QualityFirst_v2_i1 - ASQ Groups

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QualityFirst_v2_i1 - ASQ Groups

Newsletter of

the QualityFirst

Interest Group

QUALITYFIRST

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

come together

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

fees.

Inside this issue:

From the core team 1

Address from ASQ 2

Quality in Healthcare:

The Indian Perspective

Integrated Approach to

Sustainable Business

Optimizing the

Organization

Quality Initiatives

Taken at IKC

3

4

6

7

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

dream.”

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

with everything.

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

right thing.

“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

hospital environments

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

health outcomes.

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

this area.

Anil Kumar’s lucid presentation backed by powerful

conviction on the use of quality management

techniques evoked keen interest among

participants.

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

change.

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

QualityFirst.


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

play, including:

• Monitoring

• 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

terms of:

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

joining Wipro.

• Quantity, proportion, setting

• Quality

• Timeliness

• Effectiveness

Another theme Khare addressed was the importance

of process interaction and stability.

He outlined different thinking orientations,

namely: output-oriented, input-oriented,

and efficiency-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

presentation was

employee empowerment

at ABB’s Insulation

Kit Centre

(IKC) at Halol.

Katal, plant head at

IKC, explained in

brief the roles employees

play in

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

Dave.

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

preventive maintenance.

Job enrichment through empowerment.

Enrichment through empowerment is a continual

process at ABB Insulation Kit Centre,

Halol.

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

Committee Hall.

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

a speaker.

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

Quality Department

Bangalore, India

Dear Anshuman,

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,

Greg Weiler

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/

govind.html .


Thank you for being part of this journey and dream…

QualityFirst

Core Team

Anshuman Tiwari

Anil Kumar S

Govind Ramu

Noel Wilson

E-mail:

asqindia@gmail.com

Newsletter of the QualityFirst

Interest Group

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URL: http://asqgroups.asq.org/india/

Blog: http://asqindia.blogspot.com/

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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.

Hot Jobs

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: rakhi@maisntream.in 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 sophie@jvpconsulting.in.

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

Contact dhritidipa@purehrc.com/ashutoshk@purehrc.com

2. Lead - BPR & Six Sigma at global management consulting, technology services and outsourcing

company.

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.

Contact: nandhini.a@sampoorna.com

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.

Contact: himanshu@pmssindia.com

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