WP_Post Object ( [ID] => 134 [post_author] => 5 [post_date] => 2013-04-20 09:55:34 [post_date_gmt] => 2013-04-20 09:55:34 [post_content] => Entrepreneurs and managers will create mission statements in an effort to fix a goal for the entire organization. The most common way to build one is by stating a unifying philosophy wrapped around a strategic purpose, product, and plan. But how does one instill a unifying philosophy that reaches beyond the words contained in a quality vision or the mission statement? This was my big question; my core intent: to help managers enhance existing efforts by making Quality a common key that belongs to “everyone” in your organization - to bring about a "cause for quality." Put another way, Quality strengthens your mission statement. It helps fuse together what you currently have in common with an attitude that is shared throughout your entire workforce: from the C-Suite, down to the production worker. The goal is not to make a change, but to enhance what you currently have. The intent is not to replace your existing policies, but to integrate Quality into your organizational DNA. In my analysis of current quality processes, I found that they are based on one solution for productivity; one concept for quality management. Of course, we want everybody to rally behind one vision of the future, but how do we make that vision truly transformational – something that your people will find personally motivating and personally exciting? [pullquote]My contribution, no matter how big or how small, will have an impact on the success of my organization![/pullquote] If there is one thing that we have all learned, you can’t get people excited with a run-of-the-mill mission, vision or quality policy. I believe that by making Quality everyone’s business, you emphasize basic principles that affect people on a personal level. When you encourage individuals to reach out to others, they are – in turn – empowered to do the best work that they can achieve. When you empower them to look beyond personalities and solve problems; you strengthen their resolve to reach deep into their own powerful personal resources and unique talents which, in turn, provides a far better means of personal motivation. What we want is for individuals to sit up and say, “My contribution, no matter how big or how small, will have an impact on the success of my organization!” Subsequently, as Quality truly becomes everyone’s business, individual behavior will then serve to enhance the intent of your mission statement. People throughout the organization will change their attitudes and beliefs relative to your mission, vision, guiding beliefs, and yes, your quality policy. For instance, in the past, when a problem occurred, you might expect that many people will think “the problem belongs to someone else” or “it’s not my job.” Once they have undergone the principle transformation of understanding that Quality must be a part of everything they do, you can expect that their reaction will be fundamentally different. Instead of passing the buck to the guy in the next workstation, you can expect them to take personal responsibility and be the change agent that produces a lasting solution. When the notion that Quality is Everyone’s Business is blended with your quality policy as well as with your mission statement, you are encouraging an ideal mindset where everyone now owns problems and creates solutions while supporting the organization’s common vision of the future. [post_title] => What does your mission statement say about quality? [post_excerpt] => In this bestselling book, Chowdhury introduced his next-generation management system — LEO. In The Power of LEO, he describes how continuous focus on quality improvement can revolutionize any process—from manufacturing operations to managerial decision making. The secret is to cease delegating the responsibility of quality to specific teams or departments and permanently lodge it within the core of an organization’s culture. [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => mission-statement-quality [to_ping] => [pinged] => [post_modified] => 2013-04-20 20:40:08 [post_modified_gmt] => 2013-04-20 20:40:08 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=134 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )
WP_Post Object ( [ID] => 382 [post_author] => 5 [post_date] => 2013-05-09 03:27:22 [post_date_gmt] => 2013-05-09 03:27:22 [post_content] => After salmonella was discovered in a flavor-enhancing ingredient, a wide range of processed foods were recalled including soups, snack foods, dips and dressings, the result of poor quality control. Food and Drug Administration officials noted that the ingredient, hydrolyzed vegetable protein, was used in thousands of food products. The FDA and the Centers for Disease Control and Prevention said no illnesses or deaths have been reported - so far. Currently the recall only involves Las Vegas-based Basic Food Flavors Inc. The FDA collected and analyzed samples at the Las Vegas facility after one of the company's customers discovered the salmonella, an organism that can cause serious and sometimes fatal infections in young children and others with weakened immune systems. The FDA confirmed the presence of a strain of salmonella in the company's processing equipment. [pullquote]While there are currently no deaths or even illnesses attributed to this recall, the economic impact can be felt in the millions of dollars Basic Food Flavors Inc. has to spend on the recall.[/pullquote] According to the FDA, hundreds of thousands of food recalls per year, again reflecting the impact of poor quality control. While there are currently no deaths or even illnesses attributed to this recall, the economic impact can be felt in the millions of dollars Basic Food Flavors Inc. has to spend on the recall. An impact like this leads to less spending in other areas, such as product development or workforce expansion. The company's reputation often takes a hit. These all have a negative impact on the economy. Add on the class action suits that generally result after a large recall like this and the impact becomes even greater. More than 2.1 million drop-side cribs by Stork Craft Manufacturing were recalled, the biggest crib recall in U.S. history. In a 2008 scare, milk from China laced with the industrial chemical melamine led to the deaths of six babies and sickened 300,000 others who had been fed baby formula made from the tainted dairy. Lack of adequate quality programs led directly to these defects. By paying attention to quality, fewer cases of food borne illnesses arise, and fewer injuries from defective consumer merchandise occur. This means fewer dollars spent correcting problems, and more resources made available for product development. [post_title] => A Little Salmonella May Not Kill You, but it May Kill your Economy [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => a-little-salmonella [to_ping] => [pinged] => [post_modified] => 2013-05-16 22:36:45 [post_modified_gmt] => 2013-05-16 22:36:45 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=382 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )
WP_Post Object ( [ID] => 162 [post_author] => 5 [post_date] => 2013-02-12 20:53:26 [post_date_gmt] => 2013-02-12 20:53:26 [post_content] => From the very beginning of my work, I kept a journal of challenges and crisis that were reported to me by my clients. I recorded problems, noted characteristics, and key patterns in each of them. My goal was to record how the different situations were related and how problems were eventually resolved. Why did the product fail? What is causing delays. Why are customers turning way? Initially, the journal resembled a catalog dissimilar events, but after about 20 years of work, I amassed enough information that clear patterns began to emerge. To my surprise, the patterns showed up quite readily as event-driven triggers – three of them to be precise. It didn’t matter where the company was located, what sector they served, how large or small the organization was, nor how old. It also didn’t matter what kind of problem it was – revenue generation, human relations, manufacturing, research and development. The same patterns were evident among government agencies, small private businesses, or major multi-national corporations. [pullquote]Fire, flow and future events are interrelated – think of them as points in a triangle.[/pullquote] That’s how my three triggers came to be Fire, Flow, and Future.
FIREFire describes a sudden problem that usually causes a specific crisis of some kind – like a malfunction or faulty product. Fires require either a near term and long-term resolution; sometimes both. The cause of a Fire may be obvious or it may be hidden or multiple causes. Most fires tend to be minor in scope, but sometimes they can be very large and extremely complex. But just like any fire, bad assumptions can easily lead to a misdiagnosis and mistreatment.
FLOWFlow refers to a disruption in the operations side of the organization that could be limited to a small portion of the overall process. There are two kinds of flow – administrative and delivery (production of product or delivery of service). Flow events are often characterized by an unexpected result somewhere else in the process. They could be a reaction to unexpected external or internal changes. It is likely the problem existed long before you became aware of it.
FUTUREFuture identifies the timely development (or redevelopment) of new products or services; a vital activity that influences the company’s marketability and profitability over time. It requires built-in flexibility within the organization; the requisite motivation to invest time, money and intellectual capital to constantly move products and services to meet customer demand. As it turns out, future is also the motive and opportunity to build greater quality into the innovation process – so in that regard it is usually self-starting or self-generating. No organization is without an occasional fire or two. No company exists that hasn’t experienced an interruptions in flow, or faced an imperfect future. And while total perfection is always a goal rather than reality, we must be vigilant about these events and react swiftly and decisively as though perfection were within our grasp. Fire, flow and future events are interrelated – think of them as points in a triangle. For instance, you could see a fire that is actually symptomatic of a problem within the flow, or one that reveals a badly needed cycle of redevelopment for your future. You may even discover a fire (or a multiple smoldering ones) that you didn’t know about as you to peel back a problem in the flow. I advise all my clients to keep a ready journal as I have – one for each type of event – and watch for unique patterns in circumstances and triggers. A resource like that that will be invaluable, especially for detecting long-term and deep-seated problems. Above all, keep your mind open to the evidence, and your power of reason will help you deduce the correct solution. [post_title] => Fire, Flow, Future [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => fire-flow-future [to_ping] => [pinged] => [post_modified] => 2013-04-15 10:09:50 [post_modified_gmt] => 2013-04-15 10:09:50 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=162 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )
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 )