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 [format_content] => )
WP_Post Object ( [ID] => 944 [post_author] => 4 [post_date] => 2013-03-22 13:59:52 [post_date_gmt] => 2013-03-22 13:59:52 [post_content] => Expanding the outreach of Subir Chowdhury's global call for quality throughout society - at all levels - a Fellowship on Quality and Economics has been established at Harvard University Graduate School of Arts and Sciences. The goal: to explore the impact of quality and economics in the United States. Each year, the “Subir Chowdhury Fellow” will be entrusted with the task of examining the impact of “people and process” and quality on the economic advancement of the United States. This is a graduate Fellowship for doctoral students and will be awarded annually. Applications for the fellowship is open to for any scholar, regardless of ethnicity or national origin, who wishes to spend time at Harvard studying “Quality and Economics” in preparation for their doctoral thesis on this topic. The first Subir Chowdhury Fellowship will be selected for the 2013-2014 academic year.
WP_Post Object ( [ID] => 147 [post_author] => 5 [post_date] => 2013-04-10 07:05:58 [post_date_gmt] => 2013-04-10 07:05:58 [post_content] => In some respects, the old way of managing the quality process is part of the problem. Perhaps it is more accurate to say that the old approach to management has become problematic. When we manage quality, we are addressing problems as we become aware of them. But by then we are already behind; we're reacting and not 'proacting' - we're most definitely failing to prevent anything. You see, it is not enough to notice quality problems. The problems we discover today have roots in events that occurred days ago - weeks ago - maybe years ago. The real challenge is to catch issues before they become problems. Think of all the problems we face today: rising healthcare insurance, inefficient disaster response, the financial meltdown, oil spills; each of them have one thing in common - failure of quality. Are our health care practitioners incompetent or are we truly that sick to cause health insurance cost to rise so precipitously? Why can't we find a more efficient response to disasters? How did the financial meltdown occur and why did it cause so much damage? Why do oil spills seem to be getting worse and worse? Is our technology inferior? Are the people in charge truly corrupt and bereft of ability? In my view, in each circumstance I have researched, I find similar answers: failure of quality assessment, failure of quality design, failure to conduct quality implementation. Quality. Quality. Quality. At times, the systems we put into place to prevent failure become the source of additional failure. [pullquote]I believe that in order to achieve quality, we must stop thinking about quality.[/pullquote] We have become so ingrained to manage things that suddenly we find that nobody really cares about quality. They only care about getting the job done. A very good friend of mine is fond of saying that quality hangs in the balance between doing the job right and doing the right things. If we imagine that quality is a separate deliverable - like a component that you add to a car or a building – then we have an incorrect definition. Quality is not a tangible thing. Quality is intangible as the air between us: a dream, a concept, a behavior, a reaction. Therefore, quality is a human element. Consider this equation: Quality equals People Power plus Process Power. Q = PeP + PrP People Power (PeP) is the workforce, of course, with direct and indirect elements. Direct elements are the members of your team who are directly responsible for producing deliverables be it a service, a product, or a combination of both. Indirect elements are the members of the team who support the producers and the deliverables – accounting, customer service, account management, even your receptionist who answers the phone. Quality is in the touchpoints that leads your customer to your your organization. Quality is also in the relationships between members of your company. Process Power (PrP) is the means by which the deliverable is possible. It may entail research, planning, implementation, evaluation; production, delivery and support. For obvious reasons, we want the process to be as robust and as streamlined as possible. But for process power to work, we need people power to drive it. That is why I believe that in order to achieve quality, we must stop thinking about quality. For one thing, when we have perfected our quality process, we will have reached the point where quality management is no longer an issue. But that first important step toward a total quality process requires that our focus be on our people. [post_title] => Activate the Revolution [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => activating-the-revolution [to_ping] => [pinged] => [post_modified] => 2013-10-18 13:51:06 [post_modified_gmt] => 2013-10-18 13:51:06 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=147 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw [format_content] => )
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: