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] => 895 [post_author] => 4 [post_date] => 2012-09-18 15:03:23 [post_date_gmt] => 2012-09-18 15:03:23 [post_content] =>
The Subir Chowdhury Fellowship on Quality and Economics allows for any post-doctoral scholar in-residence to participate in the program, regardless of ethnicity or national origin and spend time at LSE engaging in research examining the impact of “people quality” and behavior on the economies of Asian nations prioritizing, but not restricted to, India and Bangladesh.Ultimately, the “Subir Chowdhury Fellow” is expected to successfully complete one publishable research paper during their stay and make a presentation at a seminar or lecture arranged by the Asia Research Centre. The Fellowship has been awarded to the following individuals:
|2014-15||Dr Saurabh Kumar CUTS International|
|Click Here - For more information about Dr. Kumar's work.|
|2013-14||Dr Srijit Mishra Indira Gandhi Institute of Development Research|
|Click Here - For more information about Dr Mishra's work.|
|2012-13||Dr Mrutuyanjaya Sahu Jawaharlal Nehru University|
|Click Here - For more information about Dr Sahu's work.|
|2011-2012||Dr. Vanishree Joseph Indira Gandhi National Open University|
|Click Here - For more information about Dr. Joseph's work.|
|2010-2011||Dr. Rahul Hiremath Walchand Institute of Technology and Birla Institute of Technology & Science|
|Click Here - For more information about Dr. Hiremath's work.|
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] => 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: