September 2001 | Chemical Engineering World
We are surrounded by quality failures that are appallingly costly in rupees lost, opportunities foregone and grief incurred. Our lives are full of mundane personal failures.
August 2001 | Chemical Engineering World
To succeed in a business marathon, a company must not look for one breakthrough, but continuous breakthroughs. The elixir for successful organisations is not to look for one good idea, but I several ideas, hundreds of ideas, and yes, thousands of ideas.
July 2001 | Industry 2.0
World-class aspirant organisations need to assess how effective they have been in developing the potential of their people, top to bottom. Employees are not simply cost factors to be minimised.
11 - 24 June 2001 | Business India
Indian must focus on service design and believe in its main asset – its people. To telescopically look into the future one needs to reflect on the past. At least in the macro. India plated a significant role in the history of quality.
June 2001 | Chemical Engineering World
Economists and business consultants constantly talk about the benefits of competition. As if there were no ills. Where is the justification for this view? Today, much of the justification for competition is blurred in our language. We use the phrase “to compete” to mean our participation in almost activity.
11 to 24 June 2001 | Business India
To telescopically look into the future, one needs to reflect on the past. At least in the macro. To the surprise of most, India played a significant role in the history of quality. Globally. A significant reference to India in “History of Managing for Quality” edited by the quality guru, Dr J M Juran, bears testimony.
May 2001 | MM Magazine
Although there may be differences in approach between businesses in the East and West, the underlying strategic development of all contenders is similar and based on the same principles.
May 2001 | Chemical Engineering World
Economists and business consultants constantly talk about the benefits of competition. As if there were no ills. Where is the justification for this view? Today, much of the justification for competition is blurred in our language.
May 2001 | MM The Industry Magazine
Companies can identify the cost of training but the resultant improvement in performance is often difficult to equate directly to the training. Although there may be differences in approach between businesses in the East and the West, the underlying strategic development of all contenders is similar and based on the same principles,
April 2001 | Chemical Engineering World
To compete globally you have to deliver perfect quality, and when you deliver perfection you straightaway cut down on after -sales service cost, inspection cost, with the reliability of what you are delivering.
April 2001 | Chemical Engineering World
The future, there are strong indications, will redefine the term ‘quality’ (or for that matter TQM). From the original product quality and contemporary process quality, to quality of management performance. It entails a complex combination of factors and processes sandwiched between an input of leadership and an output of customer satisfaction.
April 2001 | MM The Industry Magazine
Competitive breakthroughs, as singular isolated events, are unlikely to have lasting benefit. The elixir for successful organizations is not to look for one good idea, but several ideas, hundreds of ideas.
April 2001 | Chemical Engineering World
To telescopically look into the future, one needs to reflect on the past. At least in the macro. To the surprise of most, India played a significant role in the history of quality. Globally. A significant reference to India in “History of Managing for Quality” edited by the quality guru, Dr J M Juran, bears testimony.
March 2001 | MM Magazine
The majority of service industries are so called because in most cases, the service-provider does something on behalf of someone else (usually referred to as a customer or user) other than the mere shipment of goods.
March 2001 | Team Power
Employee knowledge and skills are increasingly becoming important determinants of a company’s success. Even formerly low-tech jobs and industries have become high-tech. Today’s genset mechanics need to understand computer hardware, software, on-board diagnostics, as well as, all the old mechanical and electrical skills.
March 2001 | MM Magazine
To succeed in a business marathon, a company must not look for one breakthrough, but continuous breakthroughs. The elixir for successful organizations is not to look for one good idea, but several ideas, hundreds of ideas, and yes, thousands of ideas.
March 2001 | MM The Industry Magazine
In reality, the results of quality costs audits across the entire spectrum of industry all indicate that the true cost of poor quality can be as high as 40 per cent of sales revenue - even higher in some cases.
February 2001 | Team Power
Employee involvement is a major buzz phrase of our times. But how does one get beyond the slogan to practical reality? Two of the most common, and potentially the most powerful mechanisms for involving employees are teams and suggestion systems.
February 2001 | MM Magazine
So we hear the Chinese are creating economic havoc in India. Their strategic posture: low(est) price, in spite of higher distribution costs. They have already penetrated the battery, motorcycle, flavored milk markets and more!
January 2001 | Team Power
Employees are not simply cost factors to be minimized. This strong conviction underlies the Malcolm Baldrige process, as well as, the European Quality Award process and the IMC Ramkrishna Bajaj National Quality Award (IMC RBNQA) process.