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Quality & You

Four Cornerstones for Change

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    [post_content] => Do you want to change your organization - to transform the rank and file members so that they WANT to achieve true Quality? Of course you do - who doesn't.

But even the most perfect retraining process will fail if you do not gain firm commitments from the people you are asking to implement the change. And that would be everyone in your organization. I have learned that when companies force a process on their workforce without first receiving their commitment to participate, the rank and file employee will become resentful and they’ll fight change – even when they know that change is for the better.

Now, I ask you to apply that reality to other situations – government, education, business, your family – without willing and full cooperation of everyone involved, implementing even a small change is difficult if not impossible. When we want to bring about change, we must ask for the utmost commitment from every active member – including ourselves. This is also true for my own change process, "Quality Is Everyone’s Business" (QIEB). I cannot ask a client company to implement a change in their quality process without first knowing that certain fundamentals are met.

In my book, The Power of LEO, I laid out these fundamentals - I called them the “Four Cornerstones.” These are the basic ground rules that can make the difference between a process that fails, or one that leads the organization toward a sustainable pathway of change.

First, I ask that people say to themselves and others, “Quality is MY responsibility.” This personalizes the pathway as a self-actualized mission. Quality is not someone else’s problem. Quality is the personal pursuit that is reflected in every aspect of “my” work. Thus it becomes their personal belief that they can make a difference.

[pullquote]What is important is the belief that the change is making a difference.[/pullquote]

Second, everyone must accept that Quality must involve ALL the people, ALL the time. In effect, you will deputize the rank and file members of your organization to recognize a problem and solve it. If trashcans are overflowing with trash, the janitor is empowered to request larger receptacles. People must act as they would if they saw a burning fire – filled with the belief that they have the solution to make a lasting impact.

Third, everyone must adopt an “I-can-do-it-Mindset.” There is a straight line between the leader’s policies and the behavior and attitudes of the employees that follow, and that line continues on into the quality quotient. For the Quality transformation to be sustainable, management needs to instill confidence among rank and file members of the organization; build up the belief that responsibility is the only answer.

Finally, we must also assume that ‘one-size’ does not fit all. It’s always tempting to look for a policy (framed by some handy slogans) that can be applied across the board to any and all situations. It would make life so much simpler. But haven’t we already learned that such solutions are counter-productive? In an earlier article, I demonstrated how individual response to quality can be very different from person to person. Moreover, there are so many special cases and exceptions that any set policy itself becomes irrelevant the moment it is enunciated on the organization. Therefore, doesn’t it make sense to allow every individual to arrive at their own reason to believe in Quality?

I have seen situation where these Four Cornerstones act as a catalyst for acculturation. People tend to push each other along toward improvement. And as people improve, they are encouraged to do more. At the end of the day, it isn’t the process of change that’s important. What is important is the belief that the change is making a difference. That’s how I believe that Quality will become Everyone’s Business.
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Do you want to change your organization - to transform the rank and file members so that they WANT to achieve true Quality? Of course you do - who...

Quality & Economics

Subir Chowdhury Fellowship on Quality and Economics at the London School of Economics (LSE)

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The Subir Chowdhury Fellowship on Quality and Economics allows for any post-doctoral scholar in-residence to participate in the program, regardless of ethnicity or national origin and spend time at LSE engaging in research examining the impact of “people quality” and behavior on the economies of Asian nations prioritizing, but not restricted to, India and Bangladesh.

Ultimately, the “Subir Chowdhury Fellow” is expected to successfully complete one publishable research paper during their stay and make a presentation at a seminar or lecture arranged by the Asia Research Centre. To date, this Fellowship has been awarded to the following individuals:
2011-2012 Dr. Vanishree Joseph Indira Gandhi National Open University
Click Here - For more information on Dr. Joseph and her work.
2010-2011 Dr. Rahul Hiremath Walchand Institute of Technology and Birla Institute of Technology & Science
Click Here - For more information on Dr. Hiremath and his work, please click.
Click Here for more information regarding The Subir Chowdhury Fellowship on Quality and Economics at the London School of Economics (LSE). [post_title] => Subir Chowdhury Fellowship on Quality and Economics at the London School of Economics (LSE) [post_excerpt] => [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => subir-chowdhury-fellowship-on-quality-and-economics-at-the-london-school-of-economics-lse [to_ping] => [pinged] => [post_modified] => 2013-05-16 22:50:19 [post_modified_gmt] => 2013-05-16 22:50:19 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=895 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw [format_content] => )
The Subir Chowdhury Fellowship on Quality and Economics allows for any post-doctoral scholar in-residence to participate in the program, regardless of ethnicity or national origin and spend time at...

Quality & Process

How to Fix a Broken Chain

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    [post_content] => I was visiting a friend of mine who at the time was the chief executive officer of a large consumer products company. Although we had spent many months prior to my visit discussing quality problems that the company was experiencing, he was reluctant to even talk about it now that we were sitting face to face in his office.

Finally, he exhaled sharply.

“Listen, Subir.” I could tell he was very frustrated. “We have spent a lot of money on our program deployment, but…” then he drifted off, waving his hand.

He looked over my shoulder to make sure his door was closed and then he leaned forward.  In all the years I had known him, I had never seen him so uneasy.

[pullquote]The 4Cs is a script that adds potency to upper management’s decision to deploy whatever management program or other process they choose.[/pullquote]

“It’s not working,” he hissed. “Every time that I think we have achieved some milestone, it slips away.” He shrugged helplessly.

I nodded. “Maybe you have a broken chain.”

“A broken what?”

I instantly understood his problem. No matter what program you deploy – Six Sigma, Total Quality Management, Lean Management, Design for Six Sigma – if you don’t have a robust management chain, you are risking failure. Understand that all of the process programs I’ve mentioned are excellent tools that have been used all over the globe by hundreds of companies, large and small. Many of them have a long history of success. But the caveat is that they will only work if you also deploy what I call the 4Cs:
  1. Commitment. Every member of the management team must align with the program deployment. They must be active, knowledgeable participants in the planning stage, strong advocates. They must be dedicated to the program success and have intimate knowledge of the program goals.
  2. Consistency. Management must undertake very close monitoring of the program deployment; be engaged in every step of its progress to ensure that goals and procedures are fully honored. Moreover, they must also ensure that personnel and financial resources are available as needed for a successful implementation.
  3. Competency. Management must ensure that they have full understanding of the implementation process; that individual deployment leaders are fully trained and fully aligned with the goals of the program. Management must also establish an environment of full trust and patience during the deployment.
  4. Communication. Management must commit every means available for full and open communication including intranet, ‘town hall’ meetings, and personal workplace visits. Every member of the management team and all deployment leaders must encourage two-way communication (good or bad) with other members in the organization about the deployment progress.
These 4Cs are the management chain describes separate and overlapping processes. Together, they form a managerial imperative that must be ‘in play’ at the highest levels of the organization leadership. At some level, you can call them common sense measures, but in fact they are more important than that. The 4Cs is a script that adds potency to upper management’s decision to deploy whatever management program or other process they choose. They give guidance to all managers on their conduct; a check and balance for every detail in the deployment. Depending on how strongly the senior managers emphasize their use, the 4Cs become ethical anchors for self-measuring effective leadership and productivity. Back to my friend. In order to make sure that his management team understands the importance of success, he still uses the 4Cs as part of his agenda in his weekly management reviews. [post_title] => How to Fix a Broken Chain [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => how-to-fix-a-broken-chain [to_ping] => [pinged] => [post_modified] => 2013-04-15 09:45:32 [post_modified_gmt] => 2013-04-15 09:45:32 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=153 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw [format_content] => )
I was visiting a friend of mine who at the time was the chief executive officer of a large consumer products company. Although we had spent many months prior...

Quality & Me

The Subir Chowdhury Society of Automotive Engineers (SAE) Student Quality Competition

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Beginning in 2013, the Subir and Malini Chowdhury Foundation will work with the SAE International and The SAE Foundation, the charitable arm of SAE International, to establish the Subir Chowdhury Society of Automotive Engineers (SAE) Student Quality Competition.

The goal will be to engage high school and college students in a nationwide competition that will allow them to demonstrate their understanding of the impacts of quality on their lives. It will also serve to help today's students become tomorrow's scientists and engineers.

The competition will be open to high school and college students throughout the United States on an annual basis.  Students will be provided knowledge and skills based on Subir Chowdhury’s teachings in quality and process improvement.  Students will be asked to design a project that will clearly demonstrate their understanding of how quality will impact their lives and the lives of those around them.  Participants will compete at local, regional and national levels and will ultimately be rewarded for their innovative and creative thinking and application with cash awards for the top winners at the national competition level.
    [post_title] => The Subir Chowdhury Society of Automotive Engineers (SAE) Student Quality Competition
    [post_excerpt] => Is it culture, the weather, geography? Perhaps ignorance of what the right policies are? Simply, no. None of these factors is either definitive or destiny. Otherwise, how to explain why Botswana has become one of the fastest growing countries in the world, while other African nations, such as Zimbabwe, the Congo, and Sierra Leone, are mired in poverty and violence? 
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Beginning in 2013, the Subir and Malini Chowdhury Foundation will work with the SAE International and The SAE Foundation, the charitable arm of SAE International, to establish the Subir...