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Quality & You

What does your mission statement say about quality?

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    [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.
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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...

Quality & Economics

Subir Chowdhury Fellowship on Quality and Economics at the London School of Economics (LSE)

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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.
Click Here for more information regarding The Subir Chowdhury Fellowship on Quality and Economics at the London School of Economics (LSE). [post_title] => Subir Chowdhury Fellowship on Quality and Economics at the London School of Economics (LSE) [post_excerpt] => [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => subir-chowdhury-fellowship-on-quality-and-economics-at-the-london-school-of-economics-lse [to_ping] => [pinged] => [post_modified] => 2015-04-23 16:45:40 [post_modified_gmt] => 2015-04-23 16:45:40 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=895 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )
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...

Quality & Process

The Wisdom of Listening

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    [post_content] => Even big and successful companies sometimes forget the importance of listening.

Let’s face it. Problems come and go, but it’s how we deal with the problems that make us stand out to our customer base.

Microsoft spent years combating the perception that it couldn’t deal with or didn’t care about stability problems in its Windows operating system.

Adobe let the prices of its high-level production software rise to incredible heights to the point now where many of their ‘loyal’ users are merely biding their time for a cheaper alternative.

Toyota has been beset with persistent rumors about their quality. First, it was acceleration problems and floor mats, and the headline grabbing recalls continue.

[pullquote]No matter who it is – be it your customers, constituents, stakeholders, investors, membership – or even your family members – careful, intelligent listening is the first crucial step to success and for overcoming problems and achieving a Quality operation.[/pullquote]

For the record, each of the companies I have mentioned has made constructive efforts to reach out to their customers and show that they are – in fact – LISTENING. But listening, as it pertains to your management process, not a rigid, step-by-step technique for finding out what customers want or need. In fact, there is no strict methodology that can be deployed to meet the infinite variations of individual experience.

Each organization is unique in terms of its products and processes, just as each interaction will be perceived differently. However, the failure to truly listen to customers is at the heart of why many organizations fail. No matter who it is – be it your customers, constituents, stakeholders, investors, membership – or even your family members – careful, intelligent listening is the first crucial step to success and for overcoming problems and achieving a Quality operation.

I have three specific rules that will help ensure that your listening skills are applied effectively and that your listening pattern is in fact ‘careful and intelligent’.
  1. Get out from behind your desk. Go to where the action is. Go to the customers. Go to the factory. Go to the sales floor. Go to where the problems are. Go to where the facts are.
  2. Stop talking. It’s hard to listen when you’re the one doing all the talking. Watch what goes on. Watch what your employees are doing. Watch what your customers are doing. Listen to what they say – listen to the types of words they use. Even if you’re confident that you’ve got it, watch and listen more.
  3. Show empathy; look at the world through their eyes. Be in the moment where your employees and customers are speaking. Remember that it’s not about your expectations; it’s all about theirs. Learn from the people with whom you should be listening.
There are many powerful management tools can be deployed to increase the effectiveness of your listening process – this can help you on a personal level. However, the data collection process itself usually involves two phases – quantitative as well as qualitative research. For instance, you may need to deploy marketing surveys and other research to build a complete picture about your situation. Wherever possible, show the affected audience – your customers for instance – that you are actively engaged by including them in the data collection process. As with all things, it is always important to keep matters as simple as possible. The more complex the process, the more effort a company must put into learning to use it properly. Put into another way: the more complex the process, the more likely that more things may go wrong. But you’ll never go wrong just by sitting down and listening. [post_title] => The Wisdom of Listening [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => wisdom-listening [to_ping] => [pinged] => [post_modified] => 2013-04-16 12:35:10 [post_modified_gmt] => 2013-04-16 12:35:10 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=178 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )
Even big and successful companies sometimes forget the importance of listening. Let’s face it. Problems come and go, but it’s how we deal with the problems that make us stand...

Quality & Me

The Subir Chowdhury Society of Automotive Engineers (SAE) Student Quality Competition

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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? 
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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...