Carnival of Quality Management Articles and Blogs – September, 2017

Welcome to September, 2017 edition of Carnival of Quality Management Articles and Blogs.

Our topic for September 2017 is Industry 4.0. This was a concept that had been mentioned in our July, 2017 post for further discussions in the next issue. We will take a quick look at the first few articles appearing in Google search.

Industry 4.0 is a name for the current trend of automation and data exchange in manufacturing technologies. It includes cyber-physical systems, the Internet of things, cloud computing and cognitive computing…Industry 4.0 creates what has been called a “smart factory”. Within the modular structured smart factories, cyber-physical systems monitor physical processes, create a virtual copy of the physical world and make decentralized decisions.

Industry 4.0 – The future of the Factory: The fourth industrial revolution has been introduced in recent years. It’s said that Industry 4.0 is the future of the factory where both the objects, which will be equipped with RFID devices, and the machines, will intelligently to communicate with each other in a secure networked environment. In the smart factory, intelligent machines can perform complex tasks while communicating with other machines. The machines will be able to detect mechanical issues or material shortages and then send instant messages to a live person for immediate troubleshooting.

industry_40_factory

What Everyone Must Know About Industry 4.0Bernard Marr – The question, then, is not if Industry 4.0 is coming, but how quickly.

5 things you should know about Industry 4.0Jamie Hinks – First things first – this isn’t a new technology. Nor is it a business discipline. It is in fact a new approach to achieve results that weren’t possible 10 years ago thanks to advancements in technology over the past decade.

Industry 4.0: Building the digital enterprise – This PwC research shows that first movers are transforming into digital enterprises. Industrial companies need to act now to secure a leading position in tomorrow’s complex industrial ecosystems.

Manufacturing’s next actCornelius Baur and Dominik Wee – A closer look at what’s behind Industry 4.0 reveals some powerful emerging currents with strong potential to change the way factories work. It may be too much to say that it is another industrial revolution. But call it whatever you like; the fact is, Industry 4.0 is gathering force, and executives should carefully monitor the coming changes and develop strategies to take advantage of the new opportunities.

SVGZ_Manufacturing's next act_ex1

Industry 4.0: It’s all about the peopleDouglas K. Gates   : The adoption of i4.0 will have a profound impact on the manufacturing workforce. Organizations should start planning the transition today.

We back up these this broad overview with a few video clips:

Industry 4.0 – Germany’s 4th industrial revolution

Industrie 4.0 – The Fourth Industrial Revolution

Documentary | The Fourth Industrial Revolution

The next manufacturing revolution is here | Olivier Scalabre

Implementing Industrie 4.0: This is how it works!

The World In 2050 – Future Earth – BBC Documentary 2017

We will now turn to our regular sections:

For the present episode we have picked up one article The 3 Reports Every Manager Should Use To Identify High-Performers @ the column Measuring Performance (People & Enterprise) @ Management Matters Network. The article is an excerpt originally published on Entrepreneur and is from Riaz Khadem and Linda Khadem’s book Total Alignment. The Focus Report shows an employee’s performance as it relates to the actual status of each of the process indicators assigned to them. The Feedback Report is a summary of the “good news” and the “bad news” based on the status of your employee’s indicators. It illustrates the factors that have fallen below the unacceptable range in status and those that are above the satisfactory level. Those that fall in between the two are considered in the acceptable range. And the third report is The Management Report, which gives you a quick overview of the highlights of the Feedback Reports of everyone in your pyramid of responsibility, people reporting to you directly as well as indirectly. This approach is “management by exception.”

From Ask The Experts, I have picked up a question – Special Process NCRs During Audit – that relates to a very specific set of qualifications for special processes. The answers are affirmatives Nos, as long as The organization has a process, and if it is effectively implemented that should be satisfactory evidence of conformity.

ASQ CEO, Bill Troy seems to have gone into an irregular mode. Therefore, we will take up one of the recent article post form the ASQ Home page every month now.at present.

We will begin with: Why Customer Service Teams Are Crying Out for Artificial Intelligence. The article presents certain basic advantages and needs to supplement “Why’ of the title of the article. The conclusion of the article sums to message in no uncertain terms: “There is no reason to fear AI, but neither is there any choice. If your business doesn’t utilize the technology, your competitors will. Chatbots and virtual assistants may be limited now, but they’re constantly evolving, and the potential impact they could have on your customer service team is staggering. Experts are all in agreement: AI is here to stay.”

We now watch one of the latest ASQ TV  episodes:

Supply Chain Management: Building a Stronger Supply Chain – In this episode, learn how to build a better supply chain by implementing supplier metrics and a supplier scorecard.

Additional references:

Jim L. Smith’s Jim’s Gems for the month of August, 2017:

The Role of Specification Limits – Determine if a process is in a state of statistical control- jimsmith_200In the previous column Jim Smith discussed the role of specification limits in manufacturing, which led to thoughts about process control limits. When there are data points falling outside the control limits, there is an indication of a special-cause event, so the process should be discontinued until the issue’s root cause has been found and resolved which will then return the process to a state of statistical control. With that said, however, it seems that effective implementation of process control charts remains elusive to many. The control limits provide information about process behavior and have no intrinsic relationship to engineering specifications. Control charts shouldn’t be used without first performing process capability studies to determine the relationship between natural process limits and engineering specification. When capability is known the purpose of control chart limits is to permit simple detection events that are indicative of actual process change. When significant change (special cause variation) is detected the culprit must be identified and eliminated with affected data points eliminated from control chart limit calculation…..Bottom line, after the process capability study has been conducted, engineering specification limits are infrequently consulted by the manufacturing process personnel.

I look forward to your active participation in enriching the blog carnival as we pursue our journey in exploring the happenings across quality management blogs…………

Note: The images depicted here above are through courtesy of respective websites who have the copyrights for the respective images.

 

 

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Business Sutra |1.3 | Short Term Vs. Long Term

Business Sutra 1

Business Sutra |1| Corporations

In the opening part of the first episode of his TV serial, Business Sutra, Devdutt Pattanaik dwelt upon the subject of the Indian way of doing the business. The second part then dealt with purpose of the corporation.

In our present post, the third of the three parts of this first episode, we will have a detailed look at oft-discussed short-term vs. long-term view of the corporation and its purpose.

Business Sutra |1.3 | Short Term Vs. Long Term

This video gives us the basics of short-term (planning) and. long-term (goals.).

Some lightly told, but meaningful messages will also whet our appetite for the subject:

So, what is your long term goal?

When organizational leaders are asked if they think in the short term or in the long term, there is a pretty consistent answer: “Long term, of course” notes Dr. Gustavo Grodnitzky in his article Short Term vs. Long Term. … Long term thinking should create and sustain long term growth for all the stakeholders and by extension, community, society, and the environment), not just the shareholders. Rising water raises all ships. This is the model of social capitalism…Yet when we look closely at many organizations and their decision making process, it appears to be clearly short term thinking, too often driven by quarterly, “Wall Street” numbers, which focus on shareholder alone. This is a model of classic capitalism. 

The Long-Term Benefits Of Short-Term Thinking solidly puts forward the case for building up a sound business, if so required, by making good every short-term opportunity that comes up on the way up.

One of the most reported cause for such an approach is high volatility of the entire ecosystem over last couple of decades. In a (now) famous letter that BlackRock CEO Larry Fink had sent to CEOs of S&P 500 companies and large European corporations, he argues that today’s culture of quarterly earnings hysteria is totally contrary to the long-term approach we need. Over the long-term, environmental, social and governance (ESG) issues – ranging from climate change to diversity to board effectiveness – have real and quantifiable financial impacts…At companies where ESG issues are handled well, they are often a signal of operational excellence.

Gus Levy, at Goldman Sachs, urges his people to “be long term greedy, not short term greedy.”

In their article – The Biology of Corporate Survival –  on HBR, Martin Reeves, Simon Levin, Daichi Ueda have conducted a survey to check the longevity of 30,000 pubic firms of America over last 50 years. The results are quite stark: Businesses are disappearing faster. They are of the opinion that this because hey are failing to adapt to the growing complexity of their environment. Many misread the environment, select the wrong approach to strategy, or fail to support a viable approach with the right behaviors and capabilities. The authors have compared business corporation with any other biological body, who survive (or don’t) on account of their inherent and adapted biological survival skill and strategy.

In an another article – Long-Termism Is Just as Bad as Short-Termism – on HBR, Ken Favaro cites Drucker: “He recognized that all companies face an inescapable reality: they must invest in their future if they are to have one, but they must also produce earnings today in order to pay for doing so. Moreover, you have to meet your previous promises of returns from investments made in the past in order to have the license to continue investing for the long term. You cannot sacrifice the short term for the long term and expect to have a future any more than the other way around. In other words, ‘long-termism’ is just as bad as ‘short-termism.’”

In “Short-Term or Long-Term: Where Do You Live?” Marshall Goldsmith provides us a model that shows five different modes of behavior and how they can characterize our relationship to any activity — either at work or at home:

  • Stimulating is for activities that score high in short-term satisfaction but low in long-term benefit. A life spent solely on stimulating activities could provide a lot of short-term pleasure but still be headed nowhere.
  • Sacrificing is for activities that score low in short-term satisfaction but high in long-term benefit. A life spent solely on sacrificing activities would be the life of a martyr — lots of achievement, but not much joy.
  • Surviving is for activities that score low on short-term satisfaction and low on long-term benefit. A life spent solely on surviving activities would be a hard one indeed.
  • Sustaining is for activities that produce moderate amounts of short-term satisfaction and lead to moderate long-term benefits. A life spent solely on sustaining activities would be an O.K. one — not great, yet not too bad.
  • Succeeding is a term for activities that score high on short-term satisfaction and high on long-term benefit. A life spent in succeeding is a life that is filled with both joy and accomplishment.

The perception of both short-term satisfaction and long-term benefit is dependent upon the individual engaged in the activity. If we cannot change our activities, then we can at least try to change our attitude toward them

So, one may conclude that –

Let us now look at what Devdutt Pattanaik has to say in Segment 3: Short Term Vs. Long Term from the point of view of Indian mythology.

Here are the key points from his present discourse:

One of the conflicts continuously in the creation and sustenance of systems of corporations really is the ability to balance shorter with long-term radius. Jack Welch has this to state:

When you look at mythology you know there is a God sustains the world – Vishnu. He is associated with two animals one is called Serpent (Sarpa) and other is Eagle (Grauda). Their way at looking at things is known as Serpent Vision (Sarpa Drishti) – the immediate goal – and Eagle Vision (Garuda Drishti) – the long sight – respectively.

Question is what should one focus first?

Right when you look at how the story of creation, the moment to they talk about creation they also talked about its destruction. They talk immediately about destruction, which means you don’t just talk about the building of the organization at the day it is begun. You also discuss how it’s going to die. It’s not assumed to be immortal because mortality is the universal truth and you are aware of it. You are discussing about mortality. When you say that okay if I’m going to be born and am going to die too, then how do I live a healthy and happy life? How long can I sustain?

As much as that applies to health, it applies to the organizations as well.

Unfortunately the way we are structured, we break it down into bits, into say, years. When you look at your lifespan over two years or three years and you have to win every year. You know I am not allowed to lose. So effectively, than the pressure is on the Serpent’s vision – at your shadow’s level. You have to keep winning every year, keep growing to be more and more profitable year in year out. We are told that that’s the measurement and that’s the reward. So, if I have to last for three years, I just make sure that I win each of the three years. I am not thinking of 30 years and 300 years.

The system, per force, unwittingly perhaps, is saying Serpent vision.

How do you correct that because you’re always going to have someone in charge for a limited period of time? They’re going to try and excel within that limited period of time, and therefore, for them, short-termism will always be the first goal to achieve as opposed to long-termism. We do understand that the ideal should be long-termism but not all of us can actually put that bill, in that sense.

In the case of health, you see you can’t escape the consequences. It is personal.

In an organization you can escape the consequences because perhaps you may not be around. Or that I may not be held responsible for doing what I did in good faith, for the good of the organization. Particularly in the case of a limited company, individual’s role is also limited. A shareholder tends to behave more like a moneylender and may create any type of pressures to get their returns. However, all employees would  not feel the direct, and equal,  consequences of his /her actions.

In a way, Short-termism breeds freedom from long-term consequences.

Interestingly this seems to make a case for family-owned businesses. For almost 10 years now in this country the phrase family-owned business is looked at with some amount of contempt. It is again a Western concept, that we have inherited over the past 20 30 40 years, that ideally an organization must have separation between ownership and management. It should be professionally run and it should be run for the benefit of all stakeholders as opposed to the benefit of the entrepreneur that may have started that organization. But, the problem is that if you’re going to have leaders that come in for limited periods of time, they’re going to be concerned with their immediate term. So, again back to the short-termism. But if you have organizations owned by families that will patronize these organizations, help them sustain, help them grow over generations over the long term. It is obvious that you’re making the case then for family-owned business a phrase that we looked down upon in some ways for the last 10 to 15 years.

As professionals, we’re using it again without context. Used anywhere anytime, if it’s professional it is good. What does the mean to be professional? It means – cut out emotions, be logical. So of the three goddesses (L,S,D) which 40,000 years have been celebrated, one, D (Durga, Shakti, Power), is out. That is the one thing that we crave for as human beings, we want to feel powerful and if I look at physiologically you’re seeing focus on the left brain, right brain is bad. Right brain is not good, focus on the left brain and that is good for the organization.

The problem with the family-owned business is that talks too much of the, emotional, right brain – my son is better or my son will not be better.

India is called Bharat. But we forget a story of the character whose name is Bharat. There are Bharats in mythology. But there is one very obscure story, which is amazing and is very interesting. It is about is the son of Shakuntala. He had many wives and many sons but he rejected all the sons and we don’t know why. He said he doesn’t look like me. That is the literal translation. But perhaps that is why, he then adopts, or is given by the god, a son, allegedly an illegitimate child, rejected by a spell, an orphan. He elevates him to be the heir.

If the story is decoded, basically being a king he rejected his own biological children in favor of a son who was good enough to rule. Remember, we are named after that man BhArat.

It is equal to meritocracy.

So that’s that-

In our next session next month, we will take up episode 2 of Devdutt Pattanaik’s TV serial Business Sutra viz. Leadership.

Note: The images used in this post are the irrevocable property of their respective creator. They have been taken up courtesy the internet, so as to illustrate the point under discussion.

Carnival of Blogs on Golden Era of Hindi Film Music – March 2016

 

Welcome to March, 2016 edition of Carnival of Blogs on Golden Era of Hindi Film Music.

Sahir Ludhianvi -  The People's Poet  - Akshay ManwaniOn the poet’s 95th birth anniversary, Akshay Manwani  has narrated an account of Sahir Ludhyanavi’s  seditious youth in ‘I have lit fires with songs of rebellion’: Memories of Sahir Ludhianvi’s college years…..

Read full interview of Akshay Manwani on his book Sahir Ludhianvi: The People’s Poet :-Harper Collins Publishers India, ISBN 978-93-5029-733-9, Rs 399, 320 pages

Madhulika Liddle also has penned Book Review: Akshay Manwani’s ‘Sahir Ludhianvi: The People’s Poet’

Antara Nanda Mondal , in her tribute to Sahir Ludhyanvi,  Jinhe Naaz Hai Hind Par Voh Kahaan Hain: Songs of Sahir notes that his first among the four songs he wrote for ‘Aazadi Ki Raah Par (1949) –  B S Nanji, Music : G D Kapoor –  was – Badal Rahi Hai Zindagi.

More to read on Sahir Ludhianvi:

Best duets of the not-so-unloved Mahendra Kapoor – Mahendra Kapoor would always be remembered not only for his duets with Lata Mangeshakar or for Ravi or O P Nayyar duets with Asha Bhosle, but also for duets, composed by relatively lesser known music directors, with several other  contemporary singers.  Of the songs remembered here, we have picked up:

‘Chalte Chalte Yunhi Koi Mil Gaya Thha’: The Music of Ghulam Mohammad is a special tribute to Ghulam Mohammad by Peeyush Sharma on his 48th death anniversary. Even though Ghulam Mohammad started giving music in films since early forties, his noteworthy compositions got their due from 1948 onwards. His music bore the fragrance of Rajasthan’s soil and touched new heights in Hindi film music. The article does full justice to Ghulam Mohammad’s work, beyond his all popular Shama or Mirza Ghalib or Pakeezah music.We would pick up a couple songs that find mention here, but do not have a video link:

Tonga in the Tinsel WorldGuest article by DP RanganHe recently debuted as a guest author with his piece on Bollywood’s love affair with horses. Here are  some of the songs that may  not be remembered well now:

  • Ek Nazar Ek AdaRaat Ke Rahi (1959) – Mohammad Rafi – Bipin Bapul – Vishwamitra Adil
  • Matwale Saajna – Faulad (1963) – Asha Bhosle- G S Kohli – Anjaan

Hum Ko Bhula Diya To Kya – Sudhir Kapoor remembers ‘Do Music Directors direct the music?’, an article that had appeared about 72 years ago in June 1943 issue of FILMINDIA magazine…..The sum and substance of the article is that the music directors, in most cases, have no control over what is to be sung, how it is to be sung, who is to sing and where the song is to be fitted in the screenplay….. The song which I am presenting is one of those songs which remind me of the tune of a popular song. The song is “Humko Bhula Diya To Kya, Yaad Meri Bhulaao To Jaanun” from the film ‘Chanda Ki Chandni’ (1948). Geeta Dutt sings the song on the words penned by DN Madhok. The song is composed by Gyan Dutt……This song reminds  of a popular KL Saigal song “Jeene Ke Dhang Sikhaaye Jaa” from the film ‘Parwaana’ (1947) (Music: Khurshid Anwar). Incidentally, this song was also written by DN Madhok.

Pradeep Kumar Songs from 1960 to 1963 – This is a follow on post to Some good Pradeep Kumar songs from the films released in 50s.Here are some of these:

“Dil Ko Lakh Sambhala Ji” – Shakila is a very vivid retrospective of Shakila a.k.a. Badshah Jehan.  Her songs are at SHAKILA HITS.

In Ten of my favourite “Man Sings and Woman Dances’ songs the singing man is not to dance along but physically must remain present in the picturization. That has ruled out  Tu Hai Mera Prem Devata or Jaa tose nahin boloon Kanhaiyya or Jhanan-jhanan baaje bichhua

Five Excellent Dances with Krishna Kumar – Krishna was in a dancing team with his brother Surya Kumar during the Vintage era, and they both also trained other dancers and worked as choreographers. Unfortunately, Krishna Kumar’s career came to an abrupt end sometime before the completion of the film Awara (1951), when he was murdered.

The Fascinating Tale of  So Many Anarkalis – The first screen adaptation was produced in the silent era. Two films were released in 1928, Loves of a Mughal Prince (Seeta Devi)and Anarkali (Sulochana). She appeared in two more Anarkali  films.  One was a 1935 talkie version of earlier silent one and in the second one , a 1953 version, She was Jodhabai and Bina Rai was Anarkali in this film. In 1955 telugu version, Anjali Devi plays Anarkali. The film was dubbed in Tamil as well. The 1958 version form Pakistan had Noor Jehan plyaing Anarkali.  ‘Jaltey Hain Arman. Perhaps best among all is K Asif’s 1960 version, Mughal-e-Azam . Apart from movies, the Salim-Anarkali saga has inspired theatrical performances, portions of song sequences and spoofs, including the Tamil film Illara Jyothi (1954), Chashme Buddoor (1981), Chameli Ki Shaadi (1986), Maan Gaye Mughal-e-Azam (2008) and most recently, Ready (2011). The affair between the prince and the courtesan may have been doomed, but their romance lives on.

How Chand Usmani Got Film Chance?  –  In this interview, Chand Usmani states that her favorite (Indian) stars are Nargis and Geetabali and Geeta Roy(Dutt) is not only her favorite playback singer, but a friend as well.

More Geeta Dutt  has remembered :

Raj Kapoor and Nargis on the sets of Aah(1953)

aah-sets-April 1953
Enter a caption

Raj Kapoor, and Director Raja Nawathe (seated on chair near window), together with other workers of the R.K. Unit, look on keenly while Nargis does a rehearsal for a sequence in Aah.

Shammi Kapoor’s Biography Makes for a Fascinating Read, is a review by Anirudha Bhattacharjee & Balaji Vittal, engineers by education and IT consultants by profession  ……overall, the book is a fascinating page-turner that can be consumed in one sitting. And unlike watching a Shammi Kapoor super hit which is a one-time watch masala film, it’s a book dense enough to be re-read, multiple times. And it has some lovely photographs too…

We end our present episode with an interesting post on Mohammad Rafi –

Mohammed Rafi - God’s Own Voice.pngRafi vs Talat vs Mukesh vs Kishore: the big rivalries of the Hindi film music world is excerpted (with permission from) Mohammed Rafi: God’s Own Voice by Dhirendra Jain and Raju Korti, (Niyogy Books_. For us, now, who played what games, and why, is certainly of no interest. It is those songs that have been mentioned that interest us, solely and wholly.

Nilay Majumadar, quite passionately states ‘that the most important effect of Rafi on me was it changed my way of listening to music. As the years passed, I understood the words more, their meaning, their correct pronunciation all became increasingly important. Above all poetry of the songs became significant….

I look forward to receive your inputs for further enriching the contents of the posts…..

Inadvertent, but potentially a VERY harmful use of KYC documents

In ordinary course we keep issuing and submitting our KYC documents (identity and residential proofs.. such as PAN card, electricity bill etc.) to various people, For housing or car or other loans, bank accounts, or even for buying new sim card.

At almost all these places they ask for self-certification on these documents. We immediately sign those documents and hand over.

Just imagine your self-certified copies are likely to freely available in the hands of the persons for illegal usages. These documents can be used by him for EVERYTHING!

It’s really serious and it’s been seen that in most of the terrorist activities, KYC documents are sourced from the SIM card sellers.

Hence, please inculcate a habit of writing the purpose of submitting the self-certified KYC Document(s), to whom the document is handed over and the date so that those documents cannot be used again.

 

—- Shared for the public benefit.

Life – Stages – what it looks like !! ??

Couple of days I read a Google+ posting titled  Stages of Life., with an eye-catching, revealing and thought-provoking image:

Stages of Life

Obviously, the first thing my mind recalled was product life cycle:

Prodcut Life Cycle

And that led to a search of similar images on internet.

Here are some that I found quite interesting:

life-stages-cartoon

Stages of Life -2

The Four Stages of LifeWheels of Life

Carnival of Quality Management and Articles Blog Festival – April 2013

Welcome to April 2013 edition of Carnival of Quality Management and Articles Blog Festival.

I have only three broad divisions of the articles for this month’s edition of the Blog Festival:

One relating to core Quality area, and another relating to areas that leads to a better organization, better life over a period of time, and the other one relating Change Management.

Articles relating to the Core Quality Function

Four Ways to Measure the Effectiveness of Your Root Cause Analysis Process
Root Cause Analysis is all about improving your bottom line in safety, environmental compliance and profitability. This paper explores measuring the effectiveness of Root Cause Analysis as a business process intended to produce business results. The author provides examples of the primary KPIs that will help you keep your finger firmly on the pulse of your RCA process.

Five Ways to Boost Quality in Manufacturing Operations – John Mills, executive vice president of business development, Rideau Recognition Solutions

  1. Reward success
  2. Measure team performance
  3. Avoid abstract
  4. Study peers and success stories
  5. Process over product

Manufacturing is a precise business that tolerates errors poorly, as Boeing appears to be finding out right now. Strike a balance on your line. Reward teams that find ways to creatively boost output without sacrificing safety. Reserve penalties for only the most serious errors.

And be mindful of history. Every production line experiences trouble from time to time, but recurring mistakes are inexcusable.

And quite useful and interesting articles, from Bizmanuals:

How to Create A Policy & Procedures Manual

Among the tools prescribed to help create the manual, Business Process Map is the heart of the manual creation. And in a related article, Top 10 Policy Procedure Templates, for which the requests keep pouring in, can be browsed.

Management by Procedures is how McDonalds or other successful franchises manage their business.  You start by defining your process using a process map to build visual communication and understanding.  Next, write down what needs to get done, by whom, and when.  Then deploy and practice the procedure.  Perfect the procedure until you have a consistent process just like a franchise would need to roll this out to hundreds of others.

What Process Approach Questions are Used for a Process Audit?
Process auditing is focused on determining process effectiveness and the ability to achieve planned results.

Ask The Experts takes up  a detailed reply to a question relating to Clause 7.6 of ISO 9001-2008 in Measurement System Analysis.

SIPOC – Supplier, Input, Process, Output, Customer – is an interesting method to look at the critical-to=quality requirements of the process. The question on SIPOC relates to healthcare industry, and is thus very useful for quality professionals from other industries to understand the concept.

And omnibus round ups by borawski– of the series of articles under a subject for the month:

Roundup–Quality In Unexpected Places –  for March 2013

Roundup–Risk and Failure in Quality and Science for February 2013

And here is an omnibus collection of the articles that do have a bearing on the quality of life that you live – at the organization, at personal or social levels –

Learn To Prioritize Effectively

To prioritize effectively, it is important to think about what activities, tasks, responsibilities, etc. are most important to you and deserve your time. So how do you decide what is “important?” I use a simple criterion to define what is important and where I spend my time. I define things I can do as good, better, and best.

In a speech given by Dallin H. Oaks speaks about how to prioritize effectively and make correct choices. He spoke about the difference between good, better, and best choices.

Do you have a “Go-To” Top10?

All of us have situations which are problematic. They can range from minor irritations and something irksome, to outright emergencies. We all need a ‘Go-To” Top 10. These will be your top 10 top professional connections to whom you can turn in a crisis or even with a problem or a question.

Five Ways To Turn Your Crisis Into A Comebackby Tim Milburn –

  1. Recognize what got you headed in the wrong direction in the first place. [else, you may be doomed to repeat those things, again and again.]
  2.  Ask yourself: Why?
  3.  Set your sights on a goal, a target.
  4. Do something every day.
  5. Find joy in the process

The Not Knowing Path of Being an Entrepreneur – By Leo Babauta

Lots of people… try to control the outcomes. Unfortunately, the ability to control outcomes is an illusion.

Here’s How to Walk The Not Knowing Path:

  1. Admit you don’t know
  2. Watch for (the source of) anxiety
  3. Tell yourself you’ll be OK
  4. Consider worst-case scenarios
  5. Know your principles
  6. Act on your principles, not on (your) goals or plans
  7. Breathe and  smile.

The Fundamental Problem in ManagementTimothy Kastelle

The fundamental problem in management is that the world is uncertain, and people hate dealing with uncertainty…The problem with requiring certainty is that when you do, you fail to act.. All of the bad aspects of bureaucracy come from trying to build systems that provide certainty in a world that is by its very nature uncertain…The more businesses I work in and talk with, the more convinced I become that the single most important management skill to develop is a tolerance for ambiguity.

Dr. Deming’s Joy at Work, Happiness & the High Performance Organization – Key factors that lead to a happy life also have direct implications for creating a happy and productive workplace. – Lawrence M. Miller, www.ManagementMeditations.com

  1. Build great teams! Be sure that every employee serves on a well-functioning team with knowledge of its purpose and its performance. Encourage celebration of winning team goals and setting records.
  2. Build internal social networks. Build social networks around common interests and competencies. These become learning networks that provide both the joy of social relationships but also the joy of learning.
  3. Be sure to practice respect for people and recognize that the world’s greatest experts are those who are on-the-spot, with their hands on the work. This builds their self-esteem and encourages learning.
  4. Institute a process of gaining flexibility through multi-skilled, cross trained employees who can optimize the effectiveness of their teams.
  5. Stop wasting money where it doesn’t pay off and spend it where it does. Pay employees for gaining skills and achieving performance. Value high performance by paying for it.
  6. Know and promote the worthy purpose of your organization. Ennoble your employees by connecting them to a spirit of service. This is the essence of leadership.
  7. Hire optimists and not pessimists. Generate hope and optimism by clearly stating where we are going and why it will be great when we get there. Generate creative dissatisfaction in yourself and your employees.

Five Questions CEOs Should Ask about their Supply Chain

Minimizing supply-chain-disruptions requires taking a best-in-class approach from the highest levels of the company – Brian Nolf and Gerhard Plenert, Wipro Consulting Services

1. Is quality built into your supply chain, or do inspection and correction occur after the fact?

2. Is supply chain management a strategic senior level position in your organization or is it a part of an operations activity?

3. Is the movement of information and money as critical in your supply chain as the movement of materials? In other words, does it take longer to create paperwork and process payments than it takes to deliver the goods?

4. Do you have a built-in change management process that constantly reviews the elements of your supply chain and looks for opportunities to improve quality and operational efficiency—or do your systems, policies and procedures block improvement?

5. Does your supply chain minimize the amount of touches and the touch time in supply chain transactions, so as to reduce the number of potential failure points?

The issues surrounding these five questions revolve around culture; capability, flexibility, capacity and technology; systems and processes; repeatability and reliability; and collaboration.

Understanding Quality: Duty Towards Self – Tanmay Vora
“The place to improve the world is first in one’s own heart and head and hands, and then work outward from there.” – Robert M. Pirzig

THE 10/10/10 RULE FOR TOUGH DECISIONS – BY: CHIP HEATH AND DAN HEATH
It’s good to sleep on it when there are tough choices to make, but you also need a strategy once you wake up–which is why you should employ the 10/10/10 rule.
To use 10/10/10, we think about our decisions on three different time frames:

  • How will we feel about it 10 minutes from now?
  • How about 10 months from now?
  • How about 10 years from now?

WHY THE FUTURE OF INNOVATION IS IN IDEAS, NOT PRODUCTS – BY: KAIHAN KRIPPENDORFF
As we kicked off the 18-hour flight home, I devoured a series of articles in theSingapore Times featuring the winners of the “Singapore Business Awards”: a doctor, an insurance CEO, an advertising exec, and a coffee product seller. Each started careers with little and now leads huge, fast-growing, disruptive businesses.

Dissect the reasons they give for their success and you will see a series of what I call “fourth options”: strategic choices that your customers love and that your competitors won’t copy.

Income points to what it takes to introduce a “fourth option.” First, you introduce a new concept or distinction (e.g., “honest insurance”). This new term is a language tool that helps people reshape how you do things. It is not a new product, but something else–a concept or narrative or category. Second, this new concept starts changing behavior (people change their KPIs, shift their processes). Third, this new set of behaviors allows you to do something different and new (e.g., pay out where others won’t). Finally, competitors want to copy you but decide that to do so require too much behavioral change to be worth it.

Jesse Lyn Stoner  culls out these The 6 Benchmarks of High Performance Teams
1)       Alignment: Alignment around a shared vision.
2)      Team Effectiveness: Effective team processes.>
3)      Empowerment: Power to do what is necessary.
4)      Passion: Energy, enthusiasm, and confidence.
5)      Commitment: Deep commitment to the team and to each other.
6)      Results: Sustained outstanding results.
We also have three articles relating to Change Management:

The first one dates back to April 2004 on ‘strategy + business’: – 10 Principles of Change Management – Tools and techniques to help companies transform quickly. – By John Jones, DeAnne Aguirre, and Matthew Calderone

We have a current related article, too:

The Discipline of Managing Disruption – To Harvard professor Clayton Christensen, coauthor of How Will You Measure Your Life?, a primary task of leadership is asking questions that anticipate great challenges. –  by Art Kleiner
Clayton Christensen’s most recent book, How Will You Measure Your Life? (coauthored with James Allworth and Karen Dillon, HarperBusiness, 2012), links the discipline of managing disruption to the kind of long-term thinking that is necessary if one is to step past today’s pressures and build a strong personal and professional legacy.

The Agility Factorby Thomas Williams, Christopher G. Worley, and Edward E. Lawler III

When the measure of performance is profitability, a few large companies in every industry consistently outperform their peers over extended periods. And they maintain this performance edge even in the face of significant business change in their competitive environments. The one factor they seem to have in common is agility. They adapt to business change more quickly and reliably than their competitors; they have found a way to turn as quickly as speedboats when necessary.

To round up the present edition we will take a look at Management Carnivals lined up by John Hunter

Management Improvement Blog Carnival #188

Management Improvement Blog Carnival #189

Management Improvement Blog Carnival #190

Management Improvement Blog Carnival #191

I keenly await your feedback, as well as inputs for making the this carnival more varied and informative.