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 )
WP_Post Object ( [ID] => 1421 [post_author] => 5 [post_date] => 2015-05-12 01:09:31 [post_date_gmt] => 2015-05-12 01:09:31 [post_content] =>[post_title] => Data, Action, and Future [post_excerpt] => [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => data-action-future [to_ping] => [pinged] => [post_modified] => 2015-10-11 01:11:17 [post_modified_gmt] => 2015-10-11 01:11:17 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=1421 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )When I talk about “honesty” in the context of quality, people often mistake my intent. I am not implying that people are dishonest. I am not saying that people do not know right from wrong. The kind of honesty I’m referring to is the kind that helps you avoid mistakes in your business—the type of honesty that pushes good data, good actions, and a positive future.
When there are disasters, people often make irrational claims that a company is being deliberately dishonest. There’s a general misunderstanding about how large organizations make decisions. Large corporations and especially government and government agencies rely heavily on management consensus for their big decisions. The nature of the consensus could be based on several criteria like risk assessments, mitigation, cost factors, profitability, and so on. No single factor is the driving force in any decision, especially when there are political elements involved. Moreover, that’s how disasters can happen. In the cases I mentioned above, it is very likely that few people thought that the risk levels were high enough to change their minds or offer alternative solutions. More than likely, they never heard the warnings because, by that time, the warnings had been filtered out or diluted to the point that they didn’t stand out. Ultimately, the decision makers did what many people do: they just went with the flow. To me, “going with the flow” means that you are not listening to the data, you are not enriching your actions, and you are not optimizing your future. When you make decisions as they did at BP or Fukushima, you’re taking an average of possible answers and hoping nobody notices that you took a shortcut. The problem is, these days, even the most innocuous shortcuts can set off terrible global disasters. When you have true honesty in management, information flows freely. You have real data, effective action, and a positive future. If you do not have honesty from everyone in your organization, how can you make the right decisions? How can you trust the quality of your processes if your people can’t be honest with you?
- What happened that allowed the Deepwater Horizon drilling platform to explode and release millions of gallons of oil into the Gulf of Mexico? Detailed testimony during the court case against BP suggests that the engineers and management were aware of possible problems, but that they ignored the warnings.
- What were politicians thinking when they enacted the Budget Control Act of 2011? Supporters claimed that budget sequestration would not damage American military readiness. However, less than a year after enactment of the law, a top of the line nuclear submarine was severely damaged because the resources were not there to protect it. When it came time to repair the sub, the US Navy said that it didn’t have the budget, so a $1 billion piece of equipment was scrapped instead.
- The Japanese government and a national power company claimed that the Fukushima nuclear reactor disaster was the result of unforeseen circumstances. Reports have since come out that they had received many warnings that Fukushima was vulnerable to tsunami and earthquakes.
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] => 813 [post_author] => 4 [post_date] => 2013-01-07 17:59:56 [post_date_gmt] => 2013-01-07 17:59:56 [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:
The+Hidden+Truth+Behind+Dishonesty+with+Youth+–+6+Things+Every+Parent+Should+Know+ http://www.ontheroadtohonesty.com/3-the-hidden-truth-behind-dishonesty-with-youth-6-things-every-parent-should-know/ … #youth #teens #school