Fuse Knowledge to Power


Architects are concerned with flows. When designing a building, their paramount considerations are how occupants will move in it and how light and air will circulate around it. Equally important for organizational architects is how information, know-how, decisions, and careers will flow in the structure being shaped.

When the work of the corporation was primarily the organizing of manual labor, markets were local and slow to change, and the knowledge base upon which competitive success depended was stable, a unitary hierarchy of manager atop manager made a lot of sense. The information needed to run the business was limited and could be easily channeled in one upward or downward flow. Workers did the work, and managers did the thinking.

But this is a reality that has disappeared from most industries. Markets are dimensioned globally, rules change faster than some competitors can master them, and brainpower counts for much more than brawn. Most organizations, though, remain keyed to the old realities. Few hierarchies have even kept up with the need to build in change by linking each of their limited number of levels with the time horizons of greatest importance to the company.

A more serious problem, though, is the lack of rethinking about how a business needs to organize its intellectual capital, its knowledge workers. It is ironic, and wasteful, that while “knowledge workers” (technical professionals and other holders of graduate or postgraduate degrees) are making up an increasing proportion of the work force in many industries, the organization structures in which they work remain more the products of Industrial Revolution than of the information age.

Knowledge, especially which can affect the company’s future competitiveness, used to be confined to the research and development lab or to the strategic planning department. Now, as information systems-driven service industries assume a larger share of many economies, knowledge about the capabilities that provide competitive advantage is much more widely dispersed than was ever necessary in traditional manufacturing companies. No single information channel can contain it all. And even traditional product makers are changing. Fewer manufacturing jobs are directly involved in making something; more are concerned with planning what to make, how to make it, and how to keep customers happy after the product has been purchased. The intellectual demands on front-line workers have increased tremendously. The narrowly skilled assembly jobs have been replaced by the more knowledge-intensive positions of the factory automation technician.

Requirements for more intellectual value added have escalated up many organization hierarchies. Networked data bases, expert systems, and almost never-ending flow of new personal computer software have significantly expanded the scope and the nature of the contribution possible from many mid-level employees. This is not an unmitigated blessing, though. It has also seriously polluted the management role in many companies, making many into high-level doers instead of managers, increasing the role’s fragmentation, and making it brittle rather than strong and load-bearing.

This situation will only worsen as economic pressures lead to increased management delayering. Companies with eight to ten tiers of management will find it necessary to organize around four or five. The number of subordinates per manager will have to sharply increase. Middle managers will find themselves with less and less time to master these new white-collar productivity enhancers and to make the intellectual contribution their businesses increasingly need.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

Principles of Quality Management


Vision-based:

  • Vision will give a sense of direction.
  • Vision will motivate human resource.
  • Vision will help the organization to stay focused.
  • Without vision an organization will fail.
  • Absence of vision will lead to confusion.

 Customer-focused:

  • Open economy has given away monopoly. It is buyer’s market which is in existence now.
  • Without customers no business can exist.
  • Internal customer orientation will improve productivity.
  • One dissatisfied customer can create havoc by unprecedented actions.
  • Retention of customer is the key issue in business.

 Prevention oriented:

  • Prevention is better than cure is a well acknowledged phrase.
  • Prevention orientation will take one nearer to ‘Zero Defects’ status.
  • Foolproof prevention techniques such as ‘Poka Yoka’ are available.
  • Corrective approach calls for costly monitoring mechanism.
  • Correction does not stop recurrence.

 Scientifically approached:

  • Scientific methods are based on fundamental or derived laws of mathematics and science and hence the foundation is strong.
  • Scientific methods are well proved over the years and hence chances of going wrong is remote.
  • Use of scientific methods gives a sense of pride and improves the self esteem of workers.
  • Unscientific methods make one ti depend on the previous experience, which may bot be appropriate.
  • Logical reasoning which may not always be appropriate is avoided in scientific methods.

 Process given more importance than end results:

  • End does not justify means.
  • Proper means will ensure quality result.
  • Zero defect is possible only if the processes are perfect.
  • Process orientation will make workers more responsible.
  • Result orientation will end up with huge los as all the defects are to be rejected.

 Data-based analysis:

  • Data-based approach will always give the best insight to the problem and solution.
  • Information-based or knowledge-based approach may mislead at all times.
  • Data collection is a strenous process; however the returns will be higher.
  • In many situations the raw data themselves will provide solutions to problems or at least provide useful clues.
  • Data collected and documented for one specific purpose, can well be used for some other purpose, thus providing a databank or multiple applications.

 Continuous improvement strategies

  • No one at any point of time can say that ‘Perfection’ has been achieved. Even six sigma companies talk about 3 ppm defects. Hence there is always scope for improvement in everything. Quality improvement is a never ending process.
  • The world has become so competitive that dynamism should reflect in every facet of business, even in product development.
  • Crativity and innovation are the order of the day in business circles.
  • Established tools such as ‘benchmarking’ are available for continuous improvement.
  • Improved products will have a cutting edge in the market.

 Cost conscious attempt:

  • ROI (Return on Investment) is the performance index for any business enterprise.
  • The visible quality costs are like the tip of the iceberg. There are plenty of hidden  costs that go unnoticed.
  • Quality is free, meaning poor quality costs can be offset by good quality profit margin.
  • Affordability is the key factor for customers and profit margin is the key factor for manufacturers.
  • Prevention which could be done with $1 is missed, the failure/defects due to that will cost the company $10. the cost ratios are so high.

 Documentation for traceability

  • Stakeholders ae assured of the quality through documentation.
  • Traceability is effective and easy with documented information.
  • Documentation will amount to standardization.
  • To err is human; documentation helps in curbing human errors.
  • Role clarity is ascertained which reduces workplace confusion.

 Reward/Recognition assured

  • Recognition is one thing that every human being long for.
  • Motivation is the key factor for sustaining quality initiatives.
  • Rewards may be helpful in motivating non-performers to join quality initiators.
  • Disinterest in the job being done is the main culprit for low productivity and poor quality.
  • Human component plays a major role as compared to system component in quality initiatives.

 My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight