WP_Post Object ( [ID] => 138 [post_author] => 5 [post_date] => 2013-05-05 19:57:37 [post_date_gmt] => 2013-05-05 19:57:37 [post_content] => For decades now, we’ve made the Quality Department the epicenter of our quality policy. But has this attention been misplaced? My contention is that the reason we have failed to deliver resilient and sustainable quality from American businesses is that we are too focused on the metric of quality. We have turned a qualitative question into a quantitative one, and that simply will not work. My latest endeavor, an extension of my philosophical backbone to make quality accessible to the masses, centers on the notion that Quality is Everyone’s Business or “QIEB” as I call it. What I propose is that we expand our notion about Quality beyond the quantitative mindset of controls and processes. As I see it, Quality is about relationships – relationships that involve all people, all the time. Taking that idea one step further, that definition of Quality, especially in the business world, has far greater reach and impact than the controls and processes exercised by one department. If you really stop and think about it, the impact you seek can and should be felt everywhere. Why then should we limit ourselves? I have come to see that there tends to be one function inside most organizations that really has both the ability and the need to reach every person on a regular basis: it’s Human Resources. Human Resources is the wheelhouse of the workforce; the one department function that holds the interest of every employee at every level of the organization. [pullquote]I believe that it is of fundamental importance that there is a new Quality message – that Quality is Everyone’s business, not the responsibility of one department.[/pullquote] Human Resources is often perceived as non-threatening, but also powerful and influential. It’s the one place where management goes to implement training, company-wide policies, distribute compensation and make regular communication with the workforce multiple times throughout the year. And ideally, as I seek to make Quality everyone’s business, who better to lead that effort than someone (some organization) that has the ability to touch everyone in the organization? That’s why I believe that HR is the ideal standard-bearer to carry out what is essentially an acculturation program for the members of the organization – changing the age-old notion that responsibility for Quality should reside solely within the quality department. Whatever the source within the company, I believe that it is of fundamental importance that there is a new Quality message – that Quality is Everyone’s business, not the responsibility of one department. I believe the pursuit of “key” or “critical to success” factors to be the utmost responsibility of everyone in any organization, but especially Senior Leadership. Leaders in the organization must play that vital and essential role of ensuring that the rally around Quality is consistent, sustained, and properly understood by everyone, each time, ever time. [post_title] => Abolish your Quality Department [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => abolish-your-quality-department [to_ping] => [pinged] => [post_modified] => 2013-05-09 15:15:59 [post_modified_gmt] => 2013-05-09 15:15:59 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=138 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )
WP_Post Object ( [ID] => 386 [post_author] => 5 [post_date] => 2013-05-15 03:32:12 [post_date_gmt] => 2013-05-15 03:32:12 [post_content] => Over the last 50 plus years, Toyota has led the automotive industry in quality and cost. As a result, the company rose to become the world's largest automotive manufacturing corporation and Japan's largest corporation with revenues of $230 billion in 2009. However, this once untarnished icon of Japan's status as an economic powerhouse, is now in decline and the impact on the company and the entire country is tangible. As Dr. Masatomo Tanaka says, a professor at the Institute of Technologists, a university that specializes in training engineers, "If Toyota is not healthy, then Japan is not healthy." As goes Toyota, so goes Japan. Toyota has long enjoyed near hallowed status in Japan as the greatest practitioner of "monozukuri," a centuries-old ideal of perfection in craftsmanship central to ancient pottery and sword-making. The pride of craftsmanship, burned into Japanese culture as the apex of accomplishment, was turned loose on the factory floor and was once the secret to Japan's postwar "miracle." Then something changed. Yes, the earthquake and tsunami last year was a serious blow to Japanese manufacturing, but the decline at Toyota was clear long before the natural disaster. About the time the company achieved its global dominance, rumors began to filter out that management was cutting corners on quality – fewer people on the factory floor, lower quality raw materials and suppliers, reductions in research and development. [pullquote]Shaving a few dollars off the cost of each car has resulted in billions of dollars in recall costs, not to mention the billions of dollars in legal costs the company has incurred from lawsuits filed by customers and government regulators – and in a few cases, possible loss of life.[/pullquote] The result has been devastating. Shaving a few dollars off the cost of each car has resulted in billions of dollars in recall costs, not to mention the billions of dollars in legal costs the company has incurred from lawsuits filed by customers and government regulators – and in a few cases, possible loss of life. The damage has also been broadly felt: dealerships have lost sales, negatively impacting local economies, and for a time Toyota’s global position fell. But Toyota’s once unblemished record of quality is now questioned in the media and among many customers. To compound matters, as Toyota moved away from quality, some of its competitors have moved in. Some have embraced their earlier methods to the extent that their products are now surpassing Toyota. Korea's Hyundia-Kia is rapidly gaining on once dominant giant and Detroit's big three have partly adopted Toyota's engineering and manufacturing methodologies and improved their quality as well. Toyota had the quality mindset before it become the largest corporation in Japan and the largest automotive company in the world. The company’s actions proved that quality can be the principle driver of efficiency and profitability, but also market dominance. Now the company is learning a new lesson about what happens to giants when they cut corners too often. [post_title] => Cutting Corners [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] => cutting-corners [to_ping] => [pinged] => [post_modified] => 2013-08-31 19:02:17 [post_modified_gmt] => 2013-08-31 19:02:17 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=386 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )
WP_Post Object ( [ID] => 169 [post_author] => 5 [post_date] => 2013-02-19 21:00:30 [post_date_gmt] => 2013-02-19 21:00:30 [post_content] => No matter where they occur, a fire can be a devastating event. When they happen around where we live, we rush to the location with manpower and equipment to extinguish the flames. When I use the word “fire,” I’m thinking of the context of day-to-day management when there is a sudden problem that causes a specific crisis of some kind. It could be a malfunction in production, a faulty product, and an interruption in the supply chain. You could have a fire with personnel issues, a problem with your building, or transportation. Like real fires, the flash point may be obvious or hidden; there could be single cause or a chain of them. Most of the fires we deal with tend to be minor in scope – easily extinguished and quickly resolved. On occasion, you can have a very large and extremely complex fire that involves many aspects of your business. But just like any fire, bad assumptions can easily lead to a misdiagnosis and mistreatment. When I think of the average, run-of-the-mill fire, I think of one that starts with a terse phone call or sharp email. In the case of Paul A., the vice president of production at a sheet aluminum plant, it was both. The email came from one of his best clients who – for the third time in as many months – complained that the palleted rolls of sheet aluminum were not labeled properly. Forklift operators in the receiving department, the email complained, were taking too long to find shipping labels. He had heard a similar complaint from other clients. His reaction had been to spend $50,000 on new, larger labels that you could read almost 20 feet away. [pullquote]It seems to me that eventually, we may become weary of rushing to the scene of the problem and instead learn how to instill the high level awareness to prevent fires in the first place.[/pullquote] “I can read the labels 20 feet away,” emailed Paul. “And my eyes aren’t even very good. I think the forklift operators just like to complain.” Then the phone call came – from his best client: “Fix the problem, or we’ll go somewhere else.” That’s the moment that Paul realized that he had a real fire on his hands. Paul’s company produces very large rolls of the metal, some measuring six feet in diameter by 48 inches wide, stacked and trucked away on pallets. Each roll weighs a considerable amount and is chained to a flatbed trailer, usually without other products on board. From his vantage point, the shipping labels were huge. He could easily see them from his office window. Out of desperation, he called me for some quick advice. My first response – which is my usual reaction to problems like these – collect all the information you can from the frontline people. And if you collect enough honest and direct information, the solution will present itself. So, Paul issued a message through the chain of operations, and soon a frontline employee was dispatched to talk to the forklift operators herself. After a very short interview, she discovered that no one had trouble reading the old labels or the new ones. Their complaint was that the way the rolls were placed onto the pallets and into the trucks, the forklift operators had to dismount from their vehicles and climb up on the truck to find the label. The labels, the operators told her, were always turned 90 degrees away from where they could easily see them. The simple solution: change the labeling process so that the labels could be seen from the forklift operator’s point of view. Sometimes, a fire is prolonged by an attitude that we hold about our own processes – as it was in Paul’s case. In such cases, it could be a simple matter of opening our mind to new information. But wouldn’t it be great if we could put those fires out BEFORE they become a problem? The one problem with fires is that often management’s focus is on the firefighters, while pretty ignoring the fire preventers. It seems to me that eventually, we may become weary of rushing to the scene of the problem and instead learn how to instill the high level awareness to prevent fires in the first place. [post_title] => Combating Fires [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => combating-fires [to_ping] => [pinged] => [post_modified] => 2013-04-15 10:11:39 [post_modified_gmt] => 2013-04-15 10:11:39 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=169 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )
WP_Post Object ( [ID] => 1289 [post_author] => 4 [post_date] => 2015-04-22 22:39:28 [post_date_gmt] => 2015-04-22 22:39:28 [post_content] => The Subir & Malini Chowdhury Center for Bangladesh Studies at the University of California, Berkeley has an ambitious mission ahead. At the top of their list are innovative projects that aim to improve garment-industry safety, apps to solve social problems, and gathering data on antibiotic-resistant bacteria found on fruits and vegetables. And that's only a month after it opened on March 30. Chancellor Nicholas Dirks presided over a ribbon-cutting ceremony. Sir Fazle Hasan Abed, founder of BRAC University — one of the universities with which the center will partner — gave a guest lecture to celebrate the center’s launch after the ceremony. A first of its kind effort in the United States, the center will merge research, scholarship, art and culture, and building ties between institutions in Bangladesh and the U.S. under the leadership of Sanchita Saxena, who also leads the Institute for South Asia Studies at Berkeley. [caption id="attachment_1333" align="alignnone" width="470"] (L-R) Sanchita Saxena, Director of the Chowdhury Center, UC Berkeley; Subir Chowdhury, (Donor); Chancellor Nicholas Dirks of UC Berkeley; Sir Fazle Abed, Founder of BRAC; Malini Chowdhury (Donor); Lady Abed[/caption] Helped along with a $1 million seed fund from the Subir and Malini Chowdhury Foundation, the center will support research to improve lives in Bangladesh and showcase the country’s culture, history, talent and resilience in the face of intense trials, and emphasize:
“The Subir and Malini Chowdhury Center for Bangladesh Studies underscores UC Berkeley’s commitment to provide our faculty and students with expanded options for engagement with global issues,” Dirks said. “We have a great deal of expertise to share, and much to learn from others as we confront challenges that know no national border.”India-West, the largest and most prestigious among weekly Indian newspapers on the U.S. west coast, published an article celebrating the Center as a seminal event that puts Bangladeshi study on the map at the university. Sanchita B. Saxena, executive director of the Center for South Asia Studies at Berkeley and director of the new center, was quoted:
“The study of Bangladesh has been, for the most part, quite marginalized at most academic institutions. Centers focused on South Asia are almost always heavily dominated by faculty, students and research focused on India. So the other countries in South Asia (including Pakistan, Nepal, and Sri Lanka) are often neglected.
“The Chowdhury Center really tries to solve this problem by highlighting what is currently happening in the field of Bangladesh studies — everything from arsenic removal in the drinking water to understanding microfinance to literature and culture.
“Our goal of showcasing innovative research and training the next generation of scholars in Bangladesh has been realized through this gift which includes the establishment of the Chowdhury Center, but also three critical funding opportunities for students: two graduate fellowships (one to study the quality of life improvements and the other on any aspect of Bangladesh studies) and an undergraduate scholarship.”The launch of the center this year is the closes a two-decade circle for Chowdhury and Raka Ray, chair of the Department of Sociology and professor of South and Southeast Asia studies at UC Berkeley. In 1993, Ray asked Chowdhury for help to establish a Bangla language program. “I had no money then,” Chowdhury said. But he promised himself that if he ever did, he would “help her cause.” The center is screening applications from scholars who want to advance their studies in Bangladesh. Caitlin Cook, one of the center’s two inaugural fellows, helped gather data on antibiotic-resistant produce-borne bacteria. “I got a real appreciation for the talent of Bangladeshi researchers and the quality of the work they’re doing there,” said Cook, who is currently completing a master’s degree in public health at UC Berkeley. "This fellowship has really put me on the right track to work in global health.” Berkeley’s Bangladesh studies center is also developing an exchange program for faculty and students at UC Berkeley and BRAC University, in Dhaka, as well as a summer study-abroad program at the Asian University for Women in Chittagong, Chowdhury’s hometown. In October, the center will co-host UC Berkeley’s second Bangladesh Development Initiative conference. Direct links: First Bangladesh Studies Center in US, at UC BerkeleyThe Daily Star, Weekend Bulletin, April 17, 2015 U.C.Berkeley Launches 1st Bangladesh Studies Center in U.S. India West, Richard Springer, April 9, 2015 First Center for Bangladesh Studies Now Open at UC Berkeley NBC News, Jennifer Chowdhury April 3, 2015 Dr. Sanchita Saxena, Executive Director of the Chowdhury Center, interview for TBN24 Prime Time News April 1, 2015 বার্কলেতে বাংলাদেশ গবেষণা কেন্দ্রের আনুষ্ঠানিক যাত্রা শুরু আজ (The establishment of a research institute for the study of Bangladesh in Berkeley) Prothom Alo, Hasan Ferdous, March 31, 2015 UC Berkeley celebrates launch of Subir & Malini Chowdhury Center for Bangladesh Studies Daily Californian, Elaina Provencio, March 31, 2015 Bureau of South Central Asian Affairs, Dept. of State, Twitter feed, March 30, 2015 UC Berkeley first university to house a center for Bangladesh studies UC Berkeley News Center, Thomas Levy, March 25, 2015 (Cover Story) Making it Happen Md Shahnawaz Khan Chandan, The Daily Star, May 9, 2014 Subir Chowdhury Puts Bangladesh Studies on U.C.’s Map Richard Springer, Staff Reporter, India West, Apr 23, 2014 Bangladesh takes center stage with Subir and Malini Chowdhury Center, By Kathleen Maclay, UC Berkeley Media Relations April 21, 2014 Radio Interview of ISAS Executive Director, Sanchita Saxena, Preeti Mangala Shekar for KPFA 94.1 FM's APEX Express, February 27, 2014 - 7:00pm A Bangladeshi’s million dollar gift to Berkeley, Sohara Mehroze Shachi for Dhaka Tribune, February 23, 2014 [post_title] => Center for Bangladesh Studies at UC Berkeley [post_excerpt] => [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => center-bangladesh-studies [to_ping] => [pinged] => [post_modified] => 2015-04-22 22:39:28 [post_modified_gmt] => 2015-04-22 22:39:28 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=1289 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )