WP_Post Object ( [ID] => 115 [post_author] => 5 [post_date] => 2013-01-19 18:53:43 [post_date_gmt] => 2013-01-19 18:53:43 [post_content] => When I ask people, “what does Quality mean to you?” I hear a wide range of answers. For some people, their answer is, “Quality means putting out the best product or service possible.” Others may say, “Honesty and trust.” Many will tell you, “Quality means doing the right thing at the right time.” Still others will say, “Quality is a resistance to compromise.” However, more often than not, I still hear “ I have no idea, that’s why we have a quality department,” or “Hey let me ask my Vice President of Quality,” or even worse yet, “I’m not sure what quality means to me.” [pullquote]I would like to see a day when we don’t hesitate about our response toward Quality.[/pullquote] Ideally, I would like to see a day when we don’t hesitate about our response toward Quality; when everyone has a fearless reaction to Quality just like they do with everyday events. Bottom line, everyone, needs make Quality a priority, and a part of everything they do. When we all understand the impact of our actions, how even the smallest action may pay enormous dividends, then that leads to the path of true quality: preventing human error; possessing the kind of oversight and engrained thought that corrects misjudgments before they have a chance to trigger problems. What a world this could be if we all were that much more attentive; that much more in tune, and truly understood and believed the dramatic impact that Quality can have on all of us! [post_title] => What does Quality mean to You? [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => what-does-quality-mean-to-you [to_ping] => [pinged] => [post_modified] => 2013-04-17 13:24:59 [post_modified_gmt] => 2013-04-17 13:24:59 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=115 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw [format_content] => )
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] => 173 [post_author] => 5 [post_date] => 2013-02-25 21:02:10 [post_date_gmt] => 2013-02-25 21:02:10 [post_content] => When I watch organizations, I am reminded of a swiftly flowing river. Starting with raw materials at the river’s source and ending with finished products or services flowing from its mouth, overlaying processes flow into and onto one another. When everything is running smoothly, it is a wonderful thing to behold. But much like a river, no production runs perfectly straight and smooth. There are twists and turns where the flow must adjust and maneuver around obstacles that get in the way. However, the flow and process is often broken by changes in policies or conditions in the delivery chain, employees that overlook important issues, and staffing arrangements that leave us waiting in endless lines. And that’s the reality. Companies of every size and from every industry contend with flawed process flow as energy and profitability slowly bleed away. Managers at a large mid-western hospital were spending their days and weeks tearing out their hair, trying to figure out the source of unacceptably large number of no-shows and last-minute cancellations for medical tests. [pullquote]At the end of the day, rather than waste your energy trying to straighten out the flow, focus your effort on flattening out the curves and minimizing interruptions as much as possible.[/pullquote] The problem was long in running. In some cases, patients were not receiving tests they needed therefore causing disruptions in the hospital’s schedules and lost revenue. To compound matters, staff time had ratcheted up as administrators and practitioners scrambled to stem the day-to-day scheduling problems and reschedule the cancelling patients. Management suspected that a major source of the problem was due to patients’ inability to obtain timely approval from their insurance carriers for the tests. We turned to our Listen methodology and asked staffers to call patients themselves. The subsequent interviews revealed that many patients had forgotten their appointments. Many others didn’t know which of the hospital’s many buildings they were supposed to go. Still others who remembered their appointments and managed to find the correct office, discovered at the appointment window that they had failed to follow pre-test preparations (e.g., fasting) and had to reschedule. Insurance, as it turned out, was of minimal consequence. It was clear to all that the patient-preparation process was either non-existent or completely ineffective. At my suggestion, managers examined best practices at other hospitals. They cataloged some common sense ideas for managing patient preparation procedures and paid special attention on departments in their own organization that seemed to be dealing with the situation better than other departments. In a matter of a week or so, they had drafted two ways that the hospital staff could rectify the situation. First, patients must receive full explanations in print regarding their test, including a map that showed exactly where they had to go. Then, all patients received a phone call reminder for their appointment, plus a reminder (when applicable) about pre-test preparations. After the new patient-preparation process was up and running, the hospital reported a 50% reduction in cancellations. The flow was fixed. No company’s operations ever achieve total perfection. Among the companies that handle the twists and turns quite well, they move around the flow a seasoned sports team. Attentive members use strong communication between other members to assess changes quickly and make on-the-spot adjustments as situations require. At the end of the day, rather than waste your energy trying to straighten out the flow, focus your effort on flattening out the curves and minimizing interruptions as much as possible. Work toward perfection, but don’t expect it to achieve it today. [post_title] => Watch Your Flow, Keep Control [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => watch-flow-control [to_ping] => [pinged] => [post_modified] => 2013-04-15 10:27:03 [post_modified_gmt] => 2013-04-15 10:27:03 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=173 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw [format_content] => )
WP_Post Object ( [ID] => 798 [post_author] => 4 [post_date] => 2013-02-20 17:40:23 [post_date_gmt] => 2013-02-20 17:40:23 [post_content] => Beginning in 2013, the Subir and Malini Chowdhury Foundation will work with the SAE International and The SAE Foundation, the charitable arm of SAE International, to establish the Subir Chowdhury Society of Automotive Engineers (SAE) Student Quality Competition. The goal will be to engage high school and college students in a nationwide competition that will allow them to demonstrate their understanding of the impacts of quality on their lives. It will also serve to help today's students become tomorrow's scientists and engineers. The competition will be open to high school and college students throughout the United States on an annual basis. Students will be provided knowledge and skills based on Subir Chowdhury’s teachings in quality and process improvement. Students will be asked to design a project that will clearly demonstrate their understanding of how quality will impact their lives and the lives of those around them. Participants will compete at local, regional and national levels and will ultimately be rewarded for their innovative and creative thinking and application with cash awards for the top winners at the national competition level. [post_title] => The Subir Chowdhury Society of Automotive Engineers (SAE) Student Quality Competition [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] => the-subir-chowdhury-society-of-automotive-engineers-student-quality-competition [to_ping] => [pinged] => [post_modified] => 2013-03-21 13:51:23 [post_modified_gmt] => 2013-03-21 13:51:23 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=798 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw [format_content] => )