WP_Post Object ( [ID] => 132 [post_author] => 5 [post_date] => 2013-02-09 19:54:36 [post_date_gmt] => 2013-02-09 19:54:36 [post_content] => A few years ago, a colleague of mine was driving his car and hit a big pothole in the road. He stopped the car to make sure everything was okay. The car was fine, but at some point, he must have dropped his wallet, because when he got home he couldn’t find it. Sure, he had some money and credit cards in there, but he said that he also had some pictures of his family, and was devastated to think that he’d never get them back. A few weeks went by and out of the blue he got a phone call from a woman he didn’t know. She said she had found his wallet. When he went to pick it up, the woman said she just saw it on the side of the road and knew that someone would want it back. Everything was still in the wallet, just as he had left it. A few months after this incident, he happened to read an article in the newspaper and it turned out that the woman who found his wallet ran a shelter for the homeless. So every year, on the anniversary of losing his wallet, he makes an anonymous donation to her shelter. It’s a simple thank you, and a reminder that there are people in this world who do the right thing. It’s not the facts of the action that makes this a demonstration of Quality. It’s the “mindset” that this woman possessed that makes it an example of what is possible. This is what impresses everybody so much. Because, what did she do? She rose above the norm. And when people make these extraordinary efforts, they make the rest of us sit up and take notice. [pullquote]Whatever your station in life, rich, poor; if you are the CEO or the janitor, it doesn’t matter because the same principles of Quality still apply.[/pullquote] Now I will never forget what this woman did for my friend. It is burned into my consciousness. Wouldn’t you like to have employees who will go that extra mile with you, rise above the norm and make that kind of impact on your business? Having a “quality mindset” - being honest, having integrity and resisting compromise at all costs I believe, is the basis for starting, fostering and ensuring long-term success both individually and collectively. Whatever your station in life, rich, poor; if you are the CEO or the janitor, it doesn’t matter because the same principles of Quality still apply. We all have customers who tell us their needs, wants, and desires. We must strive to not only meet, but constantly exceed their expectations. My “Quality is Everyone’s Business” (QIEB) philosophy –allows everyone to understand why having that “quality mindset” becomes the guiding force that allows them to change up their “game” and perform at higher levels than before. When we make Quality a lifestyle choice – we make it the ultimate choice. When our workforce upholds the Quality Mindset, they have chosen to dedicate themselves to Quality like the woman in this story, and that’s when they will begin to make high-level decisions that will never fail to make positive and lasting impressions. [post_title] => Make Quality a Lifestyle Choice [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => making-quality-a-lifestyle-choice [to_ping] => [pinged] => [post_modified] => 2013-10-18 13:53:02 [post_modified_gmt] => 2013-10-18 13:53:02 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=132 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )
WP_Post Object ( [ID] => 1239 [post_author] => 5 [post_date] => 2013-06-01 06:47:36 [post_date_gmt] => 2013-06-01 06:47:36 [post_content] => I recently read a commentary in the New York Times (“Solar Industry Anxious Over Defective Panels”; May 25, 2013, link), and something sounded familiar. Solar panels that are expected to have a 25-year life span are failing. Coatings are disintegrating and other defects have caused fires. Worldwide, the reports are coming in. The $77 billion solar photovoltaic industry is facing a quality crisis. This is a moment of truth for the solar photovoltaic industry, and yet, many manufacturers will chose to ignore the opportunity and instead repeat the same mistakes that the American automotive industry did in the 1970s. Remember the Ford Pinto that could explode if was hit from behind? What about Chevrolet's Vega that was rusting before it left the factory floor? There were other spectacular flops like the Cadillac Cimarron, Plymouth Volare, Dodge Aspen, all Oldsmobiles, and GM diesel engines: all self-inflicted wounds that damaged once sterling brands for decades and drove sales into the laps of their international competitors. Then, as now, assumptions are percolating among solar “PV” industry leaders about the “cause” of production problems they obviously do not understand. Is it really just cost-cutting in manufacturing materials that is causing 5.5% to 22% defect rate in solar modules? I was struck by the comment from Dissigno CEO, Dave Williams: "Quality across the board is harder to put your finger on now as materials in modules are changing every day and manufacturers are reluctant to share that information.” This is the type of thinking that will cost the industry (and their customers) billions of dollars before they resolve this crisis. In fact, isn’t it time to set a firm finger on quality and hold it there until there until something positive happens? American auto manufacturers learned three valuable lessons from their quality crisis:
The solar industry must do as the auto industry has done: they must go all the way back to the design stage, dump their assumptions, check all processes, and re-examine everything right down to the basics of how they envision how their customers will use their products. They must deal with the physics involved, even the markets. Late in the 1980s, the auto industry adopted the practice of "robust engineering" - using extreme conditions of operations the basis of design and engineering. Adding to the quality process, they also considered how people work together and how they discuss and formulate solutions. For the first time, designers, engineers, production managers and marketers got together and discussed not only what the product had to do, but how it might fail. When you design for the two most extreme operating conditions that your product will experience, you eliminate 95% of the potential cause for failure. If your product must operate in a particular temperature range, you must ask, "Can we add 10 degrees either way to our operating design?" In the same respect, consider also how the product will be manufactured and sold. In this case, designers did not take into consideration possible price competition. Haven't we learned that cost-cutting is a reality for commerce and therefore qualifies as a "condition of operation"? This crisis of quality is not, as the writers of the story suggests, China's problem. While true that Chinese manufacturing has supplied many panels, it is up to the world industry to set the standard. The companies that purchase the modules must set the quality process, be honest about the product design, and resist any compromise. I appreciate Suntech CTO, Stuart Wenham's commentary that "we need to start naming names." In my book, those names should include the engineering directors and executives who missed the big cues and forgot the important lessons of what it means to adopt and maintain a robust and sustainable quality process. [post_title] => A Moment of Truth for the Solar Panel Industry [post_excerpt] => [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => moment-truth-solar-panel-industry [to_ping] => [pinged] => [post_modified] => 2013-09-01 07:00:17 [post_modified_gmt] => 2013-09-01 07:00:17 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=1239 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )
- “Problem solvers” will solve nothing but they will drill through wads of cash with very little to show for it;
- Nearly all product quality failures begin at the design stage with inadequate specifications, standards, expectations; and
- No amount of correction at the production and service end will ever adequately “solve” anything; that’s like trying to put out the fire after the barn burns down.
WP_Post Object ( [ID] => 153 [post_author] => 5 [post_date] => 2013-04-05 20:46:30 [post_date_gmt] => 2013-04-05 20:46:30 [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:
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 )
- 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.
- 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.
- 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.
- 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.
WP_Post Object ( [ID] => 703 [post_author] => 4 [post_date] => 2013-01-05 23:05:03 [post_date_gmt] => 2013-01-05 23:05:03 [post_content] => In 2010, the Society of Automotive Engineers along with the Subir and Malini Chowdhury Foundation, established The Subir Chowdhury Medal of Quality Leadership. This award is designed to honor those in the mobility industry who demonstrate ability and talent to further innovation and broaden the impact of "quality" in mobility engineering, design and manufacture. This award is offered in the spirit of my lifetime of work toward quality in the engineering professions.
|James D. Power||2010||JD Power And Associates|
|Glen A. Barton||2011||Caterpillar Inc|