WP_Post Object ( [ID] => 126 [post_author] => 5 [post_date] => 2013-03-03 19:49:52 [post_date_gmt] => 2013-03-03 19:49:52 [post_content] => While it is true that I am advancing a new way to think about quality, I am also reaching beyond common output metrics of a product or service. I believe that we need a fresh approach that can have a profound effect on not only the way we work, but the way we perceive our everyday life. Think about this. In business, the present concept of quality has been fixture for the past 75 years. But the irony is that while the industry has developed an abundance of quality management tools, most organizations unfortunately still struggle to make sustainable, long term gains that can truly differentiate themselves in today’s global marketplace. That is where my thought process has taken me – to understand why the present concept does not serve us better. In my analysis, I have found that the focus on the “process of quality” is in fact incorrect. I have discovered that it is the process of managing quality that is primarily to blame. I will say that the intent to manage the process is limiting because it focuses far too much attention on the “outcome of quality,” not the “act of delivering quality.” Why is this important? Because, Quality touches everything that you do on a daily basis; from discussions you hold with your peers, subordinates and leaders and the interactions you have with suppliers, vendors, and other providers. In fact, Quality touches every aspect of your life – in your business as well as your personal family life. [pullquote]When has a quick fix ever solved anything?[/pullquote] We can say that a problem belongs to someone else or we can look at ourselves in the mirror and accept the responsibility of solving the problem ourselves. If each one of us starts with the mindset that the problem belongs to me, then all problems will disappear. When I say that Quality is a part of everything you do, I mean to say that you become aware of both the problem and your ability to fix any problem or deal with any issue whether at work, our personal life, or in our community. This perspective of Quality also refuses to accept compromise. It also recognizes that lasting solutions require that we do more than “fix” a problem. I ask that you think about this honestly – when has a quick fix ever solved anything? That’s where I believe we have failed ourselves. While we have made some fantastic strides to improve quality, we have sunken into the false security that a “find-and-fix” process is somehow enough. But obviously it isn’t. This all-encompassing vision of Quality offers a new mindset, a transformational way to think about the actions and decisions that we make. It draws together commitment from people to improve their performance and make Quality a lifestyle choice, a cultural attitude, and a personal belief that refocuses all attention on the “act of delivering quality.” [post_title] => Redefine the Nature of Quality [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => redefining-the-nature-of-quality [to_ping] => [pinged] => [post_modified] => 2013-10-18 13:51:55 [post_modified_gmt] => 2013-10-18 13:51:55 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=126 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )
WP_Post Object ( [ID] => 1409 [post_author] => 5 [post_date] => 2015-02-10 00:56:54 [post_date_gmt] => 2015-02-10 00:56:54 [post_content] => The Challenger space shuttle disintegrated in mid-air, killing all seven astronauts. It was later found that a $900 O-ring was to blame. Years later, the Space Shuttle Columbia was torn apart during re-entry. This time, it was “unexpected consequences” of large chunks of ice that hit delicate wing parts during launch. In both cases, official reports concluded that at least part of the problem at NASA was that the agency suffered from “talent drain”. NASA engineers had issued cautions about design flaws, and some even foresaw the precise failures that caused the disasters. Unfortunately, they were ignored. There was a time when NASA not only listened to their engineers – they embraced their every word. In April of 1970, the U.S. manned space program was at its height. Americans had already launched two successful moon missions. Apollo 13 was on the pad and three astronauts blasted off from Cape Canaveral. On the third day after launch, disaster struck when an oxygen fuel cell ruptured and practically destroyed the service module. The service module was the white cylinder mounted behind the command module. It was packed with vital electrical and thrust equipment. Without it, not only were the astronauts not going to finish their mission, their lives were threatened. The next three days turned into a fast paced troubleshooting process. The crew, flight controllers, engineers and other astronauts worked to solve one life-threatening problem after another: lack of electrical generation, lack of thrust, lack of room, lack of heat. They used spare parts and cannibalized components that were not designed to be modified in flight. They used duct tape and space suit parts in ways that nobody ever imagined. Working as hard and fast as they could, the team pieced together a miracle. At the very end of an agonizing return trip, the entire team had to manually calculate final adjustments to aim the craft at a precise angle for re-entry. In this instance, the individual talent of every engineer and technician who participated in the discussions was the only thing that could save the lives of the three astronauts. They were motivated, of course, and had a strong desire to change how things were done. In fact, this was an imperative: if had they done things by the book—the way the manuals instructed—the astronauts probably would not have made it back at all. Everyone in that building had to think more creatively than ever before because human lives depended on it. This was American ingenuity at its best. If any idea had a chance of working, it was considered. No idea was too far-fetched. Square pegs were squeezed into round holes to save the crew of Apollo 13. In the end, everyone at Apollo Mission Control—from the janitor to the launch director—learned a critical lesson from the experience. They learned that “good enough” is never enough, especially when it comes to dealing with people’s lives. Processes, procedures, and designs were all re-thought over and over again. Nothing was left to chance. No one was satisfied with the status quo. Six days after launch, the Apollo 13 capsule splash down safely in the Pacific Ocean thanks to ingenuity and teamwork. Although the Apollo program lasted for just four more flights, I’m pretty sure the talent at NASA felt that they could accomplish anything. Of course, talent does not surface only during crises where lives are hanging by a thread—experience has shown me that talent shows itself when leaders encourage it. When leaders are honest, empathetic, resist compromises on quality, the team—and talent—will follow. [post_title] => Where's Your Talent? [post_excerpt] => [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => talent [to_ping] => [pinged] => [post_modified] => 2015-10-11 01:01:39 [post_modified_gmt] => 2015-10-11 01:01:39 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=1409 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )
WP_Post Object ( [ID] => 175 [post_author] => 5 [post_date] => 2013-03-01 21:04:20 [post_date_gmt] => 2013-03-01 21:04:20 [post_content] => Change is everywhere. In nature, change is an undeniable force. Even mountains succumb to the ever present, never diminishing force of change. Why in business should we expect any different? The fact is, change is hardwired into human nature. Individuals and society as a whole enjoy change – like the changing seasons. And there are other changes – changes in taste, changes in lifestyle, changes in expectations and aspirations. Therefore, any effort to push away change and hold on to the present—to maintain the status quo indefinitely—is a waste of energy and resources, and ultimately leads to failure. This is why companies that do not adapt to new trends and ideas will eventually see their markets dry up and wither away. This is the fate of organizations, large and small; from large multi-national corporations to mom-and-pop shops down the street. [pullquote]We must embrace change as though our future depends upon it.[/pullquote] And let’s be clear. When I say “change” what I mean is “future.” In business, change is opportunity. Therefore, we must embrace change as though our future depends upon it. Among forward-thinking and successful companies that I have examined, change in the marketplace is no more difficult, no more traumatic than changes in the season. And how does that happen? Because they have adopted change into their management process:
These are the lessons that the top executives at a particle board manufacturer learned one year. They received several complaints that desks and tables made from its boards were breaking under heavy loads. When the complaints grew in number and urgency, the vice-president of the company – who also led the production unit – took his managers along on a fact-finding mission. Their original goal was to gather as much data as possible from furniture builders and customers and to solve what they believed to be an easily solved manufacturing problem. Their first stop was a furniture builder and their largest customer. There they learned that people do not just write on their desks, they sit on them and place heavy objects on them. The president of a furniture company gave them a demonstration. The management team watched in horror as their client leaned on the edge of a newly completed conference table and the corner cracked and broke away. The team saw numerous other failures; more than they ever imagined; and returned to their offices charged with a sense of urgency. Their first realization was that they never fully understood how their boards were being used. Their product was not flexible – both literally and figuratively. This was no longer a small problem; it threatened their position in the marketplace. That’s when the fault discovery process became an innovation process. They analyzed the strength of the boards in different situations and began a detailed research on the manufacturing process itself. Their goal was not to fix what they had but to make their product stronger than ever before. They tested composites, glues, wood chip sizes, and pressurization techniques. After about a year of work, they optimized their entire manufacturing process. Not only did they improve board strength, they also decreased manufacturing cost. They ended up with a stronger product that was a higher quality and priced competitively. Dealing with the rapid-fire changes in the marketplace requires that businesses possess a built-in survival process that allows them to be innovative and operationally flexible. Changes happen. If you are not prepared, you will meet a future – but it may not be the one that you expected. [post_title] => Meet Your Future [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => meet-future [to_ping] => [pinged] => [post_modified] => 2013-04-16 11:28:36 [post_modified_gmt] => 2013-04-16 11:28:36 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=175 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )
- They have built flexibility into the organization. They possess a culture and mindset that can easily adapt to marketplace demand.
- They actively look for ways to improve products and services. Since the shelf life of goods and ideas is so short, they always live in the future.
WP_Post Object ( [ID] => 373 [post_author] => 5 [post_date] => 2013-02-10 02:01:25 [post_date_gmt] => 2013-02-10 02:01:25 [post_content] => Modern economies depend heavily upon the distribution high quality education to members of our society. Without high-quality structured learning programs, not only are companies left without viable candidates to fill skilled jobs, society is often required to take care of the 'drop outs' one way or another. The tragedy is that had these kids found something they liked about education, they might have stayed in school. They might have gone on to lead productive lives and avoided the blemish of a criminal record. But for many of them, education reminds them of past failure. Without guidance and mentorship, that's a very difficult (if not impossible) barrier to ask school-age kids to overcome on their own. So I ask, who failed whom? In 2007, I received a letter from the Orange County Corrections Department in Orlando, Florida that still amazes me. The letter described how Warren Kenner, a facilitator for a "youthful offender program," introduced my book, "The Ice Cream Maker" as part of the curriculum for an eight-week literature study class for about a dozen students. If you have read this book, you know that it addresses concepts of deploying quality in a business operation. Mr Kenner saw another application of the concept; to offer it to his student as a model for injecting quality into their lives. He wrote, "If you want to get ahead in life, then you've got to treat everyone with respect; not just the people you like. Most important, you've got to be thinking daily on how to improve yourself in service to others." He also said that many of his students have been told all their short lives that they are losers; that they would never achieve anything in their lives. After a while, you begin to believe it. Most of them have such a low opinion of themselves that they lack the basic attributes of ambition and hope that you and I take for granted. His goal is to keep the kids from internalizing the negative voices and reach out for excellence. "My whole thrust is to have them commit to themselves. The have to believe in themselves before they can help themselves or anybody else." In Ice Cream Maker, one of the primary motivators for the fictitious business owner was recognizing the price of failure. For some of the students in this class, it was the first time that they had ever finished reading a book, yet remarkably, many came away from the experience recognizing the price of their own failure and fully comprehending that failure isn't final; that once you shed negative feelings about failure, you can begin working for total quality mindset in everything that you do. Imagine what we might accomplish if more people understood this very simple concept. If these kids get it, why can't the rest of us? [post_title] => Impact of Quality of Learning [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] => impact-of-quality-of-learning [to_ping] => [pinged] => [post_modified] => 2013-03-21 13:23:07 [post_modified_gmt] => 2013-03-21 13:23:07 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=373 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )
The+Hidden+Truth+Behind+Dishonesty+with+Youth+–+6+Things+Every+Parent+Should+Know+ http://www.ontheroadtohonesty.com/3-the-hidden-truth-behind-dishonesty-with-youth-6-things-every-parent-should-know/ … #youth #teens #school