WP_Post Object ( [ID] => 134 [post_author] => 5 [post_date] => 2013-04-20 09:55:34 [post_date_gmt] => 2013-04-20 09:55:34 [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. [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => mission-statement-quality [to_ping] => [pinged] => [post_modified] => 2013-04-20 20:40:08 [post_modified_gmt] => 2013-04-20 20:40:08 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=134 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )
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] => 173 [post_author] => 5 [post_date] => 2013-02-25 21:02:10 [post_date_gmt] => 2013-02-25 21:02:10 [post_content] => When I watch organizations, I am reminded of a swiftly flowing river. Starting with raw materials at the river’s source and ending with finished products or services flowing from its mouth, overlaying processes flow into and onto one another. When everything is running smoothly, it is a wonderful thing to behold. But much like a river, no production runs perfectly straight and smooth. There are twists and turns where the flow must adjust and maneuver around obstacles that get in the way. However, the flow and process is often broken by changes in policies or conditions in the delivery chain, employees that overlook important issues, and staffing arrangements that leave us waiting in endless lines. And that’s the reality. Companies of every size and from every industry contend with flawed process flow as energy and profitability slowly bleed away. Managers at a large mid-western hospital were spending their days and weeks tearing out their hair, trying to figure out the source of unacceptably large number of no-shows and last-minute cancellations for medical tests. [pullquote]At the end of the day, rather than waste your energy trying to straighten out the flow, focus your effort on flattening out the curves and minimizing interruptions as much as possible.[/pullquote] The problem was long in running. In some cases, patients were not receiving tests they needed therefore causing disruptions in the hospital’s schedules and lost revenue. To compound matters, staff time had ratcheted up as administrators and practitioners scrambled to stem the day-to-day scheduling problems and reschedule the cancelling patients. Management suspected that a major source of the problem was due to patients’ inability to obtain timely approval from their insurance carriers for the tests. We turned to our Listen methodology and asked staffers to call patients themselves. The subsequent interviews revealed that many patients had forgotten their appointments. Many others didn’t know which of the hospital’s many buildings they were supposed to go. Still others who remembered their appointments and managed to find the correct office, discovered at the appointment window that they had failed to follow pre-test preparations (e.g., fasting) and had to reschedule. Insurance, as it turned out, was of minimal consequence. It was clear to all that the patient-preparation process was either non-existent or completely ineffective. At my suggestion, managers examined best practices at other hospitals. They cataloged some common sense ideas for managing patient preparation procedures and paid special attention on departments in their own organization that seemed to be dealing with the situation better than other departments. In a matter of a week or so, they had drafted two ways that the hospital staff could rectify the situation. First, patients must receive full explanations in print regarding their test, including a map that showed exactly where they had to go. Then, all patients received a phone call reminder for their appointment, plus a reminder (when applicable) about pre-test preparations. After the new patient-preparation process was up and running, the hospital reported a 50% reduction in cancellations. The flow was fixed. No company’s operations ever achieve total perfection. Among the companies that handle the twists and turns quite well, they move around the flow a seasoned sports team. Attentive members use strong communication between other members to assess changes quickly and make on-the-spot adjustments as situations require. At the end of the day, rather than waste your energy trying to straighten out the flow, focus your effort on flattening out the curves and minimizing interruptions as much as possible. Work toward perfection, but don’t expect it to achieve it today. [post_title] => Watch Your Flow, Keep Control [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => watch-flow-control [to_ping] => [pinged] => [post_modified] => 2013-04-15 10:27:03 [post_modified_gmt] => 2013-04-15 10:27:03 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=173 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )
WP_Post Object ( [ID] => 703 [post_author] => 4 [post_date] => 2013-01-05 23:05:03 [post_date_gmt] => 2013-01-05 23:05:03 [post_content] => In 2010, the Society of Automotive Engineers along with the Subir and Malini Chowdhury Foundation, established The Subir Chowdhury Medal of Quality Leadership. This award is designed to honor those in the mobility industry who demonstrate ability and talent to further innovation and broaden the impact of "quality" in mobility engineering, design and manufacture. This award is offered in the spirit of my lifetime of work toward quality in the engineering professions.
|James D. Power||2010||JD Power And Associates|
|Glen A. Barton||2011||Caterpillar Inc|