QualityFirst: India — ASQ Community of Practice
15 November 2007
Volume 2, Issue 1
What is QualityFirst?
QualityFirst is an interest
group formed by quality
professionals who want
to make a difference by
collaborating and being
in touch. QualityFirst will
aim to bind quality professionals
in India in
ways that the member
professionals will define.
The founding team has
no agenda, no commercial
interest, and no
plant to water except
helping quality professionals
and move ahead.
Vision: Form ASQ India
IMU (International Member
Unit) by 2009.
Policy: QualityFirst will
be a body of and for
quality professionals. It
will not seek membership
Inside this issue:
From the core team 1
Address from ASQ 2
Quality in Healthcare:
The Indian Perspective
Integrated Approach to
Taken at IKC
Note from Greg Weiler 8
From the core team …
QualityFirst members are well aware that themes like “Quality India” and
“ASQ India” have been thick in the air for quite some time. As Anshuman
Tiwari has said, “It was the need of the hour and a passionate and compelling
It has taken two years to become what we are today. Last June Govind
Ramu guided us and facilitated the creation of a mission statement and
road map. Two major meetings—one in Chennai and one in Bangalore—
were remarkable for many reasons, displaying the sheer commitment and
passion of all involved. We have dreamed and planned for our ASQ India
mission to be a reality by 2009. All of our efforts and influence have manifested
in signs of slow but steady progress. No more conclusive proof exists
than the successful ASQ India meeting held on October 25, 2007, in our
Silicon Valley, Bangalore.
Congratulations Govind Ramu for attaining ASQ Fellow Status.
We are proud of you.
(for details please see page 8)
About 55 to 60 participants gathered at the sprawling Infosys Campus to
exchange ideas and advance our efforts toward the goal of ASQ India.
Speakers came from Baroda (Gujrat), Madurai, and Chennai, apart from
Bangalore, and Anshuman ensured that the focus extended beyond IT.
Following an address by Greg Weiler of ASQ, Ramakrishnan M. spoke
about process excellence at Infosys. Dr. Annabel D’Souza Shekar then
shared her concern for neglect of quality practices in the healthcare sector
in India. Kulbir Katal of ABB explained how quality practices can be deployed
in a small manufacturing setup with the support of employees, and
Anil Kumar shared a range of paradigm changes that a public sector unit
had to go through to achieve global quality levels. Anil forced the audience
to introspect when he said, “More often than not, it is the so-called quality
professional who is an impediment to quality becoming a priority with senior
management, and not vice versa.” Other speakers included Subhash
Khare (Wipro) and Rajkumar Bansal (Infosys).
This issue of the QualityFirst newsletter celebrates the success of the October
25 ASQ India meeting and extends the experience to readers who could
not attend. We hope that providing summaries of select presentations and
information about the speakers, along with a few photographs, will help us
build on the momentum of our ASQ India meeting in Bangalore.
We encourage you to share the news of this latest QualityFirst success
with your friends and colleagues.
Thanks and regards,
QualityFirst Core Team (Anil, Anshuman, Govind, and Noel)
Hot Jobs 9
Note: The presentation details furnished here are for information purposes and are
the intellectual property of the respective authors. Copying and usage without permission
of the authors is prohibited.
Volume 2, Issue 1 Page 2
Address from ASQ
Greg Weiler, ASQ's head of
India and China operations,
and Manoj Narula,
assistant general manager
of ASQ’s office in New
Delhi, brought the ASQ
perspective to the Quality-
First ASQ India meeting at
Infosys. Weiler, who visibly
appeared to be enjoying
his first trip to India, delivered
an address and participated
in a lively question
and answer session.
During the free-flowing discussion and in other
subsequent conversations with members, he vividly
presented a case for quality: “If you do not
improve, you stand still or go backward.”
Weiler also spoke about ASQ’s global operations
and plans for India. He assured the audience that
ASQ India will offer services that appeal to Indian
members. He also said that the key purpose of his
current visit to India was to understand the requirements
of Indian members firsthand.
“at the behest of the government,” Weiler said, “in
India, it’s almost 180 degrees away, where the
government doesn’t even get involved. I think
that’s changing because IT is going at such a
pace at which the government can’t ignore.”
In summary, Weiler said:
Judging from the presentations I heard here
today and considering that those are representative,
I think that the state of quality in
India is in good hands. The people who are
driving change and business here are very
intelligent, smart, and competent people from
whom we can learn. Much of what is going on
here is an example to the rest of the world.
We’re talking about a huge population and
conditions in a developing country that make
it difficult to see what is happening because
you get overwhelmed by many other things.
But if I just think about quality, I think the
businesses that are operating in India right
now are on the right path. Many of them are
far advanced; others are just beginning the
quality journey. But the people that I’ve
In an interaction with executives of Infosys, Weiler
commented further about the IT industry and the
role of quality:
The way the IT industry and software development
in particular have moved in the last
10 years, the spotlight is on them, and the
expectations are getting greater and greater
all the time. People get very impatient and
upset if something doesn’t work right and
they expect IT to do better. I’m willing to bet
that it’s no different in the IT Industry than it
would be in any manufacturing environment.
What’s happening is that they’re spreading
out into services, healthcare, education —
you’ll find people talking about quality improvement
in the field of banking, insurance,
transportation — so technology comes along
Answering a question about the difference in
perception of quality between China and India,
Weiler explained that both the Chinese and the
Indian governments recognize a need to “close
the quality gap” in order to improve their competitiveness.
However, he also noted one “stark
difference”: while businesses in China operate
talked to, the organizations that I’ve spent
time in, whether it is public or private, in
every one of those cases there is a clear mandate
in their minds to do this because it’s the
“Judging from the presentations I heard here today and considering that those
are representatives, I think that the state of quality in India is in good hands.”
- Greg Weiler
Volume 2, Issue 1 Page 3
Quality in Healthcare – The Indian Perspective
Having worked with
both mission hospitals
and corporate hospitals
like Apollo, Dr. Annabel
D’Souza Shekar has become
an authority on
quality in healthcare in
India. Her experience
with a wide range of different
is also the result
of the time she spent as
medical advisor for Terumo Corporation, a
Japanese multi-national for the Indian market.
During this period, she interacted with
all of the major hospitals in the country. Her
remarks on healthcare quality in India thus
are based on her own first-hand experience
and close observation.
She is totally committed to quality in healthcare,
and its implementation in India.
The Healthcare Industry in India
The estimated size of the Indian healthcare
industry is currently about $20 billion, and it
is expected to increase to $60 billion by 2010.
There is an expected annual rate of growth of
13% in an industry which has no recession
and cyclical trends.
As a result of the boom in the Indian economy,
money in the hands of consumers
(patients) has increased, giving them the
power to demand quality healthcare facilities.
In addition, the medical insurance sector is
growing and acting as a catalyst. Medical
tourism will also develop in a very big way in
the next five years. India will attract even
more patients from developed countries as
well as poorer countries where adequate facilities
are not available.
At present, healthcare quality efforts in India
are restricted mainly to ISO certification. As
has been validated by both national and international
authorities, ISO certification is
not the ideal tool for healthcare, since it relates
more to administrative procedures than
to hospital performance. As a result, accreditation
of facilities is slowly gaining prominence,
especially in major cities. But even accreditation
cannot ensure improvements in
health outcomes. Hence, in order to improve
quality in healthcare, gaps in knowledge need
to be addressed. Quality must be defined and
measured. Appropriate steps must be taken to
create awareness, and to impart education
and training using models tailor-made for the
Indian scenario. Ultimately, the results will
include economic benefits as well as good
treatment, good delivery systems, and good
About Dr. Annabel D’Souza Shekar: A graduate
in medicine, Dr. D’Souza Shekar also has
an MBA, with a specialization in finance. At
present, she is pursuing doctoral studies with
the Robert Kennedy College, Zurich, Switzerland.
Her research paper addresses “quality
systems in healthcare,” with specific reference
to developing countries.
Her professional memberships include the Indian
Medical Association, the American Association
of Blood Banks, the Indian Society of
Blood Transfusion & Immunohaematology
(ISBTI), the Indian Society of Haematology and
Transfusion Medicine (ISHTM), and ASQ. She
is an empanelled assessor for the National Accreditation
board for Hospitals and Healthcare
Providers (NABH) and also an affiliate of the
Indian Confederation for Hospital Accreditation
(ICHA). She has presented numerous papers
in conferences and has won the Best Paper
Award twice at the National Level
(Medical). She has taken training in ISO
9000:2000, as well as ISO auditor training
from TUV Essen. Currently she is undergoing
a Lean Six Sigma Black Belt for Healthcare
course with ASQ.
Quality in Healthcare
Volume 2, Issue 1 Page 4
Integrated Approach to Sustainable Business Excellence-BHEL Ranipet Experience
In his presentation, S. Anil Kumar, Deputy
General Manager, Business Excellence, of
BHEL Ranipet explained the development and
adoption of an integrated approach to sustainable
business excellence. Anil Kumar highlighted
twelve paradigm shifts and emphasized
the importance of an integrated process approach.
At BHEL Ranipet, this new role for quality professionals
has been triggered. Quality personnel
have spearheaded in-house training sessions
and knowledge dissemination workshops, and
also developed an integrated system approach.
Quality month celebrations provide thrust in
Anil Kumar’s lucid presentation backed by powerful
conviction on the use of quality management
techniques evoked keen interest among
Process improvements can be made more sustainable,
he elaborated, with the help of technology
as an accelerator, knowledge management
to kindle learning and preserve knowledge
assets, and Six Sigma DMAIC variation
reduction techniques. The key to success lies
in integrating a process approach with performance
management approaches. Further, a
shift in focus from managing people to managing
performance needs to occur.
Anil Kumar explained in detail the need for a
change in the mindset of quality professionals
and the necessity to build soft skills, including
the ability to sell quality to top management.
He attributed the failure of quality management
deployment many times to the lack of
this skill and effective communication.
The changing role of the quality professional is
a genuine question that confronts quality personnel
as well as top management, Anil Kumar
continued. The answer lies in redefining the
new roles of the quality professional. With
changes in the understanding of quality concepts,
the roles of the practitioner also have
undergone esoteric changes. Now, the quality
professional needs to act as a knowledge provider,
coach, and trainer to facilitate accelerated
About S. Anil Kumar: Deputy General Manager,
Business Excellence, of BHEL, Ranipet
(Tamilnadu, India), Anil Kumar has over 23
years of professional experience in quality. He is
presently the management representative for
quality and environment management systems
at BHEL Ranipet. A senior member of ASQ, he
is also a standing review board member of
ASQ’s Quality Press. Anil is an ASQ Certified
Quality Manager/Organizational Excellence and
Six Sigma Black Belt, apart from several other
certifications. Additionally, he is an examiner
for the Ramakrishna Bajaj National Quality
Award, which is based on the Malcolm Baldrige
National Quality Award. For his exemplary work
in quality improvement, he was awarded the
Qimpro Silver Standard in 2006. Anil is a core
team member of
Volume 2, Issue 1 Page 5
Optimizing the Organization
Subhash Khare, vice president and head of
Central Staffing & Productivity, Wipro Technologies,
delivered a passionate presentation
based on his book Optimizing the
Organization,” evoking tremendous
interest among participants.
He began by highlighting a holistic
process model of an organization
with inputs and “efforts”
working for outputs.
About Subhash Khare: Subhash Khare is
vice president and head, Central Staffing &
Productivity, Wipro Technologies. He has 24
He explained the importance of
metrics—both improvement metrics
and performance metrics—
and identified the key roles they
• Getting desired behaviors
• Aiding diagnosis
• Aiding decision making
Khare also clarified the salient differences
between improvement and performance metrics.
Performance metrics are
measures of output in terms of
ability to meet customer requirements
for quantity, quality, timeliness,
and effectiveness. Improvement
metrics are measures
of efforts applied to inputs, in
years of experience in the IT services industry
and has been with Wipro for the last 17
years. An electronics engineer by education,
he started his career with DCM and then
worked with Telco (now Tata Motors) before
• Quantity, proportion, setting
Another theme Khare addressed was the importance
of process interaction and stability.
He outlined different thinking orientations,
namely: output-oriented, input-oriented,
Finally, a concept that stayed with the audience
was that planners should own results
while the execution team should own norms
(productivity and quality). Once norms are
set and control variables are within the
bandwidth, results should manifest as
planned; otherwise, planning is faulty.
Khare is a Six Sigma Master Black Belt and
a frequent speaker at forums and conferences.
He has authored articles on organizational
process improvements and the book
Optimizing the Organization, published in
2006 by Tata McGraw-Hill. Subhash has developed
concepts around organizational metrics,
efficiency, and productivity.
Volume 2, Issue 1 Page 6
Quality Initiatives taken at IKC
The focus area of
Kulbir S. Katal’s
at ABB’s Insulation
(IKC) at Halol.
Katal, plant head at
IKC, explained in
brief the roles employees
IKC’s various initiatives,
such as Quality School, 5S and problem-solving
methodologies, certification of
workshop personnel, and more. Other Halol
IKC team members participating in the
event included quality manager Shrikant
Mehta and production manager Nitin
Significant points underlining the concept
of employee empowerment at the ABB Insulation
Kit Centre follow:
Problem-solving exercises. One person
from each work station is selected as corrective
actions (CA) coordinator. The CA coordinator
leads the work station team in
identifying corrective actions by using tools
like brainstorming, fishbone analysis, and
Pareto diagrams. He or she also helps the
team implement and subsequently standardize
the corrective actions by changing
the instructions and procedures, ensuring
that advantages are sustained forever.
Similarly, one person from each of the 17
work stations is selected as 5S team leader.
Thus, one team of 17 5S team leaders orchestrates
5S implementation efforts
throughout the plant.
Both these two teams—one team of CA coordinators
and one team of 5S team leaders—meet
once a week at a defined day and
time to review pending actions and discuss
further actions needed to meet already
agreed-upon time lines.
Quality School annual calendar. A comprehensive
calendar of training opportunities
is created each year to provide details
on the types of training available, the frequency,
whether the trainers are external or
internal, the target audience, and more. This
calendar is displayed on the shop floor so that
everyone can review it. Based on their own
self-evaluations, employees can approach their
immediate supervisors or the quality manager
directly to present their training needs.
Staff steering committee. From staff members,
a steering committee is formed based on
self-nomination to work on 5S implementation.
Learning events. Employees are encouraged
to participate in events such as seminars on
related subjects, quality conventions, and
workshops which will enhance their presentation
and communication skills.
Machine ownership. A unique concept of machine
ownership is practiced within the shop
floor. Ownership of each machine is given to
one shop-floor person, whose photograph is
pasted on the machine along with a caption
reading, “I own this machine.” The machine
owner is responsible for ensuring routine and
Job enrichment through empowerment.
Enrichment through empowerment is a continual
process at ABB Insulation Kit Centre,
Certification of workshop personnel. An
especially strong procedure at IKC is the certification
of any person who works on a particular
work station for at least six months. The
certification process consists of (a) theoretical
evaluation, and (b) practical evaluation. Based
on evaluation results, personnel are entitled to
work as certified operators for that work station.
Certification cycles are ongoing and continue
at every 6 months.
About Kulbir Singh Katal: The plant head of
Insulation Kit Centre (IKC), Halo, Kulbir Singh
Katal has varied experience, including handling
an export business of power transformers.
He has a BE in electrical with a postgraduate
diploma in marketing. His certifications
include International Sales Engineer
(KCC) at ABB Bad Honnef, Germany, and Project
Planning, Analysis, and Control.
Volume 2, Issue 1 Page 7
Photos from the Infosys ASQ Event
Participants enjoying the networking opportunity. Seen
here are Dr Annabel D, Souza, Hitesh Chopra, Anurag
Seksaria, and Keshu Kumar.
Participants attending the session in the Infosys Management
Participants enjoying the networking opportunity. Seen
here are Prakash V, Anurag Seksaria, and Keshu Kumar.
Subhash Khare of Wipro delivering his lecture.
Anshuman Tiwari, Core Member of QualityFirst introducing
Ramakrishnan M of Infosys delivering his session.
Volume 2, Issue 1 Page 8
Note from Greg Weiler
October 30, 2007
Mr. Anshuman Tiwari
Infosys Technologies Limited
Corporate Excellence Group
I want to extend to you and your colleagues my most sincere thanks for your wonderful hospitality extending to
Mr. Narula and me on Thursday, October 25. The arrangements that you made for us to outline ASQ’s plans in
India were way above any expectations that we might have had.
While we had a notion of what to expect, we were astounded to witness the exceptional program you arranged.
As a result of all of the excellent presentations I came away with a much better idea of how the quality movement
is progressing in India, particularly in the Bangalore and Chennai area. The presentations made by all the
participants were truly outstanding. I came away feeling that, with all of these marvelous individuals and companies
embracing quality with such fervor and zeal, India will rapidly close any quality gap that might currently
exist. I also came away with the feeling that ASQ will be able to assist Indian organizations to grow and mature,
becoming competitive with the best in the world.
I also came away from the meeting with many new friends and acquaintances. Their enthusiasm and spirit is
inspirational for me and I shall treasure my ongoing relationship with many of them. They will doubtless become
part of the “core group” of members representing ASQ in India.
Please give my regards to your colleagues, Mr. Viswanathan, Mr. Bansal, and Mr. Ramakrishnan. I hope to see
you again when I next visit India, and possibly during ASQ’s World Conference in Houston in May.
With all best wishes,
General Manager, ASQ Asia
Congratulations, ASQ Fellow Govind Ramu!
QualityFirst extends enthusiastic congratulations to core team member Govindarajan (Govind) Ramu for
earning ASQ Fellow status.
Later in December, ASQ will be announcing all of this year's newly elected Fellows, but QualityFirst would
like to take this opportunity to acknowledge Govind for this well-deserved honor. ASQ Fellows are recognized
by their peers for significant contributions to quality. The nomination and evaluation processes require
documented and specific evidence of activities and accomplishments.
A quality manager and Six Sigma Master Black Belt for JDS Uniphase Corporation, Govind holds six ASQ
certifications. He has served in leadership roles with ASQ member units, has volunteered with ASQ's Quality
Press and Certification Offerings, and moderates several online discussions. Additionally, he is an Examiner
for the California Awards for Performance Excellence. He has coauthored ASQ's forthcoming Certified
Six Sigma Green Belt Handbook and published articles in magazines and newsletters.
Govind's many contributions to the ASQ India team no doubt played a role in ASQ's decision. In addition
to demonstrating exemplary leadership during ASQ India meetings in Chennai and Bangalore, Govind
maintains the ASQ India SharePoint site. He also authors the newsletter column "Certification Corner."
Look for it in our next issue.
You can read more about Govind on the ASQ Web site at http://www.asq.org/sixsigma/about/
Thank you for being part of this journey and dream…
Anil Kumar S
Newsletter of the QualityFirst
If you want a friend to also get this newsletter, please write to us with
his/her name, organization, and email address. We will write to him/
This is your newsletter. Let us know what you would like to read. And
please contribute… pick your section and write to us.
If you want a new section… write to us.
Do spread the word. Membership is open to all, provided they have an
interest in quality.
Organizers of quality conferences, seminars, training programs, please
write to us with details.
5. AVP/ VP Black Belt/ Master Black Belt Quality
Years of Experience- 8- 14 years post qualification. The person will be responsible for multi location
Quality, transformation and process excellence role.
Contact: firstname.lastname@example.org or call her at 9867564012
4. HOV-LASON is looking for DGM – Six Sigma for Chennai / Mumbai / Pune www.hovservices.com
Job requirement: Around 15 years, of which last 2-3 years in the area of Business Excellence, Six
Sigma, Strategic Initiatives or TQM with an established organization in the BPO or Service industry.
Contact: Sophie at email@example.com.
3. Six Sigma Professional having an exp of 5-10 yrs at leading MNC
Work Location: Mumbai, Bangalore
Exp. /Position: 5-10yrs...For TL & AM position
Candidate should be Green Belt certified, Black belt exposure & should have exposure in IT industries
at least for 1.5—2yrs
2. Lead - BPR & Six Sigma at global management consulting, technology services and outsourcing
Experience: 10 to 14 years of experience with relevant exp in software delivery, quality & six sigma.
This is a leadership role and the candidate will be lead-BPR & Six Sigma for one of our Growth Platforms
(GP) based on his or her experience background.
1. Team Manager - Quality Analyst at client Deutch Bank, Bangalore.
The candidate should have 5-6 years of experience out of it at least 4 years of experience in Quality.
Black belt certification for this position is must.