Recognizing Quality Innovation

Quality & Me

Subir shares his own personal efforts to work toward continuous improvement within his own community, among his friends and family.

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Books by Subir

The Power of LEO
The Ice Cream Maker
The Power of Design for Six
The Power of Six Sigma
Organization 21c

Books read by Subir

The Subir Chowdhury Medal of Quality Leadership was established by the Society of Automotive Engineers along with the Subir and Malini Chowdhury Foundation. Established in 2010, the award is honors individuals and organizations who demonstrate ability and talent to further innovation and broaden the impact of “quality” in mobility engineering, design and manufacture.

This award is offered in the spirit of my lifetime of work toward quality in the engineering professions. It’s purpose is to recognize the benefit to our global society when engineers practice the utmost quality in their work. The SAE website says that the award recognizes, “the power of quality in engineering.” I may add that we use excellence of this type to broaden our vision of what is achievable.

Certainly, I hope that this award enhances the public perception of SAE International as an organization that celebrates contributions of all individuals and their work in this area. My aim comports with theirs: to demonstrate “the deeper scope and reach of SAE International” and engineering professions to the public.

I honor medal recipients – past and present:

LOGO_sae_international

Recipient Award Employer
Gerald Johnson 2017 General Motors
Shahjada Ahmed Pahlovy, PhD 2016 Dynax Corporation
Glen A. Barton 2011 Caterpillar Inc
James D. Power 2010 JD Power And Associates

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Subir Chowdhury Fellowship on Quality and Economics at the London School of Economics (LSE)

The Subir Chowdhury Fellowship on Quality and Economics allows for any post-doctoral scholar in-residence to participate in the program, regardless of ethnicity or national origin and spend time at LSE engaging in research examining the impact of “people quality” and behavior on the economies of Asian nations prioritizing, but not restricted to, India and Bangladesh.

Stop playing games and start gaining trust

A caring mindset is critical to your success, and the success of your organization. And it starts with being straightforward. Being straightforward means you can be tough and exacting, but also honest, direct, candid, transparent, and fair. Sounds like common sense, doesn’t it? Not always. Let me share a story with you.

Data, Action, and Future

When I talk about “honesty” in the context of quality, people often mistake my intent. I am not implying that people are dishonest. I am not saying that people do not know right from wrong. The kind of honesty I’m referring to is the kind that helps you avoid mistakes in your business—the type of honesty that pushes good data, good actions, and a positive future.

Elements of People Power

It’s interesting that so many companies focus on processes without input from customers or even their own employees: ‘top-down’ processes punctuated by statistical data and quality management controls. While it’s obviously important to focus on what goes on behind the scenes, what kind of quality can you possibly deliver without feedback from the people who actually create (employees) or use your products (customers)?




Subir Chowdhury Fellowship on Quality and Economics at the London School of Economics (LSE)

Quality & Economics

The question of quality runs far deeper than business. When quality fails at the societal level, we fail each other. Then the real danger is that we fail to govern efficiently and fairly.

BACK TO TOPICS PAGE

Books by Subir

The Power of LEO
The Ice Cream Maker
The Power of Design for Six
The Power of Six Sigma
Organization 21c

Books read by Subir

LOGO_london-school-economics

The Subir Chowdhury Fellowship on Quality and Economics allows for any post-doctoral scholar in-residence to participate in the program, regardless of ethnicity or national origin and spend time at LSE engaging in research examining the impact of “people quality” and behavior on the economies of Asian nations prioritizing, but not restricted to, India and Bangladesh.

Ultimately, the “Subir Chowdhury Fellow” is expected to successfully complete one publishable research paper during their stay and make a presentation at a seminar or lecture arranged by the Asia Research Centre.

The Fellowship has been awarded to the following individuals:

2014-15 Dr Saurabh Kumar
CUTS International
Click Here – For more information about Dr. Kumar’s work.
2013-14 Dr Srijit Mishra
Indira Gandhi Institute of Development Research
Click Here – For more information about Dr Mishra’s work.
2012-13 Dr Mrutuyanjaya Sahu
Jawaharlal Nehru University
Click Here – For more information about Dr Sahu’s work.
2011-2012 Dr. Vanishree Joseph
Indira Gandhi National Open University
Click Here – For more information about Dr. Joseph’s work.
2010-2011 Dr. Rahul Hiremath
Walchand Institute of Technology and Birla Institute of Technology & Science
Click Here – For more information about Dr. Hiremath’s work.

Click Here for more information regarding The Subir Chowdhury Fellowship on Quality and Economics at the London School of Economics (LSE).


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Quality is Everyone’s Business

The word "Quality" should mean more than a management tool that measures output of a company - and it can, if only we tap into the power of people to do the best that they can do – all of the time. Rather than see quality as a management process, I see it as a lifestyle choice - an underlying motive to work toward personal excellence.

Four Cornerstones for Change

Do you want to change your organization - to transform the rank and file members so that they WANT to achieve true Quality? Of course you do - who doesn't.

Activate the Revolution

In some respects, the old way of managing the quality process is part of the problem. Perhaps it is more accurate to say that the old approach to management has become problematic. When we manage quality, we are addressing problems as we become aware of them. But by then we are already behind; we're reacting and not 'proacting' - we're most definitely failing to prevent anything.

What do you do with a toothpick?

Think about the last time you picked up a piece of trash on the sidewalk, helped your neighbor without being asked, or thanked a co-worker for critical but necessary feedback. These are all small actions, but again, the sum is more powerful than the individual actions.