonna happen from your
supervisor or your colleagues.
You have to take it seriouslyand implement whatever you need
to do to focus on continualimprovement.
SPEAKER_01 (04:49):
Okay, so I I'm a let's say I'm a technician, and
you're telling me myresponsibility is is quality,
even though I'm not the qualitymanager.
That's not in my duties.
Uh I've read I just read over myposition description.
Yep.
And it doesn't say that.
How what what can I and what bythe way, I also have to follow
these standards, right?
(05:10):
And so what how can Iparticipate in this?
What what's my what's wherewhere where can I contribute?
SPEAKER_00 (05:17):
One easy way to get people on board with this is to
incorporate quality trainingwhen you first hire somebody.
We do that here at AstroResource.
I sit down with new employeesand talk to them about our
quality management system, ourquality policy statement, the
goals that we have related toquality.
And so I think it's important todisseminate that information to
(05:39):
all employees to ensure thatthey understand, not only know
what they are, but understandthem and understand how those
things apply to their particularjob duties.
And then ultimately the employeewould run with that then.
They know, okay, we have thesespecific quality goals.
I know if you're a testingtechnician, I know how important
(05:59):
it is that the work that I do isthe best that it can be, so that
we're delivering the highestquality product to our
customers.
SPEAKER_01 (06:07):
If I if you're a technician and you're and you're
running tests, are there arethere opportunities for you to
make improvements beyond thestate of requirements, the test
method?
SPEAKER_00 (06:18):
Of course.
Absolutely.
There are always improvementopportunities.
We find that here at AzureResource all the time.
But yeah, you don't want to justfocus on here's the test method,
this is what I should be doing,A, B, C, D like a recipe, but
also focus on how can we improvethe processes that we have in
our laboratory, mayberedesigning the system that we
(06:40):
have for testing in thelaboratory.
Maybe people are spending toomuch time walking around from
one station to the other, mayberealigning things so things are
more efficient.
Maybe uh improving the trainingprogram for technicians?
You've gone through it yourself.
Did somebody just give you thestandard and have you read it
and then you're supposed tofigure out how to perform the
test?
(07:01):
What can we do to improvetraining and understanding of
those test methods?
Is there something that could beimproved with the equipment that
you're using and be proactiveabout that and ask do we have
money in our budget to purchaseequipment that might help us in
our quality journey to becomemore efficient in our work or to
(07:25):
at least improve the quality ofthe testing?
SPEAKER_01 (07:28):
Yeah, and and Cam, in your role, let's talk about
your role, communications and uhall the other various things
that you're involved with, whichwhich is a lot.
Uh a lot of different things, alot of helping people figure
things out.
Um how does quality play a rolein your non-technical tasks?
SPEAKER_02 (07:54):
That I mean, quality is every is everywhere at
resource and should beeverywhere for everything, I
think.
But um for me, it's making surethat you know, our you know, our
website is communicating what weneed to communicate clearly.
Is it aligned with ourorganizational values, right?
(08:16):
So, like is it concise?
Are we being transparent wherewe can be?
Are we doing things like thatkind of thing?
Um, also internally, when mywork, you know, doing helping
with communications internally,I've done training,
communications training forstaff of how to be more
effective and efficient in yourcommunication, right?
(08:39):
So it's not only, you know, likequality in the technical way,
but how can you be a qualitycoworker, right?
And how can you communicate, howcan you communicate effectively
and efficiently?
Because that is all a part all apart of quality.
And I also like I've createdsome job aids for staff of like
(09:00):
here's a checklist.
And I think that's somethingeven like technicians can do
too.
If you're having trouble withlike remembering this one part
and you have a tip that you use,share that.
That's a good that's a part ofquality, right?
Sharing those little things thatyou do that make your job easier
with other people that are doingsimilar things.
So, you know, I think I justhelped you similarly yesterday,
(09:23):
Brian, about like, I'm like, oh,you're still accessing those
files that way?
Like, that doesn't seem like themost effective way.
Here, let me show you how I doit, and this may help, right?
So it's not hoarding theknowledge, it's sharing it with
everybody and communicatingeffectively in general, I think.
I talked in circles on that one.
So hopefully that answered yourquestion, Brian.
SPEAKER_01 (09:46):
You definitely answered my question.
And the the point is that thereare aspects of everybody's job
duties and even ones that aren'tspecifically in their job
duties, uh that can uh receivesome attention for continual
improvement, uh, are part ofquality.
It's not, I think what a lot oftimes when people hear us talk
(10:08):
about quality, they're thinkingabout testing, testing, testing.
Right.
And it's much more than that.
It's it's management, it'straining, it's communication,
it's everything, and it'severyone.
And and that is what you need toembrace uh to have a quality
organization.
Uh and and you have to spreadit.
(10:30):
You you you can't, like Kimsaid, you can't hoard it.
It is not only these are notresponsibilities that only
reside in Tracy's area ofexpertise, even though we
brought her on to talk about itbecause she it is her her job
duty, you know, to be managingthe quality, which means she
handles a lot of the audits thatgo on and and management
(10:52):
reviews.
So, so I I want to talk to younext, Tracy, about about the
management reviews, because alot of times when we talk about
uh setting our goals uh fordifferent departments and for
the organization overall, uhsome of that stuff comes out of
the management reviews.
Um and and how how does that howdoes that evolve?
SPEAKER_00 (11:15):
Management reviews, you shouldn't uh go into those
just thinking it's a checklistof items that you have to get
through.
You want to take it a little bitmore seriously than that.
Uh of course, there are certainthings that we have to include
on our records because of ourISA 9001 certification.
But we get into at the end ofour management reviews a SWOT
analysis where we're spending alot of time talking about
(11:37):
strengths, weaknesses,opportunities, and threats to
our organization and reallyfocusing specifically on the
weaknesses and the opportunitiesthat things that are maybe we
should be doing that we're notdoing right now, improvement
opportunities.
And we focus a lot of that onthat.
And then yes, that can lead intoimprovements in the next year or
(12:01):
goals that we create for thenext year that we really hadn't
thought about before.
So those discussions really helpus with the framework of quality
and the culture of quality goinginto the next year for that
specific program that we'retalking about.
SPEAKER_01 (12:16):
Yeah, so we think about these inputs.
You talked about SWOT analysis,but I don't want people to get
hung up on that because thereare a lot of ways that you can
you can get this information.
Some of them they just you justhave a conversation or you think
about it, you write it down, youshare ideas.
So I think sometimes when peoplethink about this, they they're
like, oh man, we're gonna haveto hire a consultant to teach us
what this means, and we're gonnahave to do all these formal
(12:39):
things.
Right.
Uh don't don't let don't letformalization uh get in the way
of making continual improvementsto your organization.
SPEAKER_00 (12:50):
Absolutely.
Don't make it harder than it hasto be.
Our management reviews are veryconversational.
You've been through a number ofthem.
We're just they're long, butwe're having a very good,
productive conversation.
We typically don't have time todo any other time of the year.
So it's really great just to sitdown and focus on those things
and as Kim mentioned, learn fromone another and implement some
(13:13):
improvement opportunities withour quality co-workers.
SPEAKER_01 (13:16):
That's right.
That's right.
It's all about the the entireteam contributing.
So I we talked about managementreviews just there.
If you're not really aware ofthose or you're not comfortable
with those, I did want to sharethat we have um we have podcasts
and and webinars uh aboutmanagement reviews because we
(13:37):
know it's an area of confusionfor people.
SPEAKER_00 (13:39):
Yeah, and and Brian, I will say that improvement
opportunities, that's one of thekey outputs of a management
review.
You should be identifyingimprovement opportunities, or
you're not focusing on the rightthings during those discussions.
So it's something to keep inmind.
SPEAKER_02 (13:55):
I also think some people might get held up, as you
said, Brian, about like theformality of the whole process,
but also thinking of improvementopportunities as these big
things that change.
It doesn't have to be a bigthing, it can be a really small
thing.
And that's actually a reallygreat way to start switching or
changing the culture, is startwith small, quote unquote, easy
(14:19):
things.
And then people will see, oh,this is what we do, and you'll
like build the culture and theconfidence that people like, oh,
if I suggest something that'sgoing to be an improvement, uh
it's gonna be listened to, it'sgoing to be implemented if it's
available, you know, like if weare able to do that.
So I think don't necessarilythink that it has to be these
(14:39):
big massive system-wise changes.
It can be as simple as a job aidhere or there, or you know, a
change in something relativelyminor, but that can get the ball
rolling and build momentum in apositive way, like snowballing,
but in a good way.
SPEAKER_00 (14:57):
Also, with management reviews, we're always
continually improving ourmanagement reviews, the process
itself.
Because every time we do one, Itypically organize those.
I'm moving topics around becausethe conversation didn't flow
quite as well as I wanted it to.
So we're never doing things inthe same order year to year.
I'm adding topics that we shoulddiscuss.
(15:18):
We didn't used to have SWOTanalysis included in there.
And then we determine, wow,that's actually really good
stuff to talk about at amanagement review.
So you you want to think aboutcontinually improving even those
basic processes that you'redoing, internal audits and
management reviews, and not justkind of, you know, sit back and
think, well, we've always doneit this way, it works for us,
it's fine.
(15:38):
But they're always like Kimsaid, even little changes can
result in big improvements.
SPEAKER_01 (15:44):
Yeah, try different things.
Try different things.
SPEAKER_02 (15:47):
There's there's a hold up, I think that this
happens in people's personallives as well when you're
setting goals or making changes,that you try something thinking
it's gonna be an improvement.
If it's not, you can go back.
Like there's nothing saying likeyou can be flexible like that.
And you know, like, okay, Ithink this is gonna help.
(16:07):
And then the we try it, andyou're like, oh no, that
actually came up more otherproblems that I wasn't thinking
about.
And it's you know what, let's goback.
Like, we can change our mind.
It is not, you know, like you'renot stuck doing something just
because it was suggested and youthought it was gonna improve.
Reevaluate, like, did thisimprove it?
You know, maybe okay, maybe wego back, maybe it was better the
(16:28):
other way, or what adjustmentscan we make so it will be
better.
So I think that's an importantreminder for people that it's
not only you don't only have togo forward.
Sometimes it's okay to gobackwards if that change wasn't
impactful like you were hopingit would be.
SPEAKER_01 (16:42):
A lot of great points there.
Uh I would say that uh anotherthing that I want to make sure
people realize is all that stuffthat Tracy and Kim were just
talking about.
Uh, if you really want to makeit explode at your company, you
do also have to uh this is gonnabe something Kim will be excited
(17:05):
about, you have to communicateabout it.
Uh so you do have to talk aboutit.
You do have to this is somethingthat as a manager, I I would say
that is my biggest area ofimprovement that I need to work
on is celebrating those smallwins, celebrating those small
changes.
Because a lot of times I willget into this mindset of
expecting.
Like I expect our team to bededicated to making continual
(17:29):
improvements.
And I don't always take a pauseand recognize those little
changes like I should, but everytime you recognize it, it's a
little, it's it's another littleway to motivate others to also
want that recognition, even ifthey won't admit it, want that
want that that recognition or oror to just be noticed for doing
(17:54):
a good job.
Because so many of us are justexpected to be able to do what
we do really well, right?
And and yeah, that that shouldbe an expectation.
Um but it you you gotta talkabout it and you gotta build up
that community.
SPEAKER_00 (18:09):
Absolutely.
SPEAKER_01 (18:11):
Okay, so we are at a a very good stopping point of
this discussion to talk aboutnext steps for everybody.
Uh so I know that I've I'veheard this from other people
where they say, Oh, it must benice for you to work in this
quality area where you have timeto go do this because I'm so
(18:33):
busy, I have all these things todo.
Um, but what I and I know thisis it's a busy time of year,
everybody's got a ton of stuffgoing on.
But take time if it's on acommute home, if it is on you,
you're sitting in traffic,shopping, whatever you are
doing, you're wrapping gifts,whatever.
You think about processes, thinkabout ways you can make
(18:54):
improvements anywhere in yourlife to try to get this mindset
developed if you don't alreadyhave it.
Um an idea strikes you, write itdown, bring it to the table,
talk to other people uh in youroffice about it, and and we're
gonna try to help stimulate someof this conversation for you.
(19:14):
Uh, we are gonna send out apoll.
This is gonna go to all the goodlittle Astro accredited uh
people out there, uh thelaboratories out there that are
in our program, uh, and andbasically anybody who's on our
mailing list, and we're gonnaask you if you have considered a
(19:34):
quality goal that it leads tocontinual improvement at your
organization.
And what we would like to do istake some of those that we get
back and talk about them in ourJanuary episode of the podcast.
And if you are up for it, we'llask you if you consent to this.
But if you uh consent to usmentioning you by name and your
(19:55):
company by name, and it might bea little, a nice little way to
speak.
Spread that message of continualimprovement and quality among
your other offices or in youroffice or in the industry as a
whole.
So we'd love to get someparticipation there.
And like I said, we'll betalking about that in the new
year.
(20:16):
And let's let's spread thatcontinual improvement and
quality mindset throughout theindustry and throughout well the
world.
SPEAKER_02 (20:30):
The world?
SPEAKER_01 (20:31):
Throughout the world.
That's a world of quality outthere.
Is that too small?
I think the universe.
Oh.
SPEAKER_02 (20:37):
Universe?
Galaxy.
SPEAKER_01 (20:38):
Universe.
Galaxy.
What's bigger?
SPEAKER_02 (20:40):
No, yes.
I don't know.
Outside of my mind.
Infinity.
Yeah.
SPEAKER_01 (20:45):
Infinity.
Yes.
unknown (20:47):
Yeah.
SPEAKER_02 (20:47):
I don't know.
SPEAKER_01 (20:48):
Please cut all that.
SPEAKER_02 (20:49):
Yeah.
SPEAKER_00 (20:50):
And these and these goals are New Year's resolutions
that people might actually keep.
SPEAKER_01 (20:57):
They are.
SPEAKER_02 (20:58):
Yes.
And I I think we will be sendingout the survey, uh, and a survey
or and it will be linked to inthis podcast as well.
And uh as set for realisticparticipation in things, it may
be our February episode, Brian,just so we can get enough
people.
You say January.
I don't want to hold us to that.
It might be February, dependingon how many amazing responses we
(21:22):
get.
SPEAKER_01 (21:24):
I'm flexible on that.
On that point, you know, justlike we were talking about.
We're set, we set I'm settingforth this goal of January, but
you know what?
If we don't meet it, that'sokay.
Because our our end goal isreally to have this.
So if we're a little delayed,that's okay.
SPEAKER_02 (21:41):
Yes, and I wanted to be transparent about that and
say it might be February becauseeveryone is busy at the end of
the year and the start of thenew year.
So, but we will be doing this.
We will be uh you'll see it onour social media, you will see
it uh in an email for sure.
Um, and again, I'm sure there'sa link already in the podcast
description because future Kimis on it and it is gonna be
(22:06):
there.
Um, but also speaking of futurequality things, I want to put a
plug-in for our uh technicalexchange happening in March.
So Tracy, do you want to tell usa tiny bit about that?
SPEAKER_00 (22:20):
Yes, it's coming up the week of March 9th, I
believe, in Louisville,Kentucky.
We hope that we will see youthere.
We're gonna talk about quality,we're gonna talk about technical
topics.
There's gonna be a lot ofnetworking opportunities.
It's a great event.
And hopefully you'll be moved tojoin us in Louisville.
SPEAKER_02 (22:42):
Yes, if registration isn't open already when you're
listening to this, it will beopen very, very soon.
Um, so again, continualimprovement there.
Hopefully we can get uh we tryearlier and earlier to get
registration open every year.
So we're trying to improve that.
Uh so if it's not already open,uh be on the lookout for that.
And you can check out moreinformation at astra resource
(23:04):
slash events or astroresource.org slash events uh for
more information on thetechnical exchange and more
information on the qualityinformation we were talking
about.
Again, for transparency sake andall that, you can go to astro
resource.org slash quality andyou can see our quality policy,
(23:24):
our values, our mission, ourvision, and the roadmap that
Brian was mentioning.
SPEAKER_01 (23:30):
Thanks everybody and have a great holiday season and
end of the year.
And I hope you bring the spiritof quality wherever you go.
SPEAKER_02 (23:40):
Thanks for listening to Ashto Resource QA.
If you'd like to be a guest orjust submit a question, send us
an email at podcast at ashtoresource.org.
Or call Brian at 240-436-4820.
For other news and relatedcontent, check out Ashto
Resources' social media accountsor go to ashtoresource.org.
Welcome to Ashto Resource QA.
We're taking time to discussconstruction materials, testing,
and inspection with people inthe know.
From exploring testing problemsand solutions to laboratory best
practices and qualitymanagement.
We're covering topics importantto you.
SPEAKER_01 (00:18):
Welcome to Ashto Resource QA.
I'm Brian Johnson.
SPEAKER_02 (00:22):
And I'm Kim Swanson, and we are here today to talk
about continual improvement.
I am so excited.
Everyone at Resource loves totalk about continual
improvement, and our guest is noexception.
SPEAKER_01 (00:34):
That's right.
Our guest today is TracyBarnhart, our quality manager.
She lives and breathes continualimprovement, which is why I
thought she would be the perfectguest for this episode.
And uh Tracy, welcome.
SPEAKER_00 (00:48):
Thanks, Brian.
Happy to be here.
SPEAKER_01 (00:50):
We're talking about this topic in our December
episode because it's the end ofthe year.
No surprise, the uh the soonwill be the beginning of the
next year.
And a lot of people make NewYear's resolutions.
And I think, you know, uh on anindividual basis, uh and people
(01:12):
should be thinking about theircompanies and their quality
improvements in the new year aswell.
So not everybody does it on thatinterval, but if you aren't
thinking strategically about theimprovements you'd like to make
next year, we are hoping to pushyou in that direction if you're
(01:33):
listening to this and thinkabout it.
And uh we we actually have aplan for what we want you to do.
We're gonna talk about qualityleading up to that, but I have a
call of action at the end.
So stay tuned.
Don't don't turn it off becauseyou don't want to hear about
quality.
(01:54):
We have an assignment for you,which I know that everybody
loves assignments, especiallyaround the holidays when they're
trying to do a million otherthings.
Um but okay, so that's thelead-in.
I can tell Kim really loves it.
SPEAKER_02 (02:06):
You are selling it so much as this is great.
I I am here for it, but you areselling this.
SPEAKER_01 (02:11):
We're talking about quality today with Tracy.
Uh we've been, we've we alwayswe always think about quality,
but uh our our strategic roadmapreally uh was a way for us to to
talk more broadly about it withour customers, advertise these
concepts more broadly.
Um and really the focus is onhaving this uh quality
(02:35):
revolution in in constructionmaterials testing.
So quality management, continualimprovement.
SPEAKER_00 (02:43):
I hope people are aware that they are that we have
this information on our websiteon the quality tab, the
information that you just spokeof.
We have our quality policy forAshtur Resource on there.
And I believe the AshturResource Roadmap, if I'm not
mistaken, that's publicinformation as well that Brian
was just referring to.
SPEAKER_01 (03:03):
You can go to the About Us and there's a quality
tab, and you can get all theinformation on our roadmap and
quality in layman's terms.
Talk about, hey, what is thisquality management revolution
that you guys are talking about?
And what what would ourlaboratory look like if we were
if we were part of that?
SPEAKER_00 (03:20):
Well, one of the items in the roadmap is
embracing processes which canwhich foster continual
improvement.
So always having a focus oncontinual improvement and
ensuring that you have a cultureof quality within your
laboratory, that it's atrickle-down effect from the top
management, top leadership allthe way down to your newest
(03:41):
employee, that it doesn't juststay in that management sector
of people because you wanteveryone to feel and embrace the
quality culture in yourorganization.
SPEAKER_01 (03:53):
That's right, top to bottom, right?
Everybody's thinking aboutquality.
So no more of this.
Oh, they don't need to knowthat.
They don't need to know why theydo that.
Yeah.
How many times have you heardthat over the years from people?
And and if that is your mindset,it's time to make a change.
SPEAKER_00 (04:11):
That's right.
SPEAKER_01 (04:12):
And be get on board this quality management
revolution that we're set for wehave set forth on, and we're
trying to talk about today uhand and always.
Uh so Tracy, another question.
Whose responsibility is quality?
SPEAKER_00 (04:29):
Every person that works in the organization.
It is your responsibility toensure excellence in the work
that you do.
You cannot think that that'sgonna happen from your
supervisor or your colleagues.
You have to take it seriouslyand implement whatever you need
to do to focus on continualimprovement.
SPEAKER_01 (04:49):
Okay, so I I'm a let's say I'm a technician, and
you're telling me myresponsibility is is quality,
even though I'm not the qualitymanager.
That's not in my duties.
Uh I've read I just read over myposition description.
Yep.
And it doesn't say that.
How what what can I and what bythe way, I also have to follow
these standards, right?
(05:10):
And so what how can Iparticipate in this?
What what's my what's wherewhere where can I contribute?
SPEAKER_00 (05:17):
One easy way to get people on board with this is to
incorporate quality trainingwhen you first hire somebody.
We do that here at AstroResource.
I sit down with new employeesand talk to them about our
quality management system, ourquality policy statement, the
goals that we have related toquality.
And so I think it's important todisseminate that information to
(05:39):
all employees to ensure thatthey understand, not only know
what they are, but understandthem and understand how those
things apply to their particularjob duties.
And then ultimately the employeewould run with that then.
They know, okay, we have thesespecific quality goals.
I know if you're a testingtechnician, I know how important
(05:59):
it is that the work that I do isthe best that it can be, so that
we're delivering the highestquality product to our
customers.
SPEAKER_01 (06:07):
If I if you're a technician and you're and you're
running tests, are there arethere opportunities for you to
make improvements beyond thestate of requirements, the test
method?
SPEAKER_00 (06:18):
Of course.
Absolutely.
There are always improvementopportunities.
We find that here at AzureResource all the time.
But yeah, you don't want to justfocus on here's the test method,
this is what I should be doing,A, B, C, D like a recipe, but
also focus on how can we improvethe processes that we have in
our laboratory, mayberedesigning the system that we
(06:40):
have for testing in thelaboratory.
Maybe people are spending toomuch time walking around from
one station to the other, mayberealigning things so things are
more efficient.
Maybe uh improving the trainingprogram for technicians?
You've gone through it yourself.
Did somebody just give you thestandard and have you read it
and then you're supposed tofigure out how to perform the
test?
(07:01):
What can we do to improvetraining and understanding of
those test methods?
Is there something that could beimproved with the equipment that
you're using and be proactiveabout that and ask do we have
money in our budget to purchaseequipment that might help us in
our quality journey to becomemore efficient in our work or to
(07:25):
at least improve the quality ofthe testing?
SPEAKER_01 (07:28):
Yeah, and and Cam, in your role, let's talk about
your role, communications and uhall the other various things
that you're involved with, whichwhich is a lot.
Uh a lot of different things, alot of helping people figure
things out.
Um how does quality play a rolein your non-technical tasks?
SPEAKER_02 (07:54):
That I mean, quality is every is everywhere at
resource and should beeverywhere for everything, I
think.
But um for me, it's making surethat you know, our you know, our
website is communicating what weneed to communicate clearly.
Is it aligned with ourorganizational values, right?
(08:16):
So, like is it concise?
Are we being transparent wherewe can be?
Are we doing things like thatkind of thing?
Um, also internally, when mywork, you know, doing helping
with communications internally,I've done training,
communications training forstaff of how to be more
effective and efficient in yourcommunication, right?
(08:39):
So it's not only, you know, likequality in the technical way,
but how can you be a qualitycoworker, right?
And how can you communicate, howcan you communicate effectively
and efficiently?
Because that is all a part all apart of quality.
And I also like I've createdsome job aids for staff of like
(09:00):
here's a checklist.
And I think that's somethingeven like technicians can do
too.
If you're having trouble withlike remembering this one part
and you have a tip that you use,share that.
That's a good that's a part ofquality, right?
Sharing those little things thatyou do that make your job easier
with other people that are doingsimilar things.
So, you know, I think I justhelped you similarly yesterday,
(09:23):
Brian, about like, I'm like, oh,you're still accessing those
files that way?
Like, that doesn't seem like themost effective way.
Here, let me show you how I doit, and this may help, right?
So it's not hoarding theknowledge, it's sharing it with
everybody and communicatingeffectively in general, I think.
I talked in circles on that one.
So hopefully that answered yourquestion, Brian.
SPEAKER_01 (09:46):
You definitely answered my question.
And the the point is that thereare aspects of everybody's job
duties and even ones that aren'tspecifically in their job
duties, uh that can uh receivesome attention for continual
improvement, uh, are part ofquality.
It's not, I think what a lot oftimes when people hear us talk
(10:08):
about quality, they're thinkingabout testing, testing, testing.
Right.
And it's much more than that.
It's it's management, it'straining, it's communication,
it's everything, and it'severyone.
And and that is what you need toembrace uh to have a quality
organization.
Uh and and you have to spreadit.
(10:30):
You you you can't, like Kimsaid, you can't hoard it.
It is not only these are notresponsibilities that only
reside in Tracy's area ofexpertise, even though we
brought her on to talk about itbecause she it is her her job
duty, you know, to be managingthe quality, which means she
handles a lot of the audits thatgo on and and management
(10:52):
reviews.
So, so I I want to talk to younext, Tracy, about about the
management reviews, because alot of times when we talk about
uh setting our goals uh fordifferent departments and for
the organization overall, uhsome of that stuff comes out of
the management reviews.
Um and and how how does that howdoes that evolve?
SPEAKER_00 (11:15):
Management reviews, you shouldn't uh go into those
just thinking it's a checklistof items that you have to get
through.
You want to take it a little bitmore seriously than that.
Uh of course, there are certainthings that we have to include
on our records because of ourISA 9001 certification.
But we get into at the end ofour management reviews a SWOT
analysis where we're spending alot of time talking about
(11:37):
strengths, weaknesses,opportunities, and threats to
our organization and reallyfocusing specifically on the
weaknesses and the opportunitiesthat things that are maybe we
should be doing that we're notdoing right now, improvement
opportunities.
And we focus a lot of that onthat.
And then yes, that can lead intoimprovements in the next year or
(12:01):
goals that we create for thenext year that we really hadn't
thought about before.
So those discussions really helpus with the framework of quality
and the culture of quality goinginto the next year for that
specific program that we'retalking about.
SPEAKER_01 (12:16):
Yeah, so we think about these inputs.
You talked about SWOT analysis,but I don't want people to get
hung up on that because thereare a lot of ways that you can
you can get this information.
Some of them they just you justhave a conversation or you think
about it, you write it down, youshare ideas.
So I think sometimes when peoplethink about this, they they're
like, oh man, we're gonna haveto hire a consultant to teach us
what this means, and we're gonnahave to do all these formal
(12:39):
things.
Right.
Uh don't don't let don't letformalization uh get in the way
of making continual improvementsto your organization.
SPEAKER_00 (12:50):
Absolutely.
Don't make it harder than it hasto be.
Our management reviews are veryconversational.
You've been through a number ofthem.
We're just they're long, butwe're having a very good,
productive conversation.
We typically don't have time todo any other time of the year.
So it's really great just to sitdown and focus on those things
and as Kim mentioned, learn fromone another and implement some
(13:13):
improvement opportunities withour quality co-workers.
SPEAKER_01 (13:16):
That's right.
That's right.
It's all about the the entireteam contributing.
So I we talked about managementreviews just there.
If you're not really aware ofthose or you're not comfortable
with those, I did want to sharethat we have um we have podcasts
and and webinars uh aboutmanagement reviews because we
(13:37):
know it's an area of confusionfor people.
SPEAKER_00 (13:39):
Yeah, and and Brian, I will say that improvement
opportunities, that's one of thekey outputs of a management
review.
You should be identifyingimprovement opportunities, or
you're not focusing on the rightthings during those discussions.
So it's something to keep inmind.
SPEAKER_02 (13:55):
I also think some people might get held up, as you
said, Brian, about like theformality of the whole process,
but also thinking of improvementopportunities as these big
things that change.
It doesn't have to be a bigthing, it can be a really small
thing.
And that's actually a reallygreat way to start switching or
changing the culture, is startwith small, quote unquote, easy
(14:19):
things.
And then people will see, oh,this is what we do, and you'll
like build the culture and theconfidence that people like, oh,
if I suggest something that'sgoing to be an improvement, uh
it's gonna be listened to, it'sgoing to be implemented if it's
available, you know, like if weare able to do that.
So I think don't necessarilythink that it has to be these
(14:39):
big massive system-wise changes.
It can be as simple as a job aidhere or there, or you know, a
change in something relativelyminor, but that can get the ball
rolling and build momentum in apositive way, like snowballing,
but in a good way.
SPEAKER_00 (14:57):
Also, with management reviews, we're always
continually improving ourmanagement reviews, the process
itself.
Because every time we do one, Itypically organize those.
I'm moving topics around becausethe conversation didn't flow
quite as well as I wanted it to.
So we're never doing things inthe same order year to year.
I'm adding topics that we shoulddiscuss.
(15:18):
We didn't used to have SWOTanalysis included in there.
And then we determine, wow,that's actually really good
stuff to talk about at amanagement review.
So you you want to think aboutcontinually improving even those
basic processes that you'redoing, internal audits and
management reviews, and not justkind of, you know, sit back and
think, well, we've always doneit this way, it works for us,
it's fine.
(15:38):
But they're always like Kimsaid, even little changes can
result in big improvements.
SPEAKER_01 (15:44):
Yeah, try different things.
Try different things.
SPEAKER_02 (15:47):
There's there's a hold up, I think that this
happens in people's personallives as well when you're
setting goals or making changes,that you try something thinking
it's gonna be an improvement.
If it's not, you can go back.
Like there's nothing saying likeyou can be flexible like that.
And you know, like, okay, Ithink this is gonna help.
(16:07):
And then the we try it, andyou're like, oh no, that
actually came up more otherproblems that I wasn't thinking
about.
And it's you know what, let's goback.
Like, we can change our mind.
It is not, you know, like you'renot stuck doing something just
because it was suggested and youthought it was gonna improve.
Reevaluate, like, did thisimprove it?
You know, maybe okay, maybe wego back, maybe it was better the
(16:28):
other way, or what adjustmentscan we make so it will be
better.
So I think that's an importantreminder for people that it's
not only you don't only have togo forward.
Sometimes it's okay to gobackwards if that change wasn't
impactful like you were hopingit would be.
SPEAKER_01 (16:42):
A lot of great points there.
Uh I would say that uh anotherthing that I want to make sure
people realize is all that stuffthat Tracy and Kim were just
talking about.
Uh, if you really want to makeit explode at your company, you
do also have to uh this is gonnabe something Kim will be excited
(17:05):
about, you have to communicateabout it.
Uh so you do have to talk aboutit.
You do have to this is somethingthat as a manager, I I would say
that is my biggest area ofimprovement that I need to work
on is celebrating those smallwins, celebrating those small
changes.
Because a lot of times I willget into this mindset of
expecting.
Like I expect our team to bededicated to making continual
(17:29):
improvements.
And I don't always take a pauseand recognize those little
changes like I should, but everytime you recognize it, it's a
little, it's it's another littleway to motivate others to also
want that recognition, even ifthey won't admit it, want that
want that that recognition or oror to just be noticed for doing
(17:54):
a good job.
Because so many of us are justexpected to be able to do what
we do really well, right?
And and yeah, that that shouldbe an expectation.
Um but it you you gotta talkabout it and you gotta build up
that community.
SPEAKER_00 (18:09):
Absolutely.
SPEAKER_01 (18:11):
Okay, so we are at a a very good stopping point of
this discussion to talk aboutnext steps for everybody.
Uh so I know that I've I'veheard this from other people
where they say, Oh, it must benice for you to work in this
quality area where you have timeto go do this because I'm so
(18:33):
busy, I have all these things todo.
Um, but what I and I know thisis it's a busy time of year,
everybody's got a ton of stuffgoing on.
But take time if it's on acommute home, if it is on you,
you're sitting in traffic,shopping, whatever you are
doing, you're wrapping gifts,whatever.
You think about processes, thinkabout ways you can make
(18:54):
improvements anywhere in yourlife to try to get this mindset
developed if you don't alreadyhave it.
Um an idea strikes you, write itdown, bring it to the table,
talk to other people uh in youroffice about it, and and we're
gonna try to help stimulate someof this conversation for you.
(19:14):
Uh, we are gonna send out apoll.
This is gonna go to all the goodlittle Astro accredited uh
people out there, uh thelaboratories out there that are
in our program, uh, and andbasically anybody who's on our
mailing list, and we're gonnaask you if you have considered a
(19:34):
quality goal that it leads tocontinual improvement at your
organization.
And what we would like to do istake some of those that we get
back and talk about them in ourJanuary episode of the podcast.
And if you are up for it, we'llask you if you consent to this.
But if you uh consent to usmentioning you by name and your
(19:55):
company by name, and it might bea little, a nice little way to
speak.
Spread that message of continualimprovement and quality among
your other offices or in youroffice or in the industry as a
whole.
So we'd love to get someparticipation there.
And like I said, we'll betalking about that in the new
year.
(20:16):
And let's let's spread thatcontinual improvement and
quality mindset throughout theindustry and throughout well the
world.
SPEAKER_02 (20:30):
The world?
SPEAKER_01 (20:31):
Throughout the world.
That's a world of quality outthere.
Is that too small?
I think the universe.
Oh.
SPEAKER_02 (20:37):
Universe?
Galaxy.
SPEAKER_01 (20:38):
Universe.
Galaxy.
What's bigger?
SPEAKER_02 (20:40):
No, yes.
I don't know.
Outside of my mind.
Infinity.
Yeah.
SPEAKER_01 (20:45):
Infinity.
Yes.
unknown (20:47):
Yeah.
SPEAKER_02 (20:47):
I don't know.
SPEAKER_01 (20:48):
Please cut all that.
SPEAKER_02 (20:49):
Yeah.
SPEAKER_00 (20:50):
And these and these goals are New Year's resolutions
that people might actually keep.
SPEAKER_01 (20:57):
They are.
SPEAKER_02 (20:58):
Yes.
And I I think we will be sendingout the survey, uh, and a survey
or and it will be linked to inthis podcast as well.
And uh as set for realisticparticipation in things, it may
be our February episode, Brian,just so we can get enough
people.
You say January.
I don't want to hold us to that.
It might be February, dependingon how many amazing responses we
(21:22):
get.
SPEAKER_01 (21:24):
I'm flexible on that.
On that point, you know, justlike we were talking about.
We're set, we set I'm settingforth this goal of January, but
you know what?
If we don't meet it, that'sokay.
Because our our end goal isreally to have this.
So if we're a little delayed,that's okay.
SPEAKER_02 (21:41):
Yes, and I wanted to be transparent about that and
say it might be February becauseeveryone is busy at the end of
the year and the start of thenew year.
So, but we will be doing this.
We will be uh you'll see it onour social media, you will see
it uh in an email for sure.
Um, and again, I'm sure there'sa link already in the podcast
description because future Kimis on it and it is gonna be
(22:06):
there.
Um, but also speaking of futurequality things, I want to put a
plug-in for our uh technicalexchange happening in March.
So Tracy, do you want to tell usa tiny bit about that?
SPEAKER_00 (22:20):
Yes, it's coming up the week of March 9th, I
believe, in Louisville,Kentucky.
We hope that we will see youthere.
We're gonna talk about quality,we're gonna talk about technical
topics.
There's gonna be a lot ofnetworking opportunities.
It's a great event.
And hopefully you'll be moved tojoin us in Louisville.
SPEAKER_02 (22:42):
Yes, if registration isn't open already when you're
listening to this, it will beopen very, very soon.
Um, so again, continualimprovement there.
Hopefully we can get uh we tryearlier and earlier to get
registration open every year.
So we're trying to improve that.
Uh so if it's not already open,uh be on the lookout for that.
And you can check out moreinformation at astra resource
(23:04):
slash events or astroresource.org slash events uh for
more information on thetechnical exchange and more
information on the qualityinformation we were talking
about.
Again, for transparency sake andall that, you can go to astro
resource.org slash quality andyou can see our quality policy,
(23:24):
our values, our mission, ourvision, and the roadmap that
Brian was mentioning.
SPEAKER_01 (23:30):
Thanks everybody and have a great holiday season and
end of the year.
And I hope you bring the spiritof quality wherever you go.
SPEAKER_02 (23:40):
Thanks for listening to Ashto Resource QA.
If you'd like to be a guest orjust submit a question, send us
an email at podcast at ashtoresource.org.
Or call Brian at 240-436-4820.
For other news and relatedcontent, check out Ashto
Resources' social media accountsor go to ashtoresource.org.
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