quality fables competition

About Quality Fables Competition

A Quality Fable is a 500-word narrative on how your project was conceived – the non-technical story behind your project.

Your story-telling skills can win this unique Quality Fables Prize.

There is an art to writing Quality Fables...First take a look at the Sample Quality Fables to get an idea of the tone, the style and the length of your story. Then select an interesting project experience or initiative done by your organization and capture it into a Quality Fable using 500 words or less. We urge you to run your entry by your Corporate Communications team before submission. You will score points for a well-crafted Quality Fable. read more

Harshita Vishwakarma


“A hospital alone shows what war is.”


This quote hit Arun, the General Manager of ABC hospital, very hard. The pale and doleful faces of the attendants visiting their dear ones admitted in the hospital, the customer feedback at the end of each day and the unremitting urge to make the customer experience even better, made him ask himself, 

“Is there anything we can add to our existing services? Could any augmentation make our services more patient-centric and empathetic? How can we provide our patients with the assurance they need?”

Barraged with these questions, he became restive. He arranged an urgent meeting with the Customer Relationship Executive of the Hospital, Jhanvi. He delineated his concern to her and directed her to come up with a programme that, to some extent, can enhance the customer experience.


After days of brainstorming, talking with the staff of the hospital, analysing the feedbacks, looking at statistics of the patients, Jhanvi concluded that the number of obstetric cases was high and there were New Mothers every day. She said to herself, “We could implement a programme wherein the hospital celebrates with the parents the joy of welcoming a new member in the family.”


Jhanvi shared her idea with Arun, who readily permitted her to forge ahead with it. In consultation with the IP service manager, floor managers and nursing admin, Jhanvi came up with a small celebration programme for the young one which would include:


  1. Cake (Yellow in colour, symbolising new life) along with some decorations in the room.
  2. A congratulatory card.
  3. A small kit with all the essentials–dress for the little one with body essentials.
  4. A sapling given to the family to nurture and grow it along with their baby. It was touted as a way of thanking Mother Earth for the gift of life. 
  5. A photograph of the entire family with the baby.
  6. An immunisation card which will track the vaccination requirements and schedule of the baby.

She reached out to certain companies with the help of the Purchase Department who could sponsor the kits. The budget required was deliberated, and the programme was named “SMALL WONDERS".


Jhanvi proposed the programme to the higher management, outlining all the details and budget requirements. Her views accorded well with those of the management and they gave it a green light, directing her for early implementation of the programme.

The programme, at its nascent stage, was executed in Private and semi-private areas.

Gradually, the customer feedbacks became more encouraging and appreciative & positive word-of-mouth took a hike–the corollaries of increasing customer satisfaction. Most of the parents came back to the hospital for their follow-ups and vaccination of the newborn.

Considering the positive outcomes, later, a “Get well soon” card along with the follow-up details was given to other patients at the time of their discharge which gave the feeling that they are not alone in this war and that the hospital cares about their well-being.

#SMART-TECH-ULARS - Leveraging Technology for Student Learning
Global Indian International School

“But out of limitations comes creativity”- Debbie Allen

This journey begins 15 years ago when rapid developments of new  information  and  communication  technologies  have contributed  to  far-reaching  social  changes. ‘Uncertainty ’is cited  as  being  a characteristic of this age: a state in which individuals find it impossible to attribute a  reasonable  definitive  probability  to  the  expected  outcome  of  their  choices.

Education was the Worst Hit by these developments. Yes, Worst Hit because it became merely a money making business leaving behind the focus on learning. This had implications for schools and teachers, because it questions the relevance and effectiveness of ‘traditional methods’ and current means of instruction embracing ‘fill the empty vessel’ type pedagogies.

But there was a man who was looking at this situation from a different lens unlike other people. He knew computers and technology are closing gaps and moving to the future at a rapid pace. So why not we may as well embrace them and divert it to the classroom and bring a revolution in school education which will make his dream come true to transform the so called money making business into learning. A dream of making a Technology driven school for the NextGen full of advance IT system and infrastructure to keep students’ up to the pace that the world is moving.

His disinterest colleagues felt that in expensive city Singapore and time driven it is an unmanageable task. But he followed his instinct and started on his dream project. He identified experts in technology, education and infrastructure as his team members and conceptualised his idea.

In 2017, the students entered the world of a GIIS SMART Campus - where student-centred pedagogy met a digitally powered learning environment to create a whole new education experience. Here, latest teaching tools made learning a fun and interactive affair for the students to help achieve higher educational outcomes. 42 SMART innovation labs, Wi-Fi enabled classrooms, Sports Analytics fields, the digitally-savvy GIIS SMART Campus became an epitome of new age learning.

3 years later, when the covid-19 pandemic shattered lives, disrupted markets and exposed the competence of governments, leading to permanent shifts in all the ways that will become apparent only later. The world was faced with a situation on how to keep the schools working so that student learning does not get affected. On the other hand, GIIS SMART campus was well prepared to deal with this crisis. When all the educational institutes were scrambling and drawing upon plans to conduct virtual classes, GIIS SMART campus had already started its virtual classes for its students. There was no disruption for the teachers and students in all parts of the world to complete their syllabus due to SMART class approach which comprises of a strong IT infrastructure and high speed internet facility.

He always had an attitude of staying ahead in the race with a vision of rapid development in technology needs a similar advancement in education field.  Now when the world has realized that SMART Campus is the next choice in the times to come, he is already a conqueror in this space and looking towards refinement of SMART Campus and further contribute to the society.

sunil gupta

Amar was driving Quality and Excellence in a manufacturing company in Pimpri-Chinchwad and was concerned that the number of ideas that were being generated were neither enough nor the  standard needed to make an incremental or fundamental difference.

Amar discussed this issue with a Qualitist.

Scene 1: Ground zero

Amar: The staff are not giving any ideas despite teaching them brainstorming

Qualitist: What have you done with those ideas?

Amar: We have a committee to evaluate them!

Qualitist:  Hmm. Why don't we train leadership teams on how to drive innovation and excellence first? How about starting with six thinking hats and lateral thinking as interventions.

Amar: Tell me more.

Amar started this intervention with the CEO and direct reports and got their commitment for cascading these innovation tools. He started with a tracker on people trained, challenges, ideas generated and implemented.

Scene 2- after 3 months

Amar: We now have leadership readiness and clear target areas, what should  we do now?

Qualitist: Let's have CFT / FAT- CATS and assign challenges to them BUT with targets and R & R process across the organization

Amar: Great! let me get HR buy-in first

The company trained over 1000 staff on the tools  and implemented CFT's to come up with ideas. Most teams set a quota of 1001 ideas on a single challenge statement and exceeded it!

Teams presentations had the CEO and the direct reportees as an audience and instant commendation certificates issued to all.

Scene 3- after 6 months

Amar: Lets have some tools for the shop floor

Qualitist: Try 40 principles of TRIZ

TRIZ tools were used at the plant level for technical contradictions and ideas generated.

Scene 4- after 9 months

Amar: We need more ideas from the shop floor. Suggestions systems are not working.

Qualitist: Why don't we train the blue collar workers on ideation?

Amar: But some don't understand English

Qualitist: Why don't we do it in Marathi?

Amar : We don't have time on the shop floor!

Qualitist: Hmm, why can't we find some other time?

And then the inventor in the qualitist appeared. The idea was to use the staff BUS  on its travel time of 45 minutes from Pune railway station to factory which was currently used  for gossip, company politics, nap or playing cards!

The BUS was proposed to be used for ideation in a  stress free environment !

Thinking pads were designed for use on the bus and a champion was assigned to each  bus especially on the inward journey. The champion would spell out the daily challenge  i.e "How to reduce machine wastage"  and the passengers in the bus who were all blue collar workers would pen down ideas. As the bus reached the main gate, the champion would collect the ideas!

They achieved the highest number of ideas using this innovation as nobody had thought of travel time in the staff bus as an opportunity to generate ideas!

This  unit of the MNC became a global centre of excellence and reliability.

The Tale of the Cocky Manager and the Floundering Leader
Bharat Wakhlu

When the Master Craftsman (MC), Mr. Rao was promoted to be the Plant Head of India’s leading Automotive Company, it was well-received by the organization’s employees. The fact that he had risen to the position of MC fairly rapidly through the ranks, was also cited as proof of his competence.

For a Technician to become a Master Craftsman was uncommon, especially since only the very best made the cut. In any given year, not more than two – out of 20 or more finalists, chosen from a cohort of eligible candidates -would ever become MCs.

A few months into his role as an MC, word began to get around that Mr. Rao was somewhat impatient with his subordinates; as also with his peers from other departments. If any of his colleagues had a different perspective than that of Mr. Rao, he would raise his voice and usually get his way.

As Plant Head, Mr. Rao had meetings at 8:00 am every morning. This was in an era when video calls and meetings on-line were unavailable, so every person who reported into the Plant Head, had to be physically present in the large conference room. The morning meetings were anything but amicable. Mr. Rao demanded instantaneous answers to why problems had occurred at all. If his subordinates were unable to provide answers that he liked, they were asked to call their deputies and to get the answers before the end of the meeting. Increasingly, less and less information was shared with Mr. Rao.

Mr. Rao was becoming more imperious with each passing day, and seemed to have an opinion on anything and everything! His colleagues started to avoid him, and the junior associates – who bore the brunt of his fury every morning – would make excuses to avoid the morning meetings. Many senior managers were now used to getting a dressing down in front of all the other officers and managers in the room.

By now the General Manager sensed that something was grossly wrong. He called the Head of Industrial Engineering and asked him to conduct a root-cause analysis of why the plant wasn’t functioning well, and why employee morale too was down. When the analysis was submitted, there were three causes that were spelled out: 1. Fear of Mr. Rao was hindering free and open communications with all concerned. 2. There was a hurry to 'whitewash' and gloss-over plant problems, with no concern about rectifying what was wrong, to avoid a recurrence; and 3. The front-line technicians and engineers felt disempowered since they were given none of the resources they needed for their work.

The General Manager read the Analysis and decided to act. He relieved Mr. Rao of his duties as Plant Head and transferred him to the Engineering Research and Development Division.

Then he went about straightening out the lapses that had occurred.