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

Go Big (on quality) or go back to your kingdom!
Kansai Nerolac Paints Ltd.

Once upon a time there lived an emperor by the name of Harsh. Harsh ruled Kingdom of A and was known for his impartiality & for his commitment towards development of his state. Happiness of the people in the state was evident to all the visitors.

King Utkarsh, Emperor of B, was very curious to know the reason for the prosperity of empire A. Since King Utkarsh was busy spending his quality time in resolving the complaints of his people, he sent few of his key members to investigate the reason for prosperity of empire A.

The investigating team came up with a surprising fact that “Prosperity of empire A is due to their good taxation system, which was implemented precisely at all levels without any bias & negative impact on common people”.

Investigating team shared common people feedback on taxation system as:

“Barsat Harsat Sab Lakhai, Karsat Lakhai Na Koi,

Tulsi Praja Subhag Se, Bhoop Bhanu So Hoya”

(Meaning: King should take tax from everyone like sun. Sun takes water from Biological cells to sea and gives in reverse wherever pressure difference occurs in the form of rain. Similarly king should provide for development of state.)

After getting feedback from investigating team, King Utkarsh immediately called his ministry and instructed them to implement good points in his kingdom.

Subsequently, kingdom B prospered. Not only were the people happy but it also witnessed positive growth in sales and increase in buying power of the people, thereby increasing the tax collection. Soon, Empire B became popular for their Quality, Delivery and Cost of their products and acquired significant market percentage of empire A as well.

Worried by the concerns of reduction in sales, minister of empire A met emperor Harsh. He immediately deployed Improvement Ministry on the task to investigate and come up with a sustainable improvement plan to regain customer faith.

During investigation, Improvement Ministry team observed that customer sentiment towards their products had reduced due to defects and multiple follow ups for rework, which in turn increased cost of buying the products & led to customer dissatisfaction. On the other hand, products of Empire B had no defects.  Thus, they quickly gained customers’ confidence.

Improvement Ministry team shared their finding to emperor Harsh & suggested the idea of First time right (FTR). King Harsh instructed & initiative of First Time Right (FTR) was launched in empire A to facilitate all producers to regain their market leadership position.

Soon, their hard work benefitted & manufacturers of empire A implemented all actions that were identified for improving the process of FTR. It also helped them to reduce their operating cost for better profit margins.

Saving in lacs realized through FTR improvements. This benefit was again transferred back to customers by reducing cost as per their legacy in state, led by emperor Harsh.

Empire A regained the position of market leader & became a model empire for all the neighbouring kingdoms.

How a needle changed lives
Apollo Gleneagles Hospitals, Kolkata

In 2006, a young nurse, Junie Xaviour freshly passed out from a renowned Nursing college in Kerala came to work in a super-speciality hospital in Kolkata. Motivated by Florence Nightingale, she was eager to be a part of the patient care process.

One month into her duty in CCU, she got a deep needle prick from a hypodermic needle while withdrawing after administering an injection to a patient. Not knowing what to do, she casually approached her supervisor Lily. “Madam, I got a prick from a used needle and its bleeding”, said Junie. “Junie you should not take this casually at all. This prick can act as the entry of deadly organisms and lead to diseases like HIV, Hepatitis B or C”, exclaimed supervisor Lily.

“Madam, I am scared. What should I do now? Said a bit startled Junie. “Listen Junie, Meet the Emergency Medical Officer.” Junie met with the EMO, Dr Jatin. Dr Jatin asked, “You are quite careless? Were you not taught in Nursing school how to give injections? Junie replied nervously “Sir, I have accidentally pricked myself with a used needle”.

Dr Jatin replied quite apathetically, “I will give you first aid. I will take your blood samples.” Go and get the billing done with this prescription. Get me the patient’s sample also.”

Junie ran all the way panic-stricken to her supervisor to get the patient details. Ms Lily mentioned, how can we ask the patient for the sample? Who will bear the cost?” Junie replied in a trembling voice “Madam, I will bear all the cost.” Lily replied “Go and convince the patient and draw the sample.” Junie had a tough time explaining to the patient to get the sample. She bore the cost herself, deposited the samples with the laboratory and went back to Dr Tarak. “Do I need to do anything else”, Junie asked. Dr Jatin mentioned “we will inform you”. Junie waited for a week but no one got back.

She approached a relative of her who was a nurse in the School of Tropical Medicine, Kolkata who guided her through the next course of action.

“That incident totally shook me up. Fortunately for me the follow ups were negative. I decided, I will not let this happen to anyone in the future”’ recalls Junie. She changed her career path and shifted to Nursing administration. She undertook the Infection Control course from TISS and joined Apollo Gleneagles Hospital Limited, Kolkata, a multidisciplinary tertiary care JCI accredited hospital in 2010 in infection control.

Over the years Junie worked hard with support from Hospital management and Quality Cell to build a robust process of Needle stick injury and other sharps related injury preventions. From as high as an average of 6/month NSI has been reduced to “zero” in current months.

According to Junie “Through team efforts, we have achieved what we wanted in our hospital. But, we have miles to go before we sleep. We need to strengthen our National Policies and bring in mandates to protect staffs from Occupational Exposures to Blood borne pathogen like abroad.” Junie’s initiative still continues to touch the lives of many.

Features and Failures - A Bank Fable
Sample with Video

Multinational Banks are known to invest in excellent infrastructure and executives. The lowest designation for a new campus recruit two decades ago, in India, was nothing less than Vice President. Salaries matched the designation. The self esteem of these freshly recruited students was always at a zenith. They were the prize catch for the most popular campus recruiters - multinational banks.

I was invited by a multinational bank in South Mumbai, the fi nancial capital of India, to experience excellence. An autopsy of sorts. Yes, this branch of the bank had marble fl ooring, piped music, art that only a successful bank could afford, personal computers at every desk, and more. Perfect.

The head of the branch took me around to meet with several of his executives. I will focus on one 200 square feet section that was partitioned with a three feet high wall. This section seated four executives, in the four corners, facing the partition wall. All four in pin striped suits. Each of the four was very busy working on his dedicated personal computer.

I asked: “What is the activity of this section?”

Branch head: “They print the monthly statements of account holders.”

The qualitist in me: “Oh, they manufacture monthly statements.”

Branch head: ???

More of the qualitist: “What is the failure rate for these monthly statements?”

Branch head: “Can’t you see…it’s all computerized!!”

Yet more of the qualitist: “Oh. I see. Do any customers come back for a reconciliation?”

“Hardly any.”

“How many?”

“Perhaps one in 200.”

“Ah ha. That’s 0.5% failure rate.”

“So what’s the cost of failure?”

“Minimal.”

“Let’s find out”.

The branch head and I invested a half-day fi nding out what work the four executives actually did. As it turned out, one needed the equivalent of two persons to do 99.5% of the work right the first time and the equivalent of another two to correct 0.5 % failures!

So what is the cost of poor quality (COPQ) of this section? It’s 50% of the budget for that department plus the equivalent of marble flooring, piped music, and art.

The bank heard the alarm. They commenced their pilot projects by working on COPQ for the auto loan process in South India.

Green for Next Generation
Mahindra & Mahindra Ltd.

“Green for future” is associated with corrugated box scrap reduction & Reusing of wooden scrap for packing body parts to save the trees & save the greenery for the future

Once fine morning, went for Operational team meeting, while crossing through, I seen a person packing some parts in Mahindra branded packing, he was throwing the box to Dump bin & when I saw the bin, it was full, surprisingly – I have enquired this to my team members, who told its scrap, but for me it was opportunity to save the trees with potential cost savings 

So I have decided to reduce this scrap to save “trees” which gives us oxygen, explained this concept to my cross functional team members who were very impressed with this theme,

First we have prioritised the parts list which were coming in normal brown non branded corrugated boxes in huge qty, so we have decided to go ahead with bulky parts First , so keeping this in mind, we chosen seats & when we observed wooden scrap we have decided go ahead for recycling woods pieces. 

Seats & Body parts are important parts of Spares business , which has good volume sales, with driving positive change in current process of sourcing of these 2 important commodity parts , it brings good scrap reduction to save nature & to grow business by cost savings

We approached Suppliers and asked them to change the brown corrugated box with Mahindra branded boxes which turned in to Eureka, we have got succeed in this & with WIN – WIN situation with vendor , we implemented prepacking at vendors end,

For body parts we have asked our team to reuse the wooden scrap, which we were getting from suppliers, accordingly our team started using the same & this changed the drastic reduction in wooden pieces scrap reduction across the Mahindra warehouses also it reduced the man hours of packing, as double packing process avoided.

Warehouse team was even having some scrapes in terms of outer cartoons , which our team has advised to go ahead as cushioning material for packing of outgoing parts , with help of BOX SHREDDER MACHINE, we have reused the scrap to reuse these scrapped boxes which have given potential savings.

Project is having potential content  as its include eco-friendly & cost savings with sustainability development , Horizontal deployment from this project is already in process as Farm division parts.

Words From Admin Department of Mahindra - Mahindra is  planting 1.5 LACS of TREES/Year across the India as CSR, 

With this Savings of Rs 32 lakhs/ year is saved & Helped  Avoid transit damage of body shells, Savings 270 trees/ year by recycling scrap wood, 270 trees will generate 70,200 pounds of oxygen/year,

270 tress will absorb 3510 pounds of Co2 /year, Scrap Reduction of 2.6 tones, which helps environmental sustainability for seats  , improvement & process lead time reduction, Parts processing & packing time reduced to 6 hours from 72 hours, Warehouse space utilization.