WP_Post Object ( [ID] => 140 [post_author] => 5 [post_date] => 2013-04-25 19:58:40 [post_date_gmt] => 2013-04-25 19:58:40 [post_content] => I have mentioned “Listen, Enrich and Optimize” in previous articles and I'll probably mention them again. They are the main principles of my LEO methodology and they are integral to "Quality is Everyone’s Business” (QIEB) philosophy. We use QIEB to ensure that everyone in the organization is driving toward the same goal of Quality. LEO helps ensure that this transformation is sustainable. Why must we as individuals “listen” better to our customers, suppliers, co-workers and our competition? All too often, we dedicated ourselves to collecting data associated with a problem without asking deeper questions like “why” and “how” that might give us better clarity about the processes behind the data. Watch and observe what works and what doesn’t. Understand and empathize with all your stakeholders until you “get it.” How they express what they need; how they define their expectation of Quality; what it takes to make them delighted and enthused with you, your employees and your company – these are the realizations that will ultimately redefine the level of service you offer and provide. [pullquote]We use QIEB to ensure that everyone in the organization is driving toward the same goal of Quality. LEO helps ensure that this transformation is sustainable.[/pullquote] When I say “Enrich,” I mean to point out a process that guides us toward what we should do once we have full knowledge of the situation. In other words, if listening leads us to lessons of how we may improve, then enriching means putting those lessons to work thereby increase our potential to achieve a successful solution. Here we apply some logical organization to how we are going to use our data. What does the data tell us about how we currently do things? How can we implement the data and when? If this sounds somewhat familiar, it should, since it echoes many of the aspects of the Quality Mindset that we constantly refer back to in QIEB: Honesty, Integrity, and Resistance to Compromise. Ultimately, once you and your entire organization have gotten the processes and procedures honed down and working to meet and exceed the needs, wants and desires of your customers, both internal and external, then you must keep raising the bar. That’s the point of “Optimize.” The goal is not just to put out a fire but also to prevent it from happening again. We can challenge known solutions and compare them against other solutions you have discovered; select the best ones and constantly subject them to every situation they may encounter. When you have corrected for any and all possible shortcomings, start the process over. Ultimately, we will never settle for just “good enough” again. We can spend quite a bit of time on sharpening our LEO skills. By Listening, we don’t get complacent. By Enriching, we strive for perfection. And by Optimizing, we look at Quality as a universal, everyday goal, not an exception that rests with a few people. Ultimately, to be successful, quality must be “everyone’s” business. [post_title] => LEO Revisited: The benefits of “Listen, Enrich, Optimize” [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => leo-revisited-the-benefits-of-listen-enrich-optimize [to_ping] => [pinged] => [post_modified] => 2013-04-26 13:04:21 [post_modified_gmt] => 2013-04-26 13:04:21 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=140 [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] => 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 )
- 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] => 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 )