The Quality Brilliance Thru’ Brilliant People
Wipro Technologies Ltd
Rayat Institute of Engineering & Information Technology, Railmajra
November 2, 2009
Quality World, Vol. 4, No. 2, February 2007
Invariably, the Quality of output is directly dependent upon that of the participating constituents, some of which are sustainably and effectively controlled while others are fluid. The latter category of participating elements are as complex as a possible interaction, as if between the Head and Heart of people. If one is nurtured in one direction, the other resists.
So, while ‘People’ remain a critical, yet inevitable input (in even a fully automated process), they are as ubiquitous in control as TQM (Total Quality Management) could be. Hence it may be understandable as to why higher sophistication of automated processes renders more difficulty into managing people too? While industrial sophistication is proportional to the complexity of the processes, the role of people who must govern those processes becomes all the more vital. When one adjusts with the trend of first part of the industrial development... that of continual advancement, and consequently an increase in complexity; the second requirement of improving the Quality of people tends to overtake the first imperative. Truly, the requirements regarding their improving of 'peoples’ excellence' takes a front seat today, vis-a-vis the attempts on improving the Competency and/or Quality attributes. It is because 'People' are the primary growth paths and/or the communicating channels of the organization.
One can summarise by saying that the people are like resources whose combined ‘Aura’ causes a brilliance which has big a potential as that of Brilliance of the sun. Though the sun is there at limited hours, yet people are ever there, Omnipresent, to contribute to improvements; continually.
Number of Pages in PDF File: 10
Keywords: Change, Culture, Excellence, Six Sigma, PDCA, quality improvement
JEL Classification: D29,D78, H80Accepted Paper Series
Date posted: November 3, 2009 ; Last revised: November 9, 2009
© 2014 Social Science Electronic Publishing, Inc. All Rights Reserved.
This page was processed by apollo6 in 0.485 seconds