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Quality & You

Make Quality a Lifestyle Choice

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    [post_content] => A few years ago, a colleague of mine was driving his car and hit a big pothole in the road. He stopped the car to make sure everything was okay. The car was fine, but at some point, he must have dropped his wallet, because when he got home he couldn’t find it. Sure, he had some money and credit cards in there, but he said that he also had some pictures of his family, and was devastated to think that he’d never get them back. A few weeks went by and out of the blue he got a phone call from a woman he didn’t know. She said she had found his wallet. When he went to pick it up, the woman said she just saw it on the side of the road and knew that someone would want it back. Everything was still in the wallet, just as he had left it.

A few months after this incident, he happened to read an article in the newspaper and it turned out that the woman who found his wallet ran a shelter for the homeless. So every year, on the anniversary of losing his wallet, he makes an anonymous donation to her shelter. It’s a simple thank you, and a reminder that there are people in this world who do the right thing.

It’s not the facts of the action that makes this a demonstration of Quality. It’s the “mindset” that this woman possessed that makes it an example of what is possible. This is what impresses everybody so much. Because, what did she do? She rose above the norm. And when people make these extraordinary efforts, they make the rest of us sit up and take notice.

[pullquote]Whatever your station in life, rich, poor; if you are the CEO or the janitor, it doesn’t matter because the same principles of Quality still apply.[/pullquote]

Now I will never forget what this woman did for my friend. It is burned into my consciousness. Wouldn’t you like to have employees who will go that extra mile with you, rise above the norm and make that kind of impact on your business?  Having a “quality mindset” - being honest, having integrity and resisting compromise at all costs I believe, is the basis for starting, fostering and ensuring long-term success both individually and collectively.

Whatever your station in life, rich, poor; if you are the CEO or the janitor, it doesn’t matter because the same principles of Quality still apply. We all have customers who tell us their needs, wants, and desires. We must strive to not only meet, but constantly exceed their expectations. My “Quality is Everyone’s Business” (QIEB) philosophy –allows everyone to understand why having that “quality mindset” becomes the guiding force that allows them to change up their “game” and perform at higher levels than before.

When we make Quality a lifestyle choice – we make it the ultimate choice. When our workforce upholds the Quality Mindset, they have chosen to dedicate themselves to Quality like the woman in this story, and that’s when they will begin to make high-level decisions that will never fail to make positive and lasting impressions.
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A few years ago, a colleague of mine was driving his car and hit a big pothole in the road. He stopped the car to make sure everything was...

Quality & Economics

Cutting Corners

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    [post_content] => Over the last 50 plus years, Toyota has led the automotive industry in quality and cost. As a result, the company rose to become the world's largest automotive manufacturing corporation and Japan's largest corporation with revenues of $230 billion in 2009.

However, this once untarnished icon of Japan's status as an economic powerhouse, is now in decline and the impact on the company and the entire country is tangible.

As Dr. Masatomo Tanaka says, a professor at the Institute of Technologists, a university that specializes in training engineers, "If Toyota is not healthy, then Japan is not healthy." As goes Toyota, so goes Japan.

Toyota has long enjoyed near hallowed status in Japan as the greatest practitioner of "monozukuri," a centuries-old ideal of perfection in craftsmanship central to ancient pottery and sword-making.  The pride of craftsmanship, burned into Japanese culture as the apex of accomplishment, was turned loose on the factory floor and was once the secret to Japan's postwar "miracle."

Then something changed. Yes, the earthquake and tsunami last year was a serious blow to Japanese manufacturing, but the decline at Toyota was clear long before the natural disaster. About the time the company achieved its global dominance, rumors began to filter out that management was cutting corners on quality – fewer people on the factory floor, lower quality raw materials and suppliers, reductions in research and development.

[pullquote]Shaving a few dollars off the cost of each car has resulted in billions of dollars in recall costs, not to mention the billions of dollars in legal costs the company has incurred from lawsuits filed by customers and government regulators – and in a few cases, possible loss of life.[/pullquote]

The result has been devastating. Shaving a few dollars off the cost of each car has resulted in billions of dollars in recall costs, not to mention the billions of dollars in legal costs the company has incurred from lawsuits filed by customers and government regulators – and in a few cases, possible loss of life. The damage has also been broadly felt: dealerships have lost sales, negatively impacting local economies, and for a time Toyota’s global position fell. But Toyota’s once unblemished record of quality is now questioned in the media and among many customers.

To compound matters, as Toyota moved away from quality, some of its competitors have moved in. Some have embraced their earlier methods to the extent that their products are now surpassing Toyota. Korea's Hyundia-Kia is rapidly gaining on once dominant giant and Detroit's big three have partly adopted Toyota's engineering and manufacturing methodologies and improved their quality as well.

Toyota had the quality mindset before it become the largest corporation in Japan and the largest automotive company in the world.  The company’s actions proved that quality can be the principle driver of efficiency and profitability, but also market dominance. Now the company is learning a new lesson about what happens to giants when they cut corners too often.
    [post_title] => Cutting Corners
    [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? 
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Over the last 50 plus years, Toyota has led the automotive industry in quality and cost. As a result, the company rose to become the world's largest automotive manufacturing...

Quality & Process

Combating Fires

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    [post_date] => 2013-02-19 21:00:30
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    [post_content] => No matter where they occur, a fire can be a devastating event. When they happen around where we live, we rush to the location with manpower and equipment to extinguish the flames.

When I use the word “fire,” I’m thinking of the context of day-to-day management when there is a sudden problem that causes a specific crisis of some kind. It could be a malfunction in production, a faulty product, and an interruption in the supply chain. You could have a fire with personnel issues, a problem with your building, or transportation.

Like real fires, the flash point may be obvious or hidden; there could be single cause or a chain of them. Most of the fires we deal with tend to be minor in scope – easily extinguished and quickly resolved. On occasion, you can have a very large and extremely complex fire that involves many aspects of your business. But just like any fire, bad assumptions can easily lead to a misdiagnosis and mistreatment.

When I think of the average, run-of-the-mill fire, I think of one that starts with a terse phone call or sharp email. In the case of Paul A., the vice president of production at a sheet aluminum plant, it was both.

The email came from one of his best clients who – for the third time in as many months – complained that the palleted rolls of sheet aluminum were not labeled properly. Forklift operators in the receiving department, the email complained, were taking too long to find shipping labels.

He had heard a similar complaint from other clients. His reaction had been to spend $50,000 on new, larger labels that you could read almost 20 feet away.

[pullquote]It seems to me that eventually, we may become weary of rushing to the scene of the problem and instead learn how to instill the high level awareness to prevent fires in the first place.[/pullquote]

“I can read the labels 20 feet away,” emailed Paul. “And my eyes aren’t even very good. I think the forklift operators just like to complain.”

Then the phone call came – from his best client: “Fix the problem, or we’ll go somewhere else.”

That’s the moment that Paul realized that he had a real fire on his hands.

Paul’s company produces very large rolls of the metal, some measuring six feet in diameter by 48 inches wide, stacked and trucked away on pallets. Each roll weighs a considerable amount and is chained to a flatbed trailer, usually without other products on board.

From his vantage point, the shipping labels were huge. He could easily see them from his office window. Out of desperation, he called me for some quick advice. My first response – which is my usual reaction to problems like these – collect all the information you can from the frontline people. And if you collect enough honest and direct information, the solution will present itself.

So, Paul issued a message through the chain of operations, and soon a frontline employee was dispatched to talk to the forklift operators herself. After a very short interview, she discovered that no one had trouble reading the old labels or the new ones. Their complaint was that the way the rolls were placed onto the pallets and into the trucks, the forklift operators had to dismount from their vehicles and climb up on the truck to find the label.

The labels, the operators told her, were always turned 90 degrees away from where they could easily see them. The simple solution: change the labeling process so that the labels could be seen from the forklift operator’s point of view.

Sometimes, a fire is prolonged by an attitude that we hold about our own processes – as it was in Paul’s case. In such cases, it could be a simple matter of opening our mind to new information. But wouldn’t it be great if we could put those fires out BEFORE they become a problem? The one problem with fires is that often management’s focus is on the firefighters, while pretty ignoring the fire preventers. It seems to me that eventually, we may become weary of rushing to the scene of the problem and instead learn how to instill the high level awareness to prevent fires in the first place.
    [post_title] => Combating Fires
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No matter where they occur, a fire can be a devastating event. When they happen around where we live, we rush to the location with manpower and equipment to...

Quality & Me

The Subir Chowdhury Society of Automotive Engineers (SAE) Student Quality Competition

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    [post_date] => 2013-02-20 17:40:23
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LOGO_sae-foundation-25th

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? 
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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...