Quality Forum - Mr Lulla, Firstly, please accept our compliments for successful completion of 30 years of formation of QIMPRO founded in Nov 1987 by you!
Suresh Lulla - Yes, it has been a very satisfying journey. We were virtually the pioneers in quality management consultancy. Over the years we were fortunate to extend our services to major Indian industry such as TATAs, Birlas, Mahindra as well as overseas clients in Thailand, Malaysia, Singapore, Oman, Indonesia, Pakistan, Kuwait, Kenya and Nigeria.
It called for some struggle initially. You see, the industry in late 80s was still operating in a protected market and had no pressing need for cost reduction through quality improvement. I remember my first interaction with a leading corporate CEO and I had hesitatingly indicated that COPQ (Cost of poor quality) in his company will be at least of the order of 4-5%. When we set to work however, he was surprised that the COPQ turned out to be as high as 25%! With our successful implementation in his company, the word caught on. We got many more assignments for quality improvement and cost reductions, and by now, we will have saved the Indian Corporate at least Rs. 20,000 crores in terms of cost of poor quality using the Juran methodologies.
Quality Forum - ISO 9001 has been in India for last 25 years now. It seems to have belied the expectations as far as quality improvement is concerned.
Suresh Lulla - I will not comment on the mechanics of certification. Motivation of senior management plays a crucial role too. Probably most companies were happy to have the certificates. You may remember how the consultants would tell the client - 'Write what you do, and Do what you write' as a heart of the ISO 9001 system! And auditors would be happy to just audit this and recommend certification! How can you expect genuine quality improvement to happen with this approach? It will at best ensure a status quo. Very few managements effectively used the corrective and preventive action clauses to establish a culture of continuous quality improvement.
Quality Forum - In my interactions with auditees, I have been concerned, that number of organisations have ISO 9001 and concurrently different initiatives (some employees call it flavor of the day) run such as 5S, LEAN, visual management, etc. Always wondered why, these initiatives are not integrated and internalized as a system. In this regard, I recall Qimpro's contribution in establishing business excellence criteria and culture.
Suresh Lulla - It has been always Qimpro's focus to establish systems and processes that will lead to business excellence in the eyes of the customers. We were fortunate to have TISCO Jamshedpur as our first client for such an assignment. Subsequently this and our other assignments with the TATA group culminated in establishment of the TATA Corporate quality award. Qimpro has also been instrumental in establishing the business excellence systems for Birla (WCM) and with the Mahindra group amongst others. The program of Ramkrishna Bajaj National Quality Award established under the Indian Merchants Chamber has been very successful and is now in its 22nd year. Qimpro helped in formulation of the criteria and the examination system. I have been the Co Chairman Of the awards committee since its inception.
Quality Forum - Can you tell us about your other initiatives in the area of quality and excellence promotion?
Suresh Lulla - in 1989 we initiated the annual Qimpro convention wherein 3 parallel quality improvement competitions are organized for the Qualitech prize in manufacturing, healthcare and services sector. In 2000, we initiated the recognition for individual excellence in business, education and healthcare through our Qimpro Platinum and Qimpro Gold standard awards by the Qimpro foundation. In 2007 we initiated the Bestprax club Pvt Ltd as the exclusive Indian member of the Global benchmarking network established by Dr Robert Camp. Most recent has been the launch in 2016, of the storytelling competition in quality/excellence/benchmarking - the 'Quality Fables' Competition.
Quality Forum - Qimpro's initiatives in identifying and recognizing Quality leadership are, indeed commendable. Incidentally, this year's theme assigned for the 'World Quality Day' is Celebrating Everyday Leadership in Quality. How do you look at the Quality Profession?
Suresh Lulla - Quality as a separate department is not adequate to meet today's needs. Each team member needs to be a quality professional in his own role in the company. Also quality is no longer only for operations. It is even more important for each member of marketing, finance HR and IT to be a quality professional. The knowledge of the Quality tools therefore needs to be rolled down to all functions.
Quality Forum - I remember your key statement you made while teaching us at the IMC-RBNQA examiner course. You said that one can never go wrong as long as we identify our customers (and their needs) clearly, map the processes correctly and ensure that systems are in place for fulfilling the first two. How does one define the customer today?
Suresh Lulla - Of late, my definition of customer has changed! I feel, any organization has to be aware of 4 categories of customers-1 Internal customer-(As you know each internal process has a customer and a supplier), 2 The external customer, 3 The societal customer. And lastly 4 The hidden customer - This hidden customer is the Earth and environment. All organizations striving for excellence have to be sensitive to the needs of all the 4 categories!
Quality Forum - Your identification of customers is indeed thought provoking and also very important for sustainability of the human civilization. What will be your message for the quality professional today?
Suresh Lulla - Individuals seeking career in quality must first be generalists and then follow this up with training on the Juran trilogy - (Quality planning, Quality Control and Quality improvement). They should 1 Make understanding the customers' needs as their obsession. 2 Learn to communicate customers' needs to the product development personnel 3 Learn to map the processes and rid the subject processes of wastes and wasteful work and lastly 4 Always treat the workers with dignity.
With the digital revolution, the quality professional now will also need to focus on the digital customer and develop the requisite global soft skills.
Quality Forum - Mr Lulla, You indeed have a great experience of making a meaningful contribution to the Quality profession. Which have been the most satisfying moments in this long journey?
Suresh Lulla - I have always enjoyed all the assignments that came my way and allowed me to make the contribution to the industries and institution as well as the quality profession. I will especially count 2 events as my happiest. First was being asked by Dr Juran himself to be a contributing editor on his book -'A History of Managing for Quality' published by the ASQ quality press in 1995. I treasure the association of more than 12 years I had with him. Second event was being conferred 'Distinguished Alumnus Award' by my Alma Mater-IIT Bombay in 2005.
Quality Forum - Thank you Mr Lulla. We all look forward to more such inspiring interactions with you in future.
CREDITS: Quality Forum