WP_Post Object ( [ID] => 117 [post_author] => 5 [post_date] => 2013-02-28 18:58:31 [post_date_gmt] => 2013-02-28 18:58:31 [post_content] => I use word “quality” as a proper noun; quality with a capital “Q”; because the effect of quality should not be limited to a policy or a set of rules. When Quality becomes everyone’s business, we see the outline for a truly transformational experience that shakes the very foundation of our beliefs and behaviors. My belief is that the pursuit of quality applies to “all the people, all the time.” Quality is not just the organization’s mission – it is a personal responsibility that must be reflected in every aspect of work and life. Again, I say that Quality is a Lifestyle. Quality happens at all levels of your organization and at all places where vital relationships grow and take hold. Therefore, Quality is active in the way we LISTEN to everyone who has a point to make; when we probe and challenge ourselves and others for ways to ENRICH the deliverables and outputs of the organization; and as we actively OPTIMIZE the experience so and we not only meet, but find way to constantly exceed expectations for whatever client, customer co-workers boss or subordinate we’re interacting with at any given time. [pullquote]Quality injects a proactive mindset throughout the organization; a self-motivated and independently driven attitude that the potential for success lays in the hands of the individual, not someone else.[/pullquote] In this way, Quality injects a proactive mindset throughout the organization; a self-motivated and independently driven attitude that the potential for success lays in the hands of the individual, not someone else. If you treat a co-worker or your spouse like a child, don’t expect them to behave like an independently minded, responsibility seeking adult. However, if you empower people with confidence and support, and allow them to voice their ideas and behaviors, then you enhance their ability to uphold the belief that Quality is INDEED everybody’s business. [post_title] => Transform Your Organization through Quality [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => transforming-organization-quality [to_ping] => [pinged] => [post_modified] => 2013-10-18 13:52:30 [post_modified_gmt] => 2013-10-18 13:52:30 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=117 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )
WP_Post Object ( [ID] => 1241 [post_author] => 5 [post_date] => 2013-07-10 07:00:44 [post_date_gmt] => 2013-07-10 07:00:44 [post_content] => I am deeply troubled by the increased pace of self-inflicted crises in our government and economy. We have been witness to one event after another during the last several years, each with seemingly greater levels of consequence and damage. Not surprisingly, this is all happening under the watchful eyes of two of the least productive congressional sessions in history. Questions persist as to whether our representatives can actually manage the country’s business without wasting time, money, and even lives. From my perspective, it appears that our elected officials and policy makers prefer political theater to resolving problems. Consider the so-called “sequester,” enacted as law at the start of 2013. It was another impasse; another political crisis. Congressional leaders and President Obama knew they had to do something, but ideology prevented them from doing something constructive. The Sequester was a flawed policy that nearly everyone knew wouldn’t work. Many people who participated in the decision warned of consequential damages that could eventually increase the cost of operations and decrease the quality of services delivered. And some of those predictions have already been proven to be correct. No business survives long making decisions in that way. From my perspective as a management consultant for more than twenty years, it is clear that our current government is focused on putting up barriers instead of tearing them down and creating opportunities. When I train executives and managers, I teach the importance of listening. As a core competency of successful leadership, active listening brings organizational cohesion. It enriches social interaction and optimizes decision-making though mutual interests. When leaders want an organization to grow, they tear down barriers and look for opportunities. Why can’t we get our government to do the same? We can, but only if we demand it. Yet, rather than ask representatives to enact such a change, I challenge each of us, as citizens and voters, to begin the process. After all, it is our duty to elect leaders to represent our interests. “We the people” empower the national agenda—we set the political priorities by what we think and what we believe. More important, how can we ask our government to adopt a new standard for management if we are distracted by political theater? How can we ask for a new quality standard, if we are not willing to practice it ourselves? I propose a “cause for quality” in which we see past the differences and build consensus. We don’t need a new party platform or a petition to achieve this goal. But we do need a dose of reality. If we stay on the path we are currently on, if “we the people” fail to change course, my fear is that the crises will only continue and our losses will only grow worse. Granted, there are significant differences between running a country and running a company. When businesses fail to embrace quality, customers complain, and sales drop. If there are no changes, poor quality will lead to even more lost sales and the business may ultimately fail. However, companies can reorganize, re-invent, re-invest, and recover. What happens when quality fails in government? The effects are invasive and long-lasting. When government leaders fail quality, economies falter, institutions fail, and individual futures are destroyed. The country can rebuild – we’ve done it before – but no one can replace personal suffering. Just think of the long recession we had to endure. Do you want to endure another? The root cause of the current failure in Congress and the White House is our own—we lack a true understanding of what is going on and are not engaged in any significant way. To me, the threat of failure is clear and the answer obvious. We either build up and strengthen the very foundations of this great democracy, or leave things as they and allow the country to continue to erode. We must not tolerate another self-inflicted crisis. To begin, we all need to stop playing the blame game. It’s not just your representative’s fault, the President’s fault, or the fault of anyone in government. It is our collective failure to recognize poor judgment. It is our fault for accepting poor quality decisions instead of demanding more from the process. The economic advancement of any nation depends on how its citizens practice quality. We are all shareholders in the United States of America. As such, we have the responsibility to participate and work toward meaningful change. [post_title] => Whose political crisis is this, anyhow? [post_excerpt] => [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => political-crisis-this-anyhow [to_ping] => [pinged] => [post_modified] => 2013-09-01 07:07:29 [post_modified_gmt] => 2013-09-01 07:07:29 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=1241 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )
WP_Post Object ( [ID] => 178 [post_author] => 5 [post_date] => 2013-02-25 21:09:46 [post_date_gmt] => 2013-02-25 21:09:46 [post_content] => Even big and successful companies sometimes forget the importance of listening. Let’s face it. Problems come and go, but it’s how we deal with the problems that make us stand out to our customer base. Microsoft spent years combating the perception that it couldn’t deal with or didn’t care about stability problems in its Windows operating system. Adobe let the prices of its high-level production software rise to incredible heights to the point now where many of their ‘loyal’ users are merely biding their time for a cheaper alternative. Toyota has been beset with persistent rumors about their quality. First, it was acceleration problems and floor mats, and the headline grabbing recalls continue. [pullquote]No matter who it is – be it your customers, constituents, stakeholders, investors, membership – or even your family members – careful, intelligent listening is the first crucial step to success and for overcoming problems and achieving a Quality operation.[/pullquote] For the record, each of the companies I have mentioned has made constructive efforts to reach out to their customers and show that they are – in fact – LISTENING. But listening, as it pertains to your management process, not a rigid, step-by-step technique for finding out what customers want or need. In fact, there is no strict methodology that can be deployed to meet the infinite variations of individual experience. Each organization is unique in terms of its products and processes, just as each interaction will be perceived differently. However, the failure to truly listen to customers is at the heart of why many organizations fail. No matter who it is – be it your customers, constituents, stakeholders, investors, membership – or even your family members – careful, intelligent listening is the first crucial step to success and for overcoming problems and achieving a Quality operation. I have three specific rules that will help ensure that your listening skills are applied effectively and that your listening pattern is in fact ‘careful and intelligent’.
There are many powerful management tools can be deployed to increase the effectiveness of your listening process – this can help you on a personal level. However, the data collection process itself usually involves two phases – quantitative as well as qualitative research. For instance, you may need to deploy marketing surveys and other research to build a complete picture about your situation. Wherever possible, show the affected audience – your customers for instance – that you are actively engaged by including them in the data collection process. As with all things, it is always important to keep matters as simple as possible. The more complex the process, the more effort a company must put into learning to use it properly. Put into another way: the more complex the process, the more likely that more things may go wrong. But you’ll never go wrong just by sitting down and listening. [post_title] => The Wisdom of Listening [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => wisdom-listening [to_ping] => [pinged] => [post_modified] => 2013-04-16 12:35:10 [post_modified_gmt] => 2013-04-16 12:35:10 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=178 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )
- Get out from behind your desk. Go to where the action is. Go to the customers. Go to the factory. Go to the sales floor. Go to where the problems are. Go to where the facts are.
- Stop talking. It’s hard to listen when you’re the one doing all the talking. Watch what goes on. Watch what your employees are doing. Watch what your customers are doing. Listen to what they say – listen to the types of words they use. Even if you’re confident that you’ve got it, watch and listen more.
- Show empathy; look at the world through their eyes. Be in the moment where your employees and customers are speaking. Remember that it’s not about your expectations; it’s all about theirs. Learn from the people with whom you should be listening.
WP_Post Object ( [ID] => 798 [post_author] => 4 [post_date] => 2013-02-20 17:40:23 [post_date_gmt] => 2013-02-20 17:40:23 [post_content] => 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? [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => the-subir-chowdhury-society-of-automotive-engineers-student-quality-competition [to_ping] => [pinged] => [post_modified] => 2013-03-21 13:51:23 [post_modified_gmt] => 2013-03-21 13:51:23 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=798 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )