How to Sell Quality

Qimpro Consultants was established in 1987, as the first dedicated Quality Consultancy firm in India. We represented the Juran Institute, in an era of ‘licence raj’, in India. For two years no organization showed any interest in ‘quality’. The response was that even our ‘seconds’ have a pent up demand – steel, garments, auto spare parts, etc. It was a very frustrating phase for Qimpro.

At an annual review meeting of the International Representatives in Paris, Dr J M Juran offered a very precise recommendation: SPEAK THE LANGUAGE OF MANAGEMENT – Money! He advised me to assess a potential client’s company-wide Cost Of Poor Quality (COPQ); and offer to halve it in two years!! Without capital investment!!! The COPQ at our first client, Tata Steel, was estimated to be 30% of total costs in 1989. Tata Steel went on to become the lowest cost steel producer in the world.

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Quality in other walks of life…

We tend to think of “quality” only in the context of manufactured goods, and to an extent in commercial services delivered.

Can you think of “quality” in other walks of life? Say, healthcare? And education? Also government?

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Leadership and Climate Change

(Published in Business India, 19 Feb 2012 Issue)

Climate change has become a significant agenda for both the government and the corporate sector in the present decade. Climate affects all of us ? and the recent forecasts on the worsening global weather conditions (climate change) and their potential to unleash unprecedented catastrophes is a significant cause for concern.  Drastic climate changes can be disastrous for the delicate balance of our planet and impact everything around us ? our livelihoods, our businesses and more importantly, our chances to continue existing in this world.

Natural forces aside, industrialization has been the key agent for climate change. The rapid expansion in industrial activity in the past 200 years has dealt a significant dent to the natural order of the elements that help maintain the Earth’s delicate balance. With industrialization, our planet has progressively become warmer and wetter, causing a range of unprecedented climatic conditions.

Today, the extent of the damage has become significant enough to elicit an urgent response from leaders across governments and industry. Business leaders today need to be cognizant of the moral, economic and social implications of not just the way they manage their business but also the way it impacts our world.  They need to realize that state of our climate is essentially a function of the quality of relationship that we have had with our environment, energy resources and other natural sources.

While governments, interest groups and industry lobbies are aware of the looming crisis, they largely continue to battle over who needs to take the responsibility and ultimately drive the tough measures needed to combat climate change. However, a few organizations and leaders have emerged to the forefront, leading the way with initiatives that help protect our environment and restore our depleted natural resources.

read more »

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Quality in India: Looking Back. Looking Forward.

In the days when historians assumed that history began with Greece, the Greek historian Herodotus recorded the first known reference to cotton grown in India.  “Certain wild trees bear wool instead of fruit, which in beauty and quality excels that of sheep; and the Indians make their clothing from these trees”.

Arab travelers in Ninth Century India reported that “In this country they make garments of such extraordinary perfection that nowhere else is their like to be seen …. sewed and woven to such a degree of fineness, they may be drawn through a ring of moderate size”. But weaving was only one of the many handicrafts of India.  Europe looked up to Indian expertise in almost every line of manufacture: wood-work, metal-work, bleaching, dyeing, tanning, soap-making, glass-blowing, gun powder, fireworks and cement.  Much of the gold used in the fifth century BC, came from India.

Ashoka’s famous many-pillared hall in his palace at Pataliputra was partly dug out by archeologists about a century ago. Dr Spooner, of the Archaeological Department of India, in his official report, stated that this was “in an almost incredible state of preservation; the logs which formed it being as smooth and perfect as the day they were laid, more than two thousand years ago”.  He further added that the “marvellous preservation of the ancient wood, whose edges were so perfect that the very lines of jointure were indistinguishable, evoked admiration of all those who witnessed the experiment.  The whole was built with a precision and reasoned care that could not possibly be excelled today……. In short, the construction was an absolute perfection of such work.”

The art of tempering and casting iron developed in India long before its known appearance in Europe. Vikramaditya, for example, erected at Delhi (circa 380 AD) an iron pillar that stands untarnished after sixteen centuries.  The quality of metal, or manner of treatment, which has preserved the pillar from rust or decay, is still a mystery to modern science.

Centuries later, the industrial revolution taught Europe to scale up manufacturing operations more economically, and the Indian industry faded into obscurity – being unable to stave off the competition.

The incredible growth of world-wide competition in the past fifty years – led at different times by the American, German, Japanese, Korean and Chinese companies – has shaken modern business to its very core.  The prime mover for the success of these companies has been reliability engineering and customer focused management. People around the world currently have access to the best possible products at continually decreasing relative costs.

What will it take for companies in India to work “faster, better, cheaper, and different” compared to companies in Korea and China?

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Linking Quality to Profits

To increase bottom-line profits as well as customer delight, it is vital that we kill the distinction between financial results and quality results.

Strategic business planning must accept quality as a primary business goal. Similarly, strategic quality planning must recognize financial results as a primary quality goal.

I believe the quality council should be an integral part of the business council. This will simplify the business and quality review process, as well as assure, at speed, quality and financial results.

What do you think?

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