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 [format_content] => )
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. To date, this Fellowship has been awarded to the following individuals:
|2011-2012||Dr. Vanishree Joseph Indira Gandhi National Open University|
|Click Here - For more information on Dr. Joseph and her work.|
|2010-2011||Dr. Rahul Hiremath Walchand Institute of Technology and Birla Institute of Technology & Science|
|Click Here - For more information on Dr. Hiremath and his work, please click.|
WP_Post Object ( [ID] => 180 [post_author] => 5 [post_date] => 2013-01-22 21:10:47 [post_date_gmt] => 2013-01-22 21:10:47 [post_content] => I was at a gas station and saw a sign that claimed that the fuel was “enriched” with a chemical additive that would make my car run cleaner and more efficiently. My wife bought food that was also enriched, fortified with vitamins and minerals that added nutritional value. As it turns out, many products are ‘enriched’ in some way to make them more appealing by giving them a little value-added performance boost. That’s also what we do all our lives. When we want to make something better, we add to something else that improves, develops, and enhances the original. From my experience consulting on the day-to-day management of businesses, the enrich process encompasses two intents of the word; not only to help make products and services better, but to introduce greater quality into the processes that manages and produces them. [pullquote]With realistic goals and reasonable costs firmly in view, you can engage the enrichment process with an attitude that there is always better, yet-to-be discovered alternative.[/pullquote] Of course, while the goal is to improve our processes, there are always practical limits. For instance, there is no enrichment to be gained if the improvement effort disrupts operations for weeks at a time. I’ve seen managers get carried away — interfering directly with front line processes, pulling too many people away from regular assignments for too long. There is also little to be gained by devoting time and energy to tweak a process that has minimal impact on quality. With realistic goals and reasonable costs firmly in view, you can engage the enrichment process with an attitude that there is always better, yet-to-be discovered alternative. Here are three guidelines for the execution of a more productive enrichment process.
Don’t be surprised if the enrich process requires a new mindset at your organization. To get the most out of any new process, everybody must embrace ‘the change’ and the idea that what you have now, and what you have done up to this point, simply isn’t good enough. That’s not always so easy for everyone, and especially for organizations that have become accustomed to ‘old ways.’ Maybe you’ll have to bring everybody into a room to signal the start of the change. Maybe it’ll go something like this: “Today, we will move beyond the status quo and reach for continuous development and improvement. This will be our strategy. And our plan will be that everyone plays a major role in this process — including me!” That’s the attitude that carries change forward. That’s the game plan to enrich the most important thing of all – your organization. [post_title] => Enrich the Process [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => enriching-the-process [to_ping] => [pinged] => [post_modified] => 2013-10-18 13:53:38 [post_modified_gmt] => 2013-10-18 13:53:38 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=180 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw [format_content] => )
- Do you have a clear understanding of the NOW? Is everybody on the same page? Are all team members are up to date on what is known about customers’ needs and wants? Make sure everyone understands the current state of the problem or the design challenge. Make sure that you have all the information that you need to begin your enrichment work.
- Are you really thinking outside the BOX? Resist the urge to reach for solutions that you’ve tried in the past; stretch your team a little with a ‘jamming session’ to brighten the intellectual and creative process. Remember that the innovation process works best when there is fearless engagement from all participants. That means instituting a blanket ‘no-blame, all-ideas-welcome’ policy.
- Are you settling for less than the BEST? Set your sights high and don’t give up until you have the solution or the design that will thrill your customers without breaking the bank. Be adventurous, but be realistic. Sometimes doing the BEST is the one thing you can do the easiest.
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: