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Quality & You

What does Quality mean to You?

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    [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!
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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...

Quality & Economics

Cutting Corners

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    [post_content] => Over the last 50 plus years, Toyota has led the automotive industry in quality and cost. As a result, the company rose to become the world's largest automotive manufacturing corporation and Japan's largest corporation with revenues of $230 billion in 2009.

However, this once untarnished icon of Japan's status as an economic powerhouse, is now in decline and the impact on the company and the entire country is tangible.

As Dr. Masatomo Tanaka says, a professor at the Institute of Technologists, a university that specializes in training engineers, "If Toyota is not healthy, then Japan is not healthy." As goes Toyota, so goes Japan.

Toyota has long enjoyed near hallowed status in Japan as the greatest practitioner of "monozukuri," a centuries-old ideal of perfection in craftsmanship central to ancient pottery and sword-making.  The pride of craftsmanship, burned into Japanese culture as the apex of accomplishment, was turned loose on the factory floor and was once the secret to Japan's postwar "miracle."

Then something changed. Yes, the earthquake and tsunami last year was a serious blow to Japanese manufacturing, but the decline at Toyota was clear long before the natural disaster. About the time the company achieved its global dominance, rumors began to filter out that management was cutting corners on quality – fewer people on the factory floor, lower quality raw materials and suppliers, reductions in research and development.

[pullquote]Shaving a few dollars off the cost of each car has resulted in billions of dollars in recall costs, not to mention the billions of dollars in legal costs the company has incurred from lawsuits filed by customers and government regulators – and in a few cases, possible loss of life.[/pullquote]

The result has been devastating. Shaving a few dollars off the cost of each car has resulted in billions of dollars in recall costs, not to mention the billions of dollars in legal costs the company has incurred from lawsuits filed by customers and government regulators – and in a few cases, possible loss of life. The damage has also been broadly felt: dealerships have lost sales, negatively impacting local economies, and for a time Toyota’s global position fell. But Toyota’s once unblemished record of quality is now questioned in the media and among many customers.

To compound matters, as Toyota moved away from quality, some of its competitors have moved in. Some have embraced their earlier methods to the extent that their products are now surpassing Toyota. Korea's Hyundia-Kia is rapidly gaining on once dominant giant and Detroit's big three have partly adopted Toyota's engineering and manufacturing methodologies and improved their quality as well.

Toyota had the quality mindset before it become the largest corporation in Japan and the largest automotive company in the world.  The company’s actions proved that quality can be the principle driver of efficiency and profitability, but also market dominance. Now the company is learning a new lesson about what happens to giants when they cut corners too often.
    [post_title] => Cutting Corners
    [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? 
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Over the last 50 plus years, Toyota has led the automotive industry in quality and cost. As a result, the company rose to become the world's largest automotive manufacturing...

Quality & Process

Combating Fires

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    [post_date] => 2013-02-19 21:00:30
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    [post_content] => No matter where they occur, a fire can be a devastating event. When they happen around where we live, we rush to the location with manpower and equipment to extinguish the flames.

When I use the word “fire,” I’m thinking of the context of day-to-day management when there is a sudden problem that causes a specific crisis of some kind. It could be a malfunction in production, a faulty product, and an interruption in the supply chain. You could have a fire with personnel issues, a problem with your building, or transportation.

Like real fires, the flash point may be obvious or hidden; there could be single cause or a chain of them. Most of the fires we deal with tend to be minor in scope – easily extinguished and quickly resolved. On occasion, you can have a very large and extremely complex fire that involves many aspects of your business. But just like any fire, bad assumptions can easily lead to a misdiagnosis and mistreatment.

When I think of the average, run-of-the-mill fire, I think of one that starts with a terse phone call or sharp email. In the case of Paul A., the vice president of production at a sheet aluminum plant, it was both.

The email came from one of his best clients who – for the third time in as many months – complained that the palleted rolls of sheet aluminum were not labeled properly. Forklift operators in the receiving department, the email complained, were taking too long to find shipping labels.

He had heard a similar complaint from other clients. His reaction had been to spend $50,000 on new, larger labels that you could read almost 20 feet away.

[pullquote]It seems to me that eventually, we may become weary of rushing to the scene of the problem and instead learn how to instill the high level awareness to prevent fires in the first place.[/pullquote]

“I can read the labels 20 feet away,” emailed Paul. “And my eyes aren’t even very good. I think the forklift operators just like to complain.”

Then the phone call came – from his best client: “Fix the problem, or we’ll go somewhere else.”

That’s the moment that Paul realized that he had a real fire on his hands.

Paul’s company produces very large rolls of the metal, some measuring six feet in diameter by 48 inches wide, stacked and trucked away on pallets. Each roll weighs a considerable amount and is chained to a flatbed trailer, usually without other products on board.

From his vantage point, the shipping labels were huge. He could easily see them from his office window. Out of desperation, he called me for some quick advice. My first response – which is my usual reaction to problems like these – collect all the information you can from the frontline people. And if you collect enough honest and direct information, the solution will present itself.

So, Paul issued a message through the chain of operations, and soon a frontline employee was dispatched to talk to the forklift operators herself. After a very short interview, she discovered that no one had trouble reading the old labels or the new ones. Their complaint was that the way the rolls were placed onto the pallets and into the trucks, the forklift operators had to dismount from their vehicles and climb up on the truck to find the label.

The labels, the operators told her, were always turned 90 degrees away from where they could easily see them. The simple solution: change the labeling process so that the labels could be seen from the forklift operator’s point of view.

Sometimes, a fire is prolonged by an attitude that we hold about our own processes – as it was in Paul’s case. In such cases, it could be a simple matter of opening our mind to new information. But wouldn’t it be great if we could put those fires out BEFORE they become a problem? The one problem with fires is that often management’s focus is on the firefighters, while pretty ignoring the fire preventers. It seems to me that eventually, we may become weary of rushing to the scene of the problem and instead learn how to instill the high level awareness to prevent fires in the first place.
    [post_title] => Combating Fires
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No matter where they occur, a fire can be a devastating event. When they happen around where we live, we rush to the location with manpower and equipment to...

Quality & Me

Global Quality Awareness (GQA) Initiative

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    [post_date] => 2013-01-07 17:59:56
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    [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:
  • Listen hard to others and to yourself to seek understanding
  • Enrich the lives around you by giving a little more of yourself every day
  • Optimize everything you do by setting your mind to excellence and refusing to “settle”
The essential teaching is simple. When you embrace quality in your own life, life all around you becomes better. Your actions empower others to embrace positive change. They see the benefits in their own lives. Quality becomes contagious. The initiative spreads. Quickly. Spontaneously. And as more and more people work to improve their corner of the world, the world is transformed. It becomes a better place… because its citizens won't accept less. The GQA initiative is working with schools, from elementary to higher education, businesses, leaders and employees, the employed and unemployed for a total transformation of quality improvements with the vision of inspiring the Initiative around the world raising Global Quality Awareness. According to Subir Chowdhury, “I believe that the ultimate goal of the GQA Initiative is to ensure that “Quality is Everyone’s Business” – ideally I am of the firm belief that to be a Quality person, and live a ‘Quality’ life, Quality must become a part of everything we do, what we leave behind every day of our life, until it becomes a lifestyle choice, not just an afterthought.” [post_title] => Global Quality Awareness (GQA) Initiative [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] => global-quality-awareness [to_ping] => [pinged] => [post_modified] => 2013-05-16 23:04:05 [post_modified_gmt] => 2013-05-16 23:04:05 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=813 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )
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...