WP_Post Object ( [ID] => 136 [post_author] => 5 [post_date] => 2013-04-15 19:56:29 [post_date_gmt] => 2013-04-15 19:56:29 [post_content] => Every day, we are faced with choices: a choice to do right or do wrong; a choice to do or do nothing; a choice to bear down and do the right thing or do the minimum that's required to get the job done. Our choices are influenced by many things around us: the people we know, the society in which we live and work, and our community. The pressures of everyday life influences our attitude toward quality where we have more choices: family, careers, money. Those pressures build on us and cause us to rush through things here and there. Then when we cut corners, cheat a little, fudge a margin or two, and we say to ourselves, "It's not perfect, but it's good enough." Stop now and consider this question: At the end of the day, who suffers from "good enough"? What do we lose when we are driven by a culture that seeks the easy way out for all of its problems? Why is "good enough" the driving force our daily lives? I believe that today, this moment in our history, we have reached a time when we must acknowledge that we are driven by a culture where “good enough” is at the core of our troubles. We have taken the low road to what we know is right. We have lost the moral high ground to what is expedient, easy, and makes us a fast buck. But, if I ask you to really consider what it will take to make us great again I’m sure you’ll agree with me that the notion of “good enough” really isn’t good enough! [pullquote]When we all rally around the fact that quality is and must become everyone’s business, then will we truly appreciate why “good” can never be “good enough!”[/pullquote] As I was building my core philosophy for “quality is everyone’s business,” I discovered that the greatest challenge was getting individuals, groups, and organizations (and eventually society as a whole) to recognize that hanging onto the status quo creates enormous waste, but more important, is not sustainable. The culture of “good enough” has become such a fixture in our mindset that we don’t even recognize the deep problems that it causes. It prevents us from optimizing opportunities for excellence because it causes us to believe that nothing else can be done. Meanwhile, we wonder why we feel our quality of life is slipping down, why our expectations have fallen, and we feel less satisfied. I believe that if we truly want Quality in everything around us, then we must make Quality a part of everything that we do; as individuals and collectively as a society. The test for Quality is quite simple: honesty to self, integrity in what we do, resistance to compromise (on quality), and ethical behavior on our outcomes. When we adopt this level of awareness, then we will never believe that good is ever "good enough.” I have seen places where the level of Quality, as I have described it, produces long-lasting positive effects on the entire organization. When everyone in the organization commits to this kind of Quality, then they adopt a new mindset toward everything around them. When these organizations have done the hard work of taking everyone down the path of Quality, they share a culture of elevated awareness. Acculturation toward this mindset - I call it the Quality Mindset - is natural and builds mutual understanding. The quality mindset then produces real change in the way individuals think and behave. Soon, the individual is changed as well: their life is lifted, their outlook is lengthened, and their whole attitude toward personal responsibility is enlarged. What I have found is that when the Culture of Quality takes over, people observe, understand, and they really listen. People not only listen to their customers, but to co-workers, associates, family, friends, and even neighbors. High achieving people explore and discover by looking for ways to do everything that they can to find the best solution; not the easiest solution, but the best solution possible. For these people, Quality means improving and perfecting everything that they do, every day. At the end of the day, when people rally around the fact that quality is and must become everyone’s business, will we truly appreciate why “good” can never be “good enough!” [post_title] => Are you driven by the culture of “Good Enough”? [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => quality-culture-of-good-enough [to_ping] => [pinged] => [post_modified] => 2015-07-08 13:43:48 [post_modified_gmt] => 2015-07-08 13:43:48 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=136 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )
WP_Post Object ( [ID] => 944 [post_author] => 4 [post_date] => 2013-03-22 13:59:52 [post_date_gmt] => 2013-03-22 13:59:52 [post_content] => Expanding the outreach of Subir Chowdhury's global call for quality throughout society - at all levels - a Fellowship on Quality and Economics has been established at Harvard University Graduate School of Arts and Sciences. The goal: to explore the impact of quality and economics in the United States. Each year, the “Subir Chowdhury Fellow” will be entrusted with the task of examining the impact of “people and process” and quality on the economic advancement of the United States. This is a graduate Fellowship for doctoral students and will be awarded annually. Applications for the fellowship is open to for any scholar, regardless of ethnicity or national origin, who wishes to spend time at Harvard studying “Quality and Economics” in preparation for their doctoral thesis on this topic. The first Subir Chowdhury Fellowship will be selected for the 2013-2014 academic year.
WP_Post Object ( [ID] => 147 [post_author] => 5 [post_date] => 2013-04-10 07:05:58 [post_date_gmt] => 2013-04-10 07:05:58 [post_content] => In some respects, the old way of managing the quality process is part of the problem. Perhaps it is more accurate to say that the old approach to management has become problematic. When we manage quality, we are addressing problems as we become aware of them. But by then we are already behind; we're reacting and not 'proacting' - we're most definitely failing to prevent anything. You see, it is not enough to notice quality problems. The problems we discover today have roots in events that occurred days ago - weeks ago - maybe years ago. The real challenge is to catch issues before they become problems. Think of all the problems we face today: rising healthcare insurance, inefficient disaster response, the financial meltdown, oil spills; each of them have one thing in common - failure of quality. Are our health care practitioners incompetent or are we truly that sick to cause health insurance cost to rise so precipitously? Why can't we find a more efficient response to disasters? How did the financial meltdown occur and why did it cause so much damage? Why do oil spills seem to be getting worse and worse? Is our technology inferior? Are the people in charge truly corrupt and bereft of ability? In my view, in each circumstance I have researched, I find similar answers: failure of quality assessment, failure of quality design, failure to conduct quality implementation. Quality. Quality. Quality. At times, the systems we put into place to prevent failure become the source of additional failure. [pullquote]I believe that in order to achieve quality, we must stop thinking about quality.[/pullquote] We have become so ingrained to manage things that suddenly we find that nobody really cares about quality. They only care about getting the job done. A very good friend of mine is fond of saying that quality hangs in the balance between doing the job right and doing the right things. If we imagine that quality is a separate deliverable - like a component that you add to a car or a building – then we have an incorrect definition. Quality is not a tangible thing. Quality is intangible as the air between us: a dream, a concept, a behavior, a reaction. Therefore, quality is a human element. Consider this equation: Quality equals People Power plus Process Power. Q = PeP + PrP People Power (PeP) is the workforce, of course, with direct and indirect elements. Direct elements are the members of your team who are directly responsible for producing deliverables be it a service, a product, or a combination of both. Indirect elements are the members of the team who support the producers and the deliverables – accounting, customer service, account management, even your receptionist who answers the phone. Quality is in the touchpoints that leads your customer to your your organization. Quality is also in the relationships between members of your company. Process Power (PrP) is the means by which the deliverable is possible. It may entail research, planning, implementation, evaluation; production, delivery and support. For obvious reasons, we want the process to be as robust and as streamlined as possible. But for process power to work, we need people power to drive it. That is why I believe that in order to achieve quality, we must stop thinking about quality. For one thing, when we have perfected our quality process, we will have reached the point where quality management is no longer an issue. But that first important step toward a total quality process requires that our focus be on our people. [post_title] => Activate the Revolution [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => activating-the-revolution [to_ping] => [pinged] => [post_modified] => 2013-10-18 13:51:06 [post_modified_gmt] => 2013-10-18 13:51:06 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=147 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )
WP_Post Object ( [ID] => 813 [post_author] => 4 [post_date] => 2013-01-07 17:59:56 [post_date_gmt] => 2013-01-07 17:59:56 [post_content] => The Global Quality Awareness (GQA) Initiative is a non-profit initiative of the Subir & Malini Chowdhury Foundation created to improve the lives of individuals and their communities around the world by promoting a personal understanding of, and commitment to, a "Quality mindset.” The plan for GQA is simple - effect positive global change by getting people to make a personal commitment to a simple daily practice. The practice of GQA is centered on Subir Chowdhury’s “LEO” (Listen – Enrich – Optimize) process, which has transformative results—these same principles that when practiced, will generate vast improvement in people’s daily lives. Subir believes that most of the world’s problems are caused by people who stopped caring about quality or don’t understand the significance of it. Supporters of GQA want to inspire global improvement by first practicing quality as an individual. In essence, Quality starts with us and must be everyone’s responsibility. Daily GQA practice requires people to follow three simple steps: