Toyota,Honda,Ford,GM,Proton are now behaving abnormally ie.sporadic spike but now the word is “That’s Normal”.What the hell is normal when you recalled thousands,hundred thousands and million of cars due to defects of all sorts from the market!

Ramli still remember very well the Teachings of Dr.J.M.Juran who in his famous Chart showing Control & Improvement Levels have indicated that if our processes are not well managed or in control zone then we will faced abnormalities in our processes and definitely defects due to errors are happening.Errors can be from new employees who were not well trained to do their work well and as in the SOP.Errors can also be wrong instruction or orders given by Managers as to what need to be done accordingly.Errors are also due to machine sudden breakdown due to poor maintenance and checking.Errors can also be due to wrong materials supplied or does not follow the actual specifications as supplied by the many vendors like in the car assembly lines.

All these errors occuring in the processes will therefore lead to the “sporadic spike” as Dr.Juran defined it in his famous Control&Improvement Chart.Without a good Control or working in the Zone of Control status is difficult for Management to start doing “Breakthrough” or Improvement Projects!We can only Improve when we have great control of our processes and working within the SOP or specification limits of our processes.

Nowadays  as  Ramli have read in Bloomberg Businessweek Year in Review Edition Dec 20,2010 to Jan 2,2011 that highlight what they called the New Normal.According to the magazine “Pimco’s Bill Gross used this term in an investor letter.He wrote “growth is slower,profit margins are narrower,and asset returns are smaller than in the decades past” It’s a time of steadily high unemployment,slow moving credit and budget cuts.Normal, in this context,is the last thing anyone wants.President Obama also used this phrase where he fears of a slow growth,higher inequality “New Normal” on 60 Minutes on Nov7,2010.All year long,the notion of a New Normal of reduced expectations dominated the national debate about the economy and its future.

To Ramli’s thoughts as a New Normal term and defined in the  Way We Think of Quality,then New Normal can have many bad implications to our quality performance and thinking (Paradigm)

This is defined as like having high rate of unemployment is the New Normal,having lots of rejects in your factories is also a New Normal.Maybe thats why with all the recalls of cars on the road by the Automotive Giants like Toyota,Honda,Nissan,Ford,GM,Proton and others is no more like before a A Big Market Claim but more of a New Normal situation where every automobile manufacturer also does the same mistake and its OK to be in this kind of situation.If Dr.Juran or Dr.Deming,both MahaGurus of Quality are still living,they will “scream” and demand a Top Management Review of their Quality and Act Immediately to at least come back to the Control Zone and not allow themselves to be at the Out of Control Zone or Abnormality status.

qc n qi

Only the Best Quality Companies knows what is Control & Improvement is and they make sure they always go for many Breakthroughs because only with Breakthroughs can they perform better and better all the time to become the Best Performer and Reap The Harvest of  Great Sales and Satisfied Customers.

This thinking of the New Normal will certainly make us become Bad Performers in our Business because we know acknowledge or accept the fact that having recalls by the millions or hundred of thousands of cars is OK and a New Normal thing to do?Try having a defect aeroplane and then recall it from the market?See whether your airline co will want to buy from you again or even fly your aircrafts in the air?The Road to Bankruptcy maybe is following to the New Normal Paradigm when it should be a Great Problem that needs to be Control and Improve immediately!

As far as Quality is concerned,we aim for Zero Defects as our standard of performance and to get Customer Satisfaction we must Control & Improve all the time and reach the highest level of quality achievement or performance where being and having 100% Quality is Normal!

Contact Ramli for enquiries or training at Mobile:+6019-2537165 or email at ramlipromoter@yahoo.com

Before Malaysia spends Billions of Ringgit on projects like 10MP or ETP its best to build the right attitude (A) and good behaviours (B) plus correct skills (C) in her Rakyat!Otherwise we may hire Expats and Foreign Labour to do our work and we will never learn to do all that projects ourselves!Finally we become weak and other powers control us all the time!

Berdikari or being Self Reliant is Great!

We need to “stand on our own feet” and perform excellently ourselves!

Our knowledge and wisdom can enable us to know whats right for Malaysia and Malaysians.Some say why do all the manual work or sweat when we can hire lots of foreigners to work for us and they can also produce what we want?

Yes,its good to work smart but Malaysians must know what it takes to get things done ourselves especially when we cannot depend anymore on expats or cheap foreign labour or talent.

The construction of the Petronas Twin Towers (PTT) was done by the Japanese and Korean construction companies and many Malaysians were hired to work for these 2 giant world class construction companies.The PTT is now well known all over the world but Malaysia cannot be so proud to say we build them with “our own people,hands and sweat” but we hired foreigners to help build for us the PTT same also like the Penang Bridge etc…

Malaysia need to Build Quality People to help unleashed her hidden talents and also discovering all the infinite possibilities that Malaysians can perform to the best!Who’s responsibility are these ?

Ramli learned also that we need to possess these 3 Consciousness if we want to build a Quality Malaysia.What are these 3 Conciousness?

1.Quality Consciousness

2.Problem Consciousness

3.Improvement Consciousness

If only all Malaysians possess these 3 Consciousness and become a habit of doing things everyday then Malaysia have no problems to proceed with all the 10MP and ETP,GTP etc…because the basic requirements of getting things done are met or realized ie.Right Attitude,Good Behaviours and Correct Skills are there and all the investments will not be wasted,have great errors and uncompleted projects or not met to budget or targets!

Revolusi Mental atau Minda sangat perlu dan kemudian di teruskan dengan Revolusi Aksi untuk mencapai kegemilangan atau hasil (outcome yang terbaik)

Tanpa aksi tiada hasil!

 

Contact Ramli at hp:+6019-2537165 or emailed at:  ramlipromoter@yahoo.com

 

 

3 Consciousness that can help YOU & YOUR People plus Company become World Class-Quality Conscious,Problem Conscious and Improvement Conscious!These are the basics,you need to do more …

When Ramli was working with Matsushita,Malaysia his MD once informed Ramli that to become a good quality man or manager,you need at least 5 years of study and training on the job.

At first Ramli dont want to accept that advice by Mr.Kenji Kato my MD but as the years passed by,Ramli realized Mr.Kato have great wisdom and foresight with that statement.Yes,you need at least 5 years of passion,dedication,sacrifices and lots of learning to become a Good Quality Manager or Staff.

Ramli liked to share with YOU especially the Gen Y employees of Managerial and Staff ranks that one of the learning points in corporate life as well as having that great knowledge about business and all those tools and techniques to make business prosper is these 3 consciousness:

1.Quality Conscious

If you are quality conscious all the time then your work will be of high standards and output will be excellent.Quality input create quality output!

Being quality minded helps you to do your job right the first time and everytime.If you are an aeroplane pilot,you must ensure 100% quality flight both the personnel on board and the plane.So,it is important we check all our system right and all the time.Nobody wants to fly an aeroplane that is not sure of her safe flying and landing!

Next,

2.Problem Conscious

We must always have this mindset of problem conscious so that every process or work is free of problems.If we detect problems then we must resolve that problem as soon as possible.Managers are hired not just to make the process right but also to solve problems along the way.

When we have problem consciousness,we always want to make our workplace the best like in terms of QCDSME.That means quality,cost,delivery,safety,morale and environment.We want to ensure all these factors are problem free and functioning with great results

then,we have

3.Improvement Conscious

Here it means,we must always seek for “Breakthroughs” as what Dr.JM Juran taught many Top Mgmt around the world.Only with breakthroughs can we see new “zone of controls” or areas of improvement!

Our speed of work and productivity have improved dramatically and drastically due to this mindset and actions for improvement.When there are no improvement then it means we are at our normal zone of control,no change,no new areas of growth or changes made.

Everyone now wants to get things faster,cheaper,better,safer,cleaner and happier so we must IMPROVE always!

For more on these factors,please contact Ramli for Trainings and Workshops for your Managers and Staff.Contact Ramli at hp:+6019-2537165 or emailed at : ramlipromoter@yahoo.com

Employee Engagement -The Best Way to get Ideas and Help Save YOUR Company!Read this article…

Employee Engagement: What Happens When We Get Turned On

Author: Peter Hunter
Posted: 06/01/2010  12:00:00 AM EDT

Tags:   employee engagement | management | Peter Hunter | Tech | Talent Management

The new management buzzword appears to be “Engagement,” and like most management buzzwords there are many worthy people sitting down to educate the rest of us about what engagement is.

What is odd though is that while everybody seems very keen to tell us what it is or how to measure it, nobody appears to know what to do to produce it.

Perhaps the easiest thing to do is to look first at what managers do to their workforces that prevents them from engaging.

They tell people what to do, they don’t listen to their workforce, they don’t recognize what they do and they don’t support them.

Bob Nelson, the author of Keeping Up In A Down Economy, says that he is convinced that each employee has one $50,000 idea and that it is the job of the manager to engage the employee to find this idea.

Experience suggests that searching for that one idea worth $50,000 is a very one dimensional way of looking at the value of employee engagement.

We have found that the ideas of each employee are worth way more than $50,000 but finding them is not a search for a single big idea, it is instead the result of creating the environment that allows a continuous flow of ideas from the workforce.

On a drilling rig in the North Sea, which had been operating for 25 years, there was no record of any ideas having been implemented as a result of input from the drilling crew.

None at all!

In a single year the emphasis of management changed from telling the drilling crews what to do, to asking them what they needed to do their jobs better. A transformation from “Directive” to “Consultative” management.

During that year, 403 ideas were collected from a workforce of 50 men.

That is only eight ideas per man.

The way those ideas were collected and how they were used was the change that allowed the crews to engage.

Of the ideas collected fifty percent were implemented and of those a further fifty percent, (twenty five percent of the total collected) could be said to add a measurable financial value to the operation, the remainder being safety related.

The value added of these one hundred ideas for that year was approximately $5.7 Million. That means the average value of each idea was nearly $58,000 or a value added of $144,000 for each member of the crew.

The ideas collected that year included some big hitters as Bob Nelson suggested, but in general the value was added by the cumulative effect of many small ideas that came from a transformation in the way that the crew felt about what they did.

They had become engaged.

Learn the Basics of Mgmt (again) before YOU “think out of the box” or “all over the box” or “no box at all”

Every CEO or Business Owner wants to ensure their business goes well and make profits while making all the customers and employees happy including all the shareholders etc…

Before you start a business you must know lots of things about your business and all the A to Z of making sure the business will survive and make profits.

You must also be a knowledgeable person with all the book smart and street smart thinking so that even a crook cannot trick you!You must know when to say yes and no and when to take the right actions to get the right results at the right moment in time.Its not that easyactually and many a times people make mistakes and some very “painful and hurt the pockets” of their own and their investors.

Like what Ramli have read in one of the issue of the World’s Top Selling Business Magazine like the Economist,businesses must know and understand the Basics of Good Mgmt especially when there is a sudden Financial Crisis and many Top Cos and not so Top Cos gone bankcrupt and thousands of workers have to be terminated and some with their VSSs’ packages.All these are because of Poor Mgmt Results or Performances and it looks impossible to sustain the business or keep it alive any longer than what everyone wanted to do or wish to do!

So,what then is Good Basic Mgmt?

As indicated by some experts:

1.Being Honest

2.Being Frugal

3.Being Trustworthy

are the main focus.Companies even being the Top 500 Biggest Companies of the World if they do not focus on these 3 important Mgmt Ideals then they too can fall (and some really did fall very bad and no more on the corporate maps)

If Chairmen and CEOs are not honest and being at NO.1 in the co,they can create lots of disruptions like corrupt practices,abrupt decisions,poor performances and finally bankcrupt their companies when there’s no more cash to sustain their operations or losses being hidden “under the carpets” and there was no “whistle blowers” to tell the real true story..maybe until 5 or 10 years later…

It is not so difficult to teach or train our People on subjects like Being Honest,Frugal and Trustful..is it?Maybe the answer is yes and no!

Yes,if when the No.1 “walk his talk and talk his walk” and no when it is done vice versa ie.does not mean anything as far as his talk and his walk…only bluffing….

Maybe you can say a person that speaks well or can market things very well have this ability to deceive and cheat people if they play the negative ways BUT if they are people with Great Humility and Personality then they will bring great progress,great performance and results to their companies concerned.

The other important attributes that Ramli wants to highlight on this Basics of Mgmt is being:

1.QUALITY CONSCIOUS

2.PROBLEM CONSCIOUS

3.IMPROVEMENT CONSCIOUS

In Japan many decades ago these 3 attributes were the main learning points for their QCCircles (QCCs’) and everyone in the QCC including the TQC Heads must understand this 3 attributes towards creating a Quality Company that prosper and satisfy her customers all the time.

If our people are not Quality Conscious then problems are not noticed and improvements will never be made !

Only when People are Quality Conscious will they then want to see that there maybe problems lurking around the corners of their businesses and if they find problems then they must find ways to solve the problems and improve the process so that they become  “fool proof” where it is almost like Zero Defects or Zero Errors processes in placed.

So,these 3 attributes of being Quality,Problem and Improvement Consciousness are also the main learning that we must always inculcate or indoctrine our People so that these Basics of Mgmt are understood so well all the time and in full (meaning not just 30%,60% but 100% all the time)

So,before we take the “super bullet train” we must know first what a Train Ride is all about and not missing the stations or having lots of unhappy customers that actually do not want a super fast train since they enjoy better in a slower train that works 100% in full all the time then one that is new works less than 100% all the time and with great probability of errors happening..eg..too many electronics and too many processes that are macro and mini processes…so lots of control and checking processes..

Ramli hoped Top Mgmt will keep on emphasising the learning of Good Basics of Mgmt to their People and apply,review and improve them as times goes by rather than forget or ignore them as Important Subjects and pursue all the “Blue Oceans” when all blue,red,green or whatever color originate from the same ocean we all live all this while it is just we must know that all ocean have plenty of fish to eat and not pollute them or make them unsustainable or unliveable anymore…thats the basic problem,actually!

for more infos or need to communicate with Ramli please call hp:+6-019-2537165 or email: ramlipromoter@yahoo.com

More Reading for U :The Quality Movement vs Innovation Movement

The Quality Movement Vs. The Innovation Movement.

Posted by: Bruce Nussbaum on June 28,2006.

I talked with Gary Hamel the other day. He did a book, as I recall, with CK Prahalad years ago that developed the concept of “core competence” and he’s worked on innovation for many years. We talked about our personal experiences in trying to innovate within our own organizational cultures—how hard it is. And Hamel said something that stunned me. He said that it took 20 years for the Quality Movement to really take hold in Corporate America and that it would probably take 20 years for the Innovation Movement to do the same.

Wow. It makes sense. The father of quality, of course, was Dr. W. Edwards Demming, and he preached for a very long time before he was really heard. In fact, as I recall, Japanese companies first accepted Demmings teachings long before U.S. and European corporations.

Innovation is the new black among managers these days. Everyone talks about it. And many are starting to do the hard work to make it happen. But only a few realize that it may take an entire generation to make their corporations totally innovative, from the HR people to the scientists, from the engineers to the accountants. Google gets this, but then Google is a new company built from scratch. Most other companies are in the stage of building Innovation Gyms, tacking on innovation to their organizations. Some are going further by also doing workshops to change their culture and opening up and partnering up to bring in outside voices. But few realize just how hard it can be—or how long it will probably take. Do we have the time?

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Reader Comments

Rupa Chaturvedi

June 28, 2006 06:04 AM

I wonder if Google’s association with Innovation is hype or reality. Most of us get onto the hype bandwagon instantaneously withought realizing what the definition of innovation is in our and our customer’s context.

I see a lot of organizations listed in innovation lists and yet not very innovative in the basic experiences they provide to customers, employees, partners etc.

Is it just a “coolness” factor? How much thought do we really give as professionals, individuals, organizations and communities to making a difference, opening up our minds and make a change?

So how does one define innovation?

John Feland

June 28, 2006 06:22 AM

Bruce,

We don’t have time to wait and like the quality movement, many companies will fail before they mature their innovation cultures sufficiently. Others will survive with their old ways well beyond when everyone expects them to fail.

My feeling is that innovation will take longer to take hold than Quality. The Quality movement took off when they finally developed easily implemented quality metrics that actually could demonstrate not only the state of quality but also the impact that various initiatives had on quality. There is not yet an excepted suite of innovation metrics that provides the same organizational innovation health metric that the Quality Movement had.

Milton Friedman once said that all models are wrong but some models are useful. We have yet to find the really useful innovation metrics. People have been touting things such as patent measures (horribly lagging indicators and even then not useful) or % of sales from new products (near impossible to separate the impact of innovation initiatives from other influences such as market dynamics or [goosh] quality issues).

What we need are process measures as well as product measures. But these measures should not have undo impact on the process at hand. As you well know innovation is a messy business. Measuring it is also messy…

Cheers,

John

Georges de Wailly

June 28, 2006 09:24 AM

Dream is the spark of innovation

Innovation is by essence something new. The big problem is that recruitment refers to records and evidences. So, a person working in a company has been recruited on criteria based on his/her past.
The second point is how to measure a person’s innovative potential? The first thing asked to an employee is to comply with the rules.
It is the same with children in school. I have seen several times teachers blaming children because they were dreaming. Those teachers could not understand at all this attitude.
The little dreamers do not comply with the system regulations so they must be punished.
The result is that children are highly innovative. You just have to look how they are playing. But only a few percentage of adults have a spatial vision, it means the ability to imagine themselves in a self constructed world.
Shoud we consider that detecting these persons is a key to create innovative staffs?

Mike Reardon

June 28, 2006 06:38 PM

IBM is fully in the business of innovation application, and if you want metrics on the return on investment, they and the ten other innovation service providers like SAP, or EDS. Can give a complete view of what can be gained from outside innovation of your business process.

http://www-306.ibm.com/e-business/ondemand/us/innovation/index.shtml?P_Campaign=106AW02W&P_Site=S187&P_Creative=U1IH00L0

This site above looks to cute to be the place to look for real business offerings. But I would think most business innovation, will be generated from outside partnerships with firms, specializing in transformational innovative processes that are introduced as standard business plans.

Mihail Molin

June 29, 2006 01:45 PM

Innovation is a new understanding of the Rules of Nature. So it’s always in opposition with traditional views. But otherwise we didn’t sail for big distances using the force of wind (and we haven’t sailed to America and united the world) and don’t fly by planes like birds now. And, for my own example, the ergonomics (the study of the relationship between workers and their environment, esp. the equipment they use. Also called: biotechnology – Collins) of mobile devices where I’m working dictate one of such rules – the optimal width of the communication device for *typing on it like on a standard keyboard* is equal to the width of three fingers (beginning from the index finger and at the level of the fingertips) of an average man’s hand and no surprise that it is also corresponding to the width of the three keys of a standard keyboard – 54 mm. And the spaces between keys allow to add only one, the fourth column of keys so the ring finger is responsible for the two columns of keys. It’s like in the ten-finger method when you put the index finger on J key at the start. That was the base for creating my project – Compact QWERTY Keyboard – http://geocities.com/gene_technics

Andy Summers

July 10, 2006 03:39 PM

I think the forces pushing innovation are different than those that championed quality. Innovation comes from your employees; innovative people will seek out organizations that embrace their creativity and innovation. People are banging on Google’s door solely for the promise they will be working on innovative products in an environment that nurtures and rewards innovative thinking, and will bypass any organization that does not offer a similar reward. If companies fail to embrace this, they will lose the innovators they have and fail to get any new creative people in the door. They cannot wait 20 years because the talent pool will not support it.

Evidence of this is being played out in the Web 2.0 space. You can argue about which Web 2.0 players will last, how their model fits the enterprise, etc., but you would be missing the point. The theme of these new applications is collaboration, personal networks, individually modifiable applications and cyber spaces, etc. Those who embrace these new technologies are likely the same people you would want in your organization as innovators. More importantly, they are also your current and future customers., and will begin to demand similar innovation is other services and products. Quality is all about output, but innovation is about input.

madhan

February 19, 2007 04:06 AM

can you please provide me information about quality movement in India,Taiwan,Korea,Iran,Thailand

niema – hafiz elmosawi

November 1, 2008 07:17 PM
thank you
i hope for you agood time in your work and life – please you can send me any peaper for (innovation- quality – productivity ) thank you again –

Anneloes Cordia

November 11, 2008 10:00 AM

In my new publication I state that without innovations no improvements can be made in productivity and business performances. The competitive advantage is dependent on the fulfilment of the customer’s requirements without the expenditure of more capital or labour. The evolution both for innovation and quality management point to added value management. This publication “Innovation Management Practice Handbook; Guide for process set-up in accordance to ISO 9001: 2000 and Design for Lean Six Sigma” can be downloaded at http://www.productrealisatie.nl/productrealisatie.gb/Boeken.html

Congratulations to Datuk Seri Idris Jala -Malaysia’s New Minister and CEO of Performance Mgmt & Delivery Unit (Pemandu)

The latest news about the recent appointment of Datuk Seri Idris Jala as stated above is good news for Malaysia.
Why ?
Idris Jala is a Good Leader as explained by Jim Collins in his book “Good to Great” he said a Great Leader have Professional Will and Great Humility….This is a Level 5 Performance in the Executive Leadership Level 5 Hierarchy Table …
Ramli have personally met and talked to Datuk Seri and Ramli noticed the special qualities in him immediately…so kind,willing to share his thoughts and skills plus very humble with caring attitude..
Datuk Seri personally presented to me the 2 Malaysian Airlines Guidebook on the BTP1 and BTP2 with his memorable signatures on each of the books.Thank You Datuk Seri.
Lets hope Datuk Seri can do his “magic performance” again and like MAS efforts of the 5 Star Value Carrier,now to make Malaysia a World Class Nation with World Class Performances.Inshallah.
Hope to be of service to Datuk Seri with Ramli’s Action Revolution (Revolusi Aksi) methodology and World Class Performance approaches…see this blog for Ramli’s works….
Call Ramli at hp:019-2537165 or email: ramlipromoter@yahoo.com