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Notes to Myself

Month

June 2016

Mission vs Slogan

quote-unless-commitment-is-made-there-are-only-promises-and-hopes-but-no-plans-peter-drucker-53244

Unless commitment is made, there are only promises and hopes; but no plans

– Peter F. Drucker


This quote by Drucker reminded me of what our Economics Professor had said in class:

Difference between a mission (or a programme) and a slogan is the committment of resources.
A mission is backed by necessary resources (budget, people, time etc). Without resources a mission just remains a slogan.

The discussion was around Modi Govt initiatives such as Namami Gange (River Ganga Clean-up project) and Smart City.

Ganga Clean-up project was allocated budget of Rs 2037 Crore in the first year (and a separate ministry).
Smart City project (with huge mandate of developing 100 “smart cities” in India) was allocated budget of only Rs 100 Crore in the first year (and no separate ministry/governance structure).

The same about Swachchha Bharat and few other schemes.

It’s a different story that in spite of budget allocation and commitment the Ganga Clean-up project has not moved at all. Ganga is as dirty (and hence sacred?) as it ever was.

So, as Drucker said, what we have for now are only promises and hopes…

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पंढरपूरची पालखी…आणि मुंबई चे डबेवाले

आज पंढरपूर ची पालखी पुण्यात…
Still remember when the IIM-A Prof talked extensively about Palkhi – Varkari (वारकरी) culture in HRMS class in connection with the case study of Mumbai Dubbawala. He explained the connection between the two beautifully and brought out points which I had never thought about…it was a great learning experience!
More on that soon…

Quality Gurus and their Key Contributions

Quality Gurus and their Key Contributions

Philip Crosby:

 The Four Absolutes of Quality Management:

  •  Quality is conformance to requirements
  • Quality prevention is preferable to quality inspection
  • Zero defects is the quality performance standard
  • Quality is measured in monetary terms – the price of non-conformance

14 Steps to Quality Improvement:

  1. Management is committed to quality – and this is clear to all
  2. Create quality improvement teams – with (senior) representatives from all departments.
  3. Measure processes to determine current and potential quality issues.
  4. Calculate the cost of (poor) quality
  5. Raise quality awareness of all employees
  6. Take action to correct quality issues
  7. Monitor progress of quality improvement – establish a zero defects committee.
  8. Train employees in quality improvement
  9. Hold “zero defects” days
  10. Encourage employees to create their own quality improvement goals
  11. Encourage employee communication with management about obstacles to quality
  12. Recognize participants’ effort
  13. Create quality councils
  14. Do it all over again – quality improvement does not end

Dr. Edwards Deming

Deming’s Fourteen Obligations of Top Management

  1. Create constancy of purpose for improvement of product and service. Allocate resources to provide for long range needs rather than only short term profitability
  2. Adopt the new philosophy. We can no longer live with commonly accepted levels of delays, mistakes, defective materials, and defective workmanship.
  3. Cease dependency on mass inspection to achieve quality. Quality is achieved by building quality into the product in the first place.
  4. End the practice of awarding business on the basis of price tag alone. The aim is to minimize total cost, not merely initial cost. Establish long term relationship with suppliers to develop loyalty and trust.
  5. Improve constantly and forever every process for planning, production, and service. It is management’s job to work continually on improving total system.
  6. Institute training on the job for all, including management, to make better use of every employee. New skills are required to keep up with changes in products and processes.
  7. Adopt and institute leadership aimed at helping people do a better job. Management must ensure that immediate action taken on issues that are detrimental to quality.
  8. Drive out fear so that everybody may work effectively and more productively for the company.
  9. Break down barriers between departments and staff areas. Everyone must work together to tackle problems that may be encountered with products or service.
  10. Eliminate slogans and exhortations for the work force as they create adversarial relationships. Also, bulk of the causes of low quality & productivity belong to the system and lie beyond the power of the work force.
  11. Eliminate arbitrary numerical targets for the workforce and management. Substitute aids and helpful leadership in order to achieve continual improvement.
  12. Remove barriers that rob people of pride of workmanship. This includes the annual appraisal of performance and Management by Objective.
  13. Encourage education. Institute a vigorous program of education and self-improvement for everyone
  14. Clearly define top management’s permanent commitment to ever improving quality and productivity. Put everybody in the company to work to accomplish the transformation. Support is not enough, action is required.

 Dr. Armand Feigenbaum

  • Developed Total Quality Control (TQC) philosophy
  • Quote: “Quality is everybody’s job, but because it is everybody’s job, it can become nobody’s job without the proper leadership and organization.”

Steps to quality:

  • Quality leadership
  • Modern quality technology
  • Organizational commitment

Dr. Kaoru Ishikawa

  • Known as father of Japanese quality control effort
  • Established concept of Company Wide Quality Control (CWQC) – participation from the top to the bottom of an organization and from the start to the finish of the product life cycle
  • Started Quality Circles – bottom up approach – members from within the department and solve problems on a continuous basis
  • The fishbone diagram is also called Ishikawa diagram in his honor
  • Introduced concept that the next process is your customer

Dr. Joseph Juran

Juran’s Quality Trilogy (compared to financial management):

  • Quality planning (financial budgeting) – create process that will enable one to meet the desired goals
  • Quality control (cost control) – monitor and adjust the process
  • Quality improvement (profit improvement) – move the process to a better and improved state of control through projects

Key points of Juran’s approach to quality improvement:

  • Create awareness of the need for quality improvement
  • Make quality improvement everyone’s job
  • Create infrastructure for quality improvement
  • Train the organization in quality improvement techniques
  • Review progress towards quality improvement regularly
  • Recognize winning teams
  • Institutionalize quality improvement by including quality
  • Concentration on both external and internal customers

Dr. Walter Shewhart

  •  Shewhart’s control charts are widely used to monitor processes. Problems are framed in terms of special cause (assignable cause) and common cause (chance-cause).
  • The Shewhart Cycle – PDCA Problem Solving Process:
  • Plan – what changes are desirable? What data is needed?
  • Do – carry out the change or test decided upon
  • Check – observe the effects of the change or the test
  • Act – what we learned from the change should lead to improvement or activity
  • Referred to as the “Father of Statistical Quality Control”

Dr. Genichi Taguchi

  • The lack of quality should be measured as function of deviation from the nominal value of the quality characteristic. Thus, quality is best achieved by minimizing the deviation from target (minimizing variation).
  • Quality should be designed into the product and not inspected into it. The product should be so designed that it is immune to causes of variation.

Taguchi recommends a three-stage design process:

System Design (Stage 1):

  • development of a basic functional prototype design
  • determination of materials, parts and assembly system
  • determination of the manufacturing process involved

Parameter Design (Stage 2):

  • selecting the nominals of the system by running statistically planned experiments (DFSS/DOE)

Tolerance Design (Stage 3):

  • deals with tightening tolerances and upgrading materials

(From Linkedin Post)

My new research :-)

My new research:

People who cannot distinguish between “loose” and “lose” also confuse between “career” and “carrier”.

I am willing to bet my entire fortune on this!

If you prove my research wrong I will loose bet and end my carrier… I promise!

मराठी v Nod

‪#‎धचामा_2015‬

मूळ मेसेज असा होता –
बाजीराव मस्तानी
“चित्रपट पाहू नये”

आनंदीबाईनी तो असा फॉरवर्ड केला

“चित्रपट पाहून ये”

… चित्रपट हिट झाला 😎😎😎


शास्त्रज्ञांनी हे सिद्ध केलेय

की जगात……..

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.
१५७२३४४८९३ लोकं
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.
,
,
,
,
,
,
,
,
एवढे आळशी आहेत की
त्यांनी आतासुद्धा वर दिलेली
संख्या वाचली नसणार.


एकदा निखिल वागळे आजचा सवाल संपवुन घरी येतात. घरातले वातावरण गरम दिसते.

श्रीमती रागावलेल्या असतात.

श्रीमती : रोज रात्री 12 , 1 वाजतात यायला तुम्हाला, घराची तर काही काळजीच नाही. जेव्हा बघावं तेव्हा हातवारे करत बातम्या देता. रात्री झोपेत सुद्धा भाई एक मिनिट थांबा, चांदोरकर पूर्ण करा, अण्णा बोला बोला, मेधा ताई याच उत्तर द्या अशी नावं घेता.
स्वतः झोपत नाहीच, मलाही झोपु देत नाही.

वागळे(हातवारे करत) – काय मागण्या आहेत आपल्या? यावर आपणाला शांततेच्या मार्गाने
उपाय काढता येणार नाही का ?

श्रीमती – मलाही वाटतं,
तुम्ही कधी तरी प्रेमाचे 2 शब्द बोलावे माझ्याशी,
एखादी छानशी चारोळी लिहावी माझ्यासाठी,
पण तुमचं आपलं फक्त आँफिस आणि बातम्या हं हं हअअअअअअ

वागळे – ठीके, अहो तुम्ही रडु नका. यावर उपाय आहे. मला उत्तर देऊ द्या. हे माझं घर आहे मला बोलु द्या. उत्तर देण्यापूर्वी आपण घेउया एक ब्रेक.
ब्रेकवर जाण्यापुर्वी माझा प्रश्न पहा..
“घरातील लोकांना मि वेळ देत नाही हा आरोप योग्य आहे का ?”

होय म्हणतात 99 टक्के लोक…

जनता श्रीमतीच्या बाजुने आहे.

ब्रेकवर जाण्यापूर्वी माझे उत्तर देखील ऐका,

श्रीमतीजींसाठी एक चारोळी –
“तेरे प्यार में लिखे मैने हजारो खत,
तेरे प्यार में लिखे मैने हजारो खत,
अचूक बातमी ठाम मत,
पहा फक्त आयबीएन लोकमत.!!”


 

 

पाणीप्रश्नावर पुणेरी प्रतिक्रिया

अर्धा जून संपला तरी पुण्यात पावसाचा पत्ता नाही. मुसळधार तर दूरच, “कुसळधार” पाऊस ही झाला नाहीये.
विरोधी पक्षाच्या एका मा. नेत्यानी पाणी समस्येवर (त्यांच्या शब्दात: शमश्येवर) “धरणं धरावं” असं सुचवलं; त्यावर तितक्याच माननीय नेत्यानी – पण धरणातच पाणी नाही, तर धरणं काय धरणार? – असा व्यावहारीक प्रश्न करून तो विचार फेटाळला.
सध्याच्या सरकारचा यज्ञ वगैरे वर गाढ विश्वास असल्यामुळे एका नेत्यांनी पर्जन्यवृष्टी यज्ञ करावा अशी सुचना केली. पक्षप्रवक्ते नेत्यांना यज्ञ वगैरे मध्ये गती कमी असल्या मुळे त्यांनी गडबडीत “पर्जन्यवृष्टी” ऐवजी “पुत्रकामेष्टी” यज्ञ करणार… असे जाहीर केले. सरकारी खर्चानी “पुत्रकामेष्टी” का या प्रश्नाचे उत्तर त्यांना देता आले नाही. असो.
दर वर्षी प्रमाणे महापालिकेची “पावसाळी कामे” पूर्ण झाली आहेत. म्हणजे ३५% च पूर्ण झाली आहेत. पण ३५% म्हणजे पास – अशी पालिका अधिकाऱ्यांची ठाम समजूत असल्यामुळे त्यांच्या मते “कामे पूर्ण” झाली आहेत.
तर आता वरुणदेवानी वरून कृपा करावी आणि पाणी-शमश्या सोडवावी ही कळकळीची विनंती…

The Humor of W Edwards Deming

Watched this video on W Edwards Deming…this man reminds me of Charlie Munger…another person with tremendous wit and wisdom!

Check this Charlie Munger video too!

 

 

On Segmentation and Caste/Religion etc

Market Segmentation is a way to deliver value. If you manufacture a Rs. 3000 mobile or a Rs. 50,000 mobile you cannot sell it to the entire population. There is no single product or a service (or anything) that suits all. So you create market segments, so that you can identify your “addressable market”. You avoid misdirected effort and increase returns for your effort – at the same time you offer something targeted at and suitable for that particular market segment.

The same is true about Caste. Caste in society is equivalent to segmentation in the market. What you use it for is individual’s choice. But you cannot cater to entire population without creating smaller, manageable segments.

If government wants to do some good for everybody in the country, you cannot target entire population in 1 go. The needs, expectations and suitability is different. So you need to “segment” population. Create small constituency of beneficiaries. There are several ways to do so. One could be Caste. Division of labor was the primary reason why caste came into existence and remained relevant. However in the modern era we do not need caste for division of labor because anybody can and should take up any profession where he/she can contribute or where his or her relative competitive advantage lies.

The caste may get redundant, by lay/force or by evolution of society; but it would get replaced by some other form of “segmentation” – based on income levels, education levels, lifestyle, or some other factors. But “caste” in the sense of “segmentation” is indispensable.

 

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