January 2001 | MM Magazine & Business Standard
Providing excellent product and service quality has become a key to success in competitive international markets. The level of quality expected by many consumers continues to increase as leading competitors raise their standard of quality.
January 2001 | MM The Industry Magazine
Organisations, irrespective of their success are respected by even their competitors when they follow best practices. Firms are identified by these practices. To be successful, a best practice implementation requires infrastructural support and continual action.
December 2000 | Team Power
WORLD-CLASS leaders are extraordinarily sensitized to their environment. And the environment within business organisations can be described in terms of three 'voices'.
November 2000 | Business & Strategy and MM Magazine
The new Internet based business world has impacted numerous industries with a singular success factor: competing against time. From a macro business standpoint, the major “quality” challenge facing these industries is speed, or how to get the hardware to the consumer at a very rapid pace.
November 2000 | MM Magazine
Customers can be a nuisance. First, they want what they want. Then, they want it when they want it. Finally, they expect the quality of the goods or services purchased to be perfect.
November 2000 | Team Power
Make it okay to make mistakes. During team meetings. Most people who have worked in organizations for a while come to accept as truth that it is wrong to make mistakes.
October 2000 | Team Power
Although the term “coaching” is used extensively in team environments, its actual practice frequently is misused since it takes a skilled leader to coach properly. Effective and empowering leaders encourage other leaders and members to solve problems on their own.
October 2000 | Business and Strategy
The most efficient way of promulgating effective change is by learning from the positive experience of others. Learning takes place when another’s knowledge and experience are communicated to you. You learn because another learned first and was willing and able to share that knowledge with you. That’s what benchmarking is all about.
September 2000 | Business and Strategy
The world is changing at a pace that can create upheaval in the orderly patterns of the ways in which we lead our lives, and the ways in which we do our work. The changes that we choose and the changes that are thrust on us provide us with opportunities to improve the typical or traditional way in which things have been done.
September 2000 | MM Magazine
Late last year, the International Organization for Standardization (ISO), published the Draft International Standard (DIS) versions of the ISO 9000:2000. Although there will be at least one more round of voting before the new standards are adopted, the DIS provides adequate information for organizations to use in planning for the new approach.
September 2000 | Team Power
Teams are, in their ideal form, groups of individuals who work cooperatively in pursuit of organizational goals. Inevitably, conflicts arise from time to time. But, as experienced team members can tell you, teams that have withstood stormy disagreements can take full advantage of the cooperative calm that ensues.
August 2000 | Business and Strategy
The profession of quality management is dividing, as did the profession of human resources management, into the operational and strategic. As in the human resource management field, both roles are necessary, although strategic may be more “fashionable” than operational.
August 2000 | MM Magazine
Numerous quality programmes have come and gone. Only cost-of-quality (COQ) systems has stood the test of time as a bona fide infrastructural input for managing quality improvement in an organization – manufacturing, service or IT.
July 2000 | MM Magazine
I have been in the quality profession for a decade and a half. Long enough to see many “new” and “revolutionary” quality processes come and go. Each is usually championed by someone who made a great deal of money. The latest and greatest quality revelation is Six Sigma.
July 2000 | Team Power
The concept of quality is envisioned in different ways by different people because people process information and conceptualize situations in a variety of ways. While some may define quality as conformance to specifications, others may consider fitness for use by customer more appropriate.
July 2000 | Business and Strategy
Some things should, by all means, be prevented from changing. Others should, by all means, be changed. Such is the law of life itself.
July 2000 | India Infoline.com
To the CEO, quality is not so much about numbers, statistics, or inspections. It is more about attitude, beliefs, values, and lifestyles.
January 2000 | Qimpro Consultants Pvt. Ltd.
Whether India gains international competitiveness depends more on the actions of individual companies than on anything that the government or society can do at large. The mission of each firm is, quite simply put, to become the high-quality/low-cost producer in the industry or market.
14 December 1999 | Qimpro Consultants Pvt. Ltd.
The environment has changed. The paint industry has become more competitive. There is an urgent need to improve quality, cut costs and move closer to the customer.
5 October 1999 | Omega, Volume 27, Issue 5, October 1999
Business process reengineering (BPR) is the "fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed"