7th CQC

2015, in Edmonton, Alberta.


Keynote Speakers

The CSQ (the Society) and CQC (its annual conferences) is about working together in knowledge exchange areas with all other quality associations and societies in the world. We envisage our CQC as a venue for meaningful interactions and international networking event as a means to engage the community of researchers and scholars and quality consultants that add a lot of value to shape the future of quality.

In that respect, we seek to provide a varying and interesting schedule of programming that attaches to attendees interaction in a variety of topics and innovative ideas, discussions and debates, meeting up with people and so on.

This Year’s Keynote Speakers

Dr. Verna Yiu

Dr. Verna Yiu, MD

VP, Quality and Chief Medical Officer
Alberta Health Services, Edmonton, Alberta, Canada

Monday Morning – Humanizing Patient Experiences

The challenge of building a sustainable improvement culture in a provincial healthcare organization of over 100,000 employees is daunting. AHS Improvement Way (AIW) was created as a frontline-driven improvement culture that would provide an environment of sustained improvements in patient care.

Within four years of launch, the AIW team has developed an integrated system of training, implementation and certification that is unique in Canada. Over 10,500 AHS staff have been trained in AIW and over 200 initiatives have been completed. Currently, this program is delivered by AHS staff, making AHS one of the few jurisdictions in North America attempting large-scale transformation with a relatively small internal team. Evaluations have shown that AIW initiatives have a positive financial impact for the organization.

The next phase of our work will be experiential process improvement….breaking the rules to innovate and design differently. We will take the human healthcare experience; blend LEAN efficiency together with the experience mapping of empathy to differentiate and design new standards of care. It’s about alignment, intelligence, discovery, design, realization and sustainability.


Dr. Verna Yiu is Vice President, Quality and Chief Medical Officer for Alberta Health Services (AHS), the only single provincial healthcare system in Canada and also, the largest employer in Canada providing 24/7 service with over 100,000 employees and over 7000 physicians. Prior to this role which commenced in August, 2012, she was the Interim Dean of the Faculty of Medicine & Dentistry at the University of Alberta preceded by senior positions in the dean’s office since 2000. Dr. Yiu is an alumnus of the University of Alberta (U of A) and Harvard University and concurrently, is a Professor of Pediatrics at the University of Alberta. Since returning to the U of A in 1994 as a pediatric nephrologist, her leadership roles have spanned heading clinical programs to spearheading medical education reform.

She has had over 18 years of leading in areas of health administration both within the healthcare delivery system and academic setting. Her current role in AHS is to help oversee the integration and coordination of a diverse, multifaceted, complex end-to-end health delivery model for the province through six accountability functions: Quality & Healthcare Improvement, Strategic Clinical Networks, Clinical Informatics and Clinical Information Systems, Medical Affairs, Provincial Clinical Support Services and Partnerships with academic institutions and other physician led organizations.

A key mandate of this position places strong emphasis on the importance of quality and patient safety, engagement, leadership development and relationships between the medical staff and the health care system.

About Alberta Health Services


We are the skilled and dedicated health professionals, support staff, volunteers and physicians who promote wellness and provide health care every day to about 4 million Albertans, as well as to many residents of Saskatchewan, British Columbia and the Northwest Territories.

Alberta Health Services (AHS) has over 104,000 employees, including about 96,100 direct AHS employees and almost 8,000 staff working in AHS wholly-owned subsidiaries such as Carewest, CapitalCare Group and Calgary Laboratory Services (excluding Covenant Health staff), 17,600 volunteers and almost 8,400 physicians.

Students from Alberta’s universities and colleges, as well as from universities and colleges outside of Alberta, receive clinical education in AHS facilities.

100 acute care hospitals, 5 stand-alone psychiatric facilities, 8,230 acute care beds, 22,533 continuing care beds/spaces and 202 community palliative and hospice beds, 2,327 addiction and mental health beds plus equity partnership in 41 primary care networks.

Programs and services are offered at over 450 facilities throughout the province, including hospitals, clinics, continuing care facilities, mental health facilities and community health sites.
The province also has an extensive network of community-based services designed to assist Albertans maintain and/or improve health status.


Canada’s first province-wide, fully integrated health system, announced on May 15, 2008, by Ron Liepert, Minister of Health and Wellness.

We bring together 12 formerly separate health entities in the province including three geographically based health authorities, Alberta Alcohol and Drug Abuse Commission (AADAC), Alberta Mental Health Board and Alberta Cancer Board. Ground ambulance service was added to the responsibilities of AHS in an announcement from Alberta Health and Wellness on May 30, 2008. The services were moved from municipalities to AHS effective April 1, 2009.


Dr. Carl Amrhein, Official Administrator

Vickie Kaminski, Chief Executive Officer and President

(Excerpted from the AHS website)

Jayne Pope

Jayne Pope

CEO, Hill Country Memorial Hospital, Fredericksburg, TX

Monday Afternoon – Leading the Way for Healthcare

A story of building a culture to core competency, alignment to empowerment of the entire workforce, you will hear from the CEO of the Hill Country Memorial Hospital, what it took to become a champion of healthcare and win the coveted 2014 American Baldrige Quality Award.

A commitment to world-class health care is the foundation of Hill Country Memorial’s performance excellence. The journey that began in 2007 when the Board of Trustees and senior leaders agreed that performance at the national median was not acceptable. The Baldrige Framework for Performance Excellence served as our guide as we navigated the climb and increasingly difficult obstacles we must overcome.

By identifying opportunities for improvement and implementing action plans to address those gaps, we have seen year-over-year improvement in our results. This has not been a flash in the pan or quick journey; but rather a systematic commitment to achieving world-class or in Hill Country Memorial’s vernacular Remarkable results.

Effective leadership is necessary for any health care organization to achieve and sustain world-class performance on quality, service, people, and financial metrics. Hill Country Memorial’s senior leadership team has built an environment based our core competencies of: Relationship Building, Values-Driven Culture, and Execution.

The leadership team first developed a positive culture for our workforce (employees, physicians, and volunteers) by building positive relationships, creating an environment of trust and transparency, and adherence to the organizational values developed by our team. Although relationship building and values-driven sound like soft skills, Hill Country Memorial senior leaders and fostered and developed systematic processes to integrate these core competencies into our day-to-day operations.

Once the culture was established and flourishing, the senior leaders leveraged the core competency of execution through the development of accountability systems and alignment of all levels of the organization to the achievement of our strategic goals and objectives. Senior leaders took complex processes of strategic planning, performance improvement, and knowledge management and develop simple, user-friendly processes to allow all employees to participate.
The entire Hill Country Memorial team is aligned and engaged in providing the highest level of care and service to all those we serve both today and in the future. The Baldrige Framework for Performance Excellence has been a significant part of our journey.


Jayne E. Pope, RN, MBA, FACHE – Jayne’s calling to serve those who serve the patient is evidenced in her career history. Her leadership experience includes serving as Chief Nursing Officer at two hospitals and CEO of Clinical Systems at a large network of clinics serving unfunded patients. As CEO at Hill Country Memorial, Jayne has inspired the team to continuously achieve performance excellence and has turned the organization’s attention to expanding care outside the walls of the hospital. She received her Masters of Business Administration from the Richard Ivey School of Business at the University of Western Ontario, Canada. She counts it a privilege to stand with and for those who are called to healthcare service.

About the Hill Country Memorial Hospital

Malcolm Baldrige National Quality Award, 2014 Award Recipient, Health Care Category

For more information:
1020 Highway 16 South
Fredericksburg, Texas 78624
Phone: (830) 990-4302
E-Mail: kdicuffa@hillcountrymemorial.org
Website: http://www.hillcountrymemorial.org

  • HCM was named one of “Top 100 Hospitals” by Truven Health Analytics for the past three years (2012-2014) and was selected by Becker’s Hospital Review as one of its “Top 100 Great Community Hospitals” in 2014.
  • Employee satisfaction and engagement scores, as well as those for employed and independent physicians, ranked HCM in the top 10 percent nationally for 2013 and 2014.
  • HCM outperformed every hospital in Texas for Value-Based Purchasing (VBP, also known as “pay for health care performance”), a program implemented by the Centers for Medicare and Medicaid Services (CMS) that ranks hospitals on quality health care performance.
  • HCM demonstrated significant improvements in its financial performance from 2010 to 2013. During that period, HCM’s net income increased from $10 million to nearly $20 million, cash flow to total debt ratios improved from 50 to 60, and cash and investments to debt ratios improved from less than 1.5 to higher than 3.

Hill Country Memorial (HCM) is an 86-bed facility serving seven primary counties in the Texas Hill Country. The hospital’s home community is Fredericksburg, Texas.

Guided by it’s Vision and Mission, Hill Country Memorial empowers others to create and maintain healthy lifestyles. HCM addresses the health needs of every generation from prevention and wellness to a dedicated Women’s Pavilion, and HCM Home and Hospice care. Available at the HCM Wellness Center are fitness and nutrition classes and an Olympic size pool. The hospital’s major services include: joint replacement, surgical inpatient, outpatient outreach and a 24-hour emergency service.

In 2015, Truven Analytics named Hill Country Memorial as a Top 100 Hospital for the fourth consecutive year and the fifth time in the hospital’s history. The 100 TOP Hospital designations are based on the hospital’s performance in quality patient care, safety and patient experience. Hill Country Memorial is honored to be a recipient of the 2014 Malcolm Baldrige National Quality Award.

Susan Muenter (1)

Susan Muenter

Director of Human Resources, Pewaukee School District, Milwaukee, WI

Tuesday Morning – Innovation and Transformation in Education Systems

Learn how the Pewaukee School District in Wisconsin, a 2013 American Baldrige Quality Award winner used a multi-step process to innovate and applied quality principles to improve leadership skills to students at a high school and transformed the education system.


Susan A. Muenter has served as the Director of Human Resources for the Pewaukee School District since 2002. The Pewaukee School District is a K-12 public school district located in Pewaukee, WI with an enrollment of over 2,700 students in a campus setting. The Pewaukee School District is dedicated to using the Malcolm Baldrige Criteria for Performance Excellence. With this commitment, the District pursues a relentless focus on using strategic planning, results data, and key work process identification to leverage improvement. In 2010 the Pewaukee School District was honored to be the first education recipient of the Wisconsin Forward Award, the highest level of recognition in Wisconsin’s performance excellence program. The District has also applied for the national Baldrige award. She serves as an Examiner for the Wisconsin Center for Performance Excellence.

Susan earned her undergraduate degree in Behavioral Science from Mount Mary College in Milwaukee, WI and her Master’s Degree in Human Resources and Employment Relations from Pennsylvania State University. Susan has a total of 28 years of Human Resources experience with 16 years previous experience in the private sector including health care, hospitality and industrial distribution.

About Pewaukee School District

Malcolm Baldrige National Quality Award, 2013 Award Recipient, Education Category

For more information:
Pewaukee School District
404 Lake St.
Pewaukee, Wis. 53072
Telephone: (262) 695-5037
E-Mail: tooljul@pewaukeeschools.org
Website: http://pewaukeeschools.schoolfusion.us/

  • PSD’s mission—”Opening the Door to Each Child’s Future”—is the foundation for its empowering approach to teaching and learning. Teachers use leading indicators, benchmarks and multiple assessments to tailor classroom instruction to best serve the needs of each student.
  • Despite having one of the most rigorous public school graduation requirements (28 credits) in the state, PSD achieved a 97.4 percent graduation rate in 2012-2013 and had a higher graduation rate from 2008-2012 than other county, state and nearby high-performing districts.
  • Action plans are developed to ensure the accomplishment of PSD’s strategic objectives and are reviewed every 90 days. PSD completed 98 percent of its action plans in 2012-2013.
  • PSD was named by theMilwaukee Journal Sentinelas one of Wisconsin’s Top 100 Workplaces for the years 2011, 2012 and 2013. Staff satisfaction ratings for salaries,benefits and engagement/involvement all far exceed the national averages.

The Pewaukee School District (PSD) is the smallest K-12 educational system in Waukesha County, Wis. (outside Milwaukee), with an enrollment of 2,760 students. PSD includes four schools (two elementary schools, one middle school and one high school) housed on an 85-acre campus that serves students from both the city and village of Pewaukee. The district is staffed by 296 employees and operates under a budget of $28.6 million.

Meeting High Standards for Performance

Despite having one of the most rigorous public school graduation requirements (28 credits) in the state, PSD achieved a 97.4 percent graduation rate in 2012-2013 and had a higher graduation rate from 2008 through 2012 than other county, state and nearby high-performing districts. A key measure of college and career readiness, the percentage of PSD students attending a two- or four-year college increased from 78.8 percent in 2006-2007 to 91.9 percent in 2011-2012. This compares favorably to the county (84 percent), state (74.1 percent), and nearby high-performing districts (85.1 percent).

  • All PSD schools have met the Adequate Yearly Progress (AYP) standard, a measurement defined by the federal No Child Left Behind law that annually determines student, school and district academic performance.
  • PSD has increased its advanced placement (AP) offerings from nine in 2006-2007 to 17 in 2013-2014. Its AP exam pass rate of 76 percent in 2011-2012 was higher than the county (73.9 percent) and the state (68 percent). PSD’s ACT composite scores of 23.4 outperform both the state (22) and national (20.9) averages.
  • PSD’s economically disadvantaged students surpassed the performance of similar students in the county, state and nearby high-performing schools on the Wisconsin Knowledge and Concept Examinations (WKCE) reading proficiency tests by achieving 45.5 percent proficiency compared to scores below 33 percent.
Satisfied Parents, Involved Students

Parent and student satisfaction surveys show PSD parent satisfaction with communication ranged between 91.5 percent and 94.8 percent at the four schools in 2012-2013, while the national average was 74 percent. Parent satisfaction with educational quality during the same school year was 93.8 percent.

Extremely low dropout and truancy rates, along with high levels of student volunteering, demonstrate the effectiveness of the district’s efforts to engage students. PSD’s low dropout rate of 0.09 percent exceeds those of the county, state and nearby high-performing districts by a factor of five to 15. PSD’s truancy rate of 0.40 percent is between three to 22 times better than the county, state and nearby high-performing districts. Seventy-six percent of PSD students volunteered in 2012-2013, more than double the national average. Total volunteer hours increased from 9,932 in 2007-2008 to 26,083 in 2012-2013.

Top Grades for Fiscal Responsibility

PSD demonstrates strong financial performance. The district’s Moody bond rating, an indicator of fiscal strength, was raised from “Aa3” to “Aa2” in 2010, while ratings for many districts in Wisconsin and throughout the nation dropped.

Recognizing that fiscal integrity is based on having a fund balance to utilize as working capital, PSD has increased its fund balance from just over $300,000 in 1997-1998 to nearly $4.6 million in 2012-2013. This represents a working capital fund making up 17 percent of the district’s operating budget.

Photo-Jack West 2

Jack West

Noted author, consultant and ISO 9000 expert; Woodlands, TX

Tuesday Afternoon – The New ISO 9001: Opportunities and Challenges

A timely discussion of the challenges that every organizations face in our changing world and how the new ISO 9001:2015 quality management standards provides the opportunities to address those issues.


John E. (Jack) West is a management consultant and business advisor who helps organizations improve productivity and quality. He has over thirty years of experience in a wide variety of industries including shipbuilding, packaging, automotive parts manufacturing, chemicals, and manufacturing of farm machinery and construction equipment. Jack works with business owners, CEOs, and other executives to help them implement management systems to meet the challenges posed by the rapidly changing business environment. Jack is a member of Silver Fox Advisors, a group of former executives and business owners dedicated to assisting business owners and CEOs to improve their enterprises though mentoring and consulting. Silver Fox Advisors share their knowledge, experience, and skills allowing clients to improve their growth and profitability.

He has extensive international experience and has worked with organizations around the world to implement effective ISO 9000 quality systems focused on lower costs and higher customer satisfaction. He has worked extensively in Europe. He served for four years (1990-1993) on the Board of Examiners for the Malcolm Baldrige National Quality Award and has implemented internal Total Quality Management Assessment processes based on the Baldrige Award criteria. Jack served from 1997-2005 as Chair of the US TAG to ISO TC 176 and was lead delegate for the United States to the International Standards Organization committee responsible for the ISO 9000 family of quality management standards. He remains active in the US TAG and TC 176. He is also a member of the board of directors of the Registrar Accreditation Board (RAB). He is a Fellow of the American Society for Quality and was the 2003 recipient of the ASQ’s Freund Marquardt Award for his work related to standards.

Jack is a popular speaker and author. He is co-editor of the ASQ ISO 9000:2000 Handbook, and co-author of ISO 9001:2000 Explained, ISO 9001:2000, An Audio Workshop and Master Slide Presentation, Cracking the Case of ISO 9001:2000 for Manufacturing, Cracking the Case of ISO 9001:2000 for Service, How to Audit the Process-Based QMS, all published by the American Society for Quality, and Unlocking the Power of Your QMS. He also has produced the video programs on Internal Auditing Basics, Dealing with External Auditors, and Quality Basics published by INFORM and also available from ASQ. He is also a frequent contributor to such publications as Quality Progress, Quality Digest, and the Quality Engineering Journal.


Contributing Speakers

To see the final technical program, click here.

This year, speakers are contributing from the following countries:

Germany (2) Belgium (1) USA (2) Turkey (1) UK (2)
Ghana (1) Denmark (1) Pakistan (1) India (1) Poland (1)
China (1) Mexico (4) Singapore (1) Taiwan (1) Canada (31)



1. A Step-by-Step Guide to Revised ISO 9001:2015

Place: Alberta Room, Lister Center, University of Alberta campus, Edmonton.
Time: 10:00 AM to 4:00 PM, Monday, September 28.

Photo-Jack West 2

John E. (Jack) West

Author, consultant, international lecturer

Whether you have an established Quality Management System or are just getting started, this workshop will provide you with a comprehensive plan for managing change in your organization. This workshop is highly recommended for quality professionals, quality managers, and operations executives.

The participants will gain insight into the contents and intent of the new edition of ISO 9001, scheduled for publication in 2015. The instructor has extensive experience in the field and responsibility for developing and deploying ISO 9001 compliant quality management systems in the USA and around the world. The participants of this course will learn what to anticipate in the 2015 edition of ISO 9001 and what tweaks and changes may be required to ensure conformity. There will be ample opportunity to ask questions of our experts which may facilitate efficient and effective transition to ISO 9001 when it is published.

An overview of the workshop is as follows:

    • When will ISO 9001:2015 become reality?
    • Setting the foundation; QMPs, vision, mission, and objectives of the organization
    • How long a transition period after release of ISO 9001:2015
    • Implications of the “New” footprint i.e. Annex SL for users?
    • “Change” to less specificity of requirements? More generic?
    • “Change” in wording: different words but same meaning? Different words with broader or more restrictive meaning?
    • Are there new requirements?
    • Existing requirements expressed in a new way
    • What are the areas I should be contemplating now and why?

You will also learn more about:

    • Understanding the concepts of “the organization and its context”, “the needs and expectations of interested parties” and how to “determine the scope of the quality management system”
    • The change in wording from documents and records to “documented information” and the implications of this change
    • Risk based thinking requirements and the interaction with corrective action and preventive action
    • New requirements for top management leadership and the competence and awareness of staff
    • Internal audit and certification audit implications

About the Instructor

John E. (Jack) West is co-editor of the ASQ ISO 9000:2000 Handbook, and co-author of ISO 9001:2000 Explained, ISO 9001:2000, An Audio Workshop and Master Slide Presentation, Cracking the Case of ISO 9001:2000 for Manufacturing, Cracking the Case of ISO 9001:2000 for Service, How to Audit the Process-Based QMS, all published by the American Society for Quality, and Unlocking the Power of Your QMS. He has also produced the video programs on Internal Auditing Basics, Dealing with External Auditors, and Quality Basics published by INFORM and also available from ASQ. He was the 2003 recipient of the ASQ’s Freund Marquardt Award for his work related to standards.

2. Developing and Deploying Values and Strategy for Healthcare Excellence

Place: Northern Alberta Jubilee Auditorium, Lister Center, University of Alberta campus, Edmonton.
Time: 10:00 AM to 4:00 PM, Tuesday, September 29.

Emily Padula

Emily Padula

Chief Strategy Officer
Hill Country Memorial Hospital, TX

Integration of processes and improvements are keys to achieving the highest levels of performance. Find out from the healthcare quality champion at Hill Country Memorial Hospital, how they have leveraged integration and alignment to achieve and sustain results to be in the top 10% of the United States. In this workshop, you will gain detailed information and learn the tools necessary to assist your own organizational journey to excellence.

Beginning with a brief overview of the Baldrige Quality Award program and our journey to excellence using that framework, we will discuss how we found and live our values, our process for developing a strategy map and getting it done through action plans (OBIs and SBIs), and how we use tools to stay on track. The workshop will follow a logical sequence to cover other details such as:

  • Baldrige Journey
    • A brief summary of HCM’s journey from median-level performance to top decile
    • An overview of the Baldrige Framework and award process
  • Values Alignment
    • Identifying and hard-wiring values in an organization
    • Screening of all new applicants to ensure a cultural fit and reduce employee turnover and increase employee engagement
    • Values assessment as a component of annual performance appraisal
  • Strategic Alignment – Developing a strategy, communicating it, and cascading Strategic Goals and Objectives to all levels of the organization to ensure alignment of efforts.
    • Strategy Map
    • Strategic Breakthrough Initiatives
    • Operational Breakthrough Initiatives and Cascading Goals
  • Strategy Achievement Accountability Tools
    • Performance Review Cycle
    • Process Owner Worksheet
    • PDCA Worksheet, which includes an Innovation step

About the Instructor

Emily Padula, RN, MHI, FACHE is Chief Strategy Officer at Hill Country Memorial Healthcare in Fredericksburg, Texas. HCM has been a Truven 100 Top Hospital for the last four consecutive years and is one of two healthcare recipients of the 2014 Malcolm Baldrige National Quality Award. Emily has provided leadership in the Baldrige process and the quality department as well as executive oversight for the hospital’s “outside the walls” departments, including hospice, home care, and outpatient rehabilitation programs and stewardship of the hospital’s vision to create a healthy community. Her experience includes clinical analytics, healthcare operations leadership, clinical staff education, and patient care.