Problems are Opportunities

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.  To succeed, in this changing environment, we need to adopt the mind-set of expecting change, and of regarding problems as opportunities.

If we regard “problems” from a positive perspective; if we regard them as chances to optimize systems or processes; in short, if we can shift our thinking about problems as negative conditions and regard them instead as opportunities, we can generate a positive energy flow and an exciting way for employees to work together synergistically.

Continuous process improvement depends on our willingness to examine the work we do and to find areas of sub optimization.  We analyze, we ask questions, we measure to see what is working and what is not.  Problem solving can be done by an individual, by process-improvement teams, or by the organization itself.  Numerous tools exist to help individuals and teams discover the small successes that impact processes.  A series of small successes often leads to big breakthroughs.  In TQM, we focus on long-term goals rather than on short-term results.  We also focus on the contributions that can be made by all members of the organization, managers and workers.  The case studies presented in this section, Breakthrough, demonstrate how process improvement and long-term goals integrate.  We have, to date, showcased endeavours at Sterlite Copper and L&T (Hazira).

Quality-improvement initiatives succeed when there is universal participation within an organization.  By “universal participation” we mean that everyone in the organization has been trained in the basic precepts, as well as, everyone has been given the requisite tools for making the valued improvements that lead to enhanced productivity.  A section on tools has been integrated in Breakthrough.  The TQM philosophy is predicated on the belief that the individuals who work with the processes know the processes best and, therefore, are in the best position to improve those processes.

According to Masaaki Imai, under TQM, we are trying to shift from a results-orientation to a process-orientation.  We depend on problem solving tools to identify and describe problems, and then we work to find the best possible solutions.  We seek to improve processes rather than to make dramatic, overnight breakthroughs for the sole purpose of making dramatic profits.  Inevitably, profits follow as is proven by Punjab Tractors.

The TQM philosophy is also based on the conviction that people want to do their jobs well and want to be recognized for their efforts.  We should think about ways to recognize others for contributing to the process, as well as, for results.  After all, one of the key attributes of a leader is to be a good recognizer.