WP_Post Object ( [ID] => 138 [post_author] => 5 [post_date] => 2013-05-05 19:57:37 [post_date_gmt] => 2013-05-05 19:57:37 [post_content] => For decades now, we’ve made the Quality Department the epicenter of our quality policy. But has this attention been misplaced? My contention is that the reason we have failed to deliver resilient and sustainable quality from American businesses is that we are too focused on the metric of quality. We have turned a qualitative question into a quantitative one, and that simply will not work. My latest endeavor, an extension of my philosophical backbone to make quality accessible to the masses, centers on the notion that Quality is Everyone’s Business or “QIEB” as I call it. What I propose is that we expand our notion about Quality beyond the quantitative mindset of controls and processes. As I see it, Quality is about relationships – relationships that involve all people, all the time. Taking that idea one step further, that definition of Quality, especially in the business world, has far greater reach and impact than the controls and processes exercised by one department. If you really stop and think about it, the impact you seek can and should be felt everywhere. Why then should we limit ourselves? I have come to see that there tends to be one function inside most organizations that really has both the ability and the need to reach every person on a regular basis: it’s Human Resources. Human Resources is the wheelhouse of the workforce; the one department function that holds the interest of every employee at every level of the organization. [pullquote]I believe that it is of fundamental importance that there is a new Quality message – that Quality is Everyone’s business, not the responsibility of one department.[/pullquote] Human Resources is often perceived as non-threatening, but also powerful and influential. It’s the one place where management goes to implement training, company-wide policies, distribute compensation and make regular communication with the workforce multiple times throughout the year. And ideally, as I seek to make Quality everyone’s business, who better to lead that effort than someone (some organization) that has the ability to touch everyone in the organization? That’s why I believe that HR is the ideal standard-bearer to carry out what is essentially an acculturation program for the members of the organization – changing the age-old notion that responsibility for Quality should reside solely within the quality department. Whatever the source within the company, I believe that it is of fundamental importance that there is a new Quality message – that Quality is Everyone’s business, not the responsibility of one department. I believe the pursuit of “key” or “critical to success” factors to be the utmost responsibility of everyone in any organization, but especially Senior Leadership. Leaders in the organization must play that vital and essential role of ensuring that the rally around Quality is consistent, sustained, and properly understood by everyone, each time, ever time. [post_title] => Abolish your Quality Department [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => abolish-your-quality-department [to_ping] => [pinged] => [post_modified] => 2013-05-09 15:15:59 [post_modified_gmt] => 2013-05-09 15:15:59 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=138 [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] => 145 [post_author] => 5 [post_date] => 2013-03-30 08:04:25 [post_date_gmt] => 2013-03-30 08:04:25 [post_content] => For years now, I have been observing organizations just to see what makes their operations rise above the rest and make them what I call “excellent organizations.” What I discovered is more common sense than it is groundbreaking. My entire career has been focused on the development of management tools that companies and organizations use to produce substantial and sustainable change to their management and general quality processes throughout the organization. Sometimes, that effort involves highly technical and statistical models. Sometimes organizations deploy very detailed programs that require extensive training. In most instances where the effort to change is sustained, substantial change in terms of quality output and the resilience of the organization is evident. But sometimes it isn’t. In cases where improvement was not sustained, I examined the process more closely. I compared the organizations that had long-term improvement with those that did not. In both cases, there was continual training and management was engaged and dedicated to the improvement goals.what makes their operations rise above the rest and make them what I call “excellent organizations.” Then I found an important point where the comparisons differed. [pullquote]The underlying strength of “people power” is the fact that it relies on basic human skills.[/pullquote] Organizations that produced sustainable improvement added another layer to their activity—something so vital that once you see it, it is impossible to ignore. In the organizations that revolutionized their quality processes, everyone in the organization was completely engaged. From the executive suite to every last worker, every single person was involved. People were encouraged to participate in conversations, interact with each other about the particulars of the organizational mission and operation, and rewarded when they implemented changes that were productive. People throughout organization became energized and mobilized. It was at this point that I realized that the reach of “process power” is limited. Without “people power” to back it up, the quality process can only go so far. After all, we are highly social creatures that love to communicate and interact with each other. And more important, we grow both individually and collectively when we implement what we learn from each other. It was clear to me that among these excellent and successful organizations, there was a focused effort to encourage communication, interaction, and implementation – basic human skills that are intrinsic to each of us. It is within this framework that I developed LEO – Listen, Enrich, and Optimize – which has proven to be a flexible and transformative program that draws attention on the strengths of human interaction. The underlying strength of “people power” is the fact that it relies on basic human skills. Encouraged and utilized systematically, these skills may also serve as the triggering mechanism that can cause every member in the organization to think deeply about the decisions they make and the actions they take. [post_title] => The Quality Process Revolution [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => the-quality-process-revolution [to_ping] => [pinged] => [post_modified] => 2015-07-14 22:18:52 [post_modified_gmt] => 2015-07-14 22:18:52 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=145 [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: