Kukatpally Bhagyanagar Personality Development- A Synopsis

Kukatpally Bhagyanagar

Personality Development- 

A Synopsis

Every effort is bound to bring success and satisfaction proportional to the attempt. Personality development is essential for success in any sphere. The development of personality calls for hard work, dedication, commitment and internalization of what is learnt.

Meaning of Personality:

Your personality is the type of person you are, which is shown by the way you behave, feel and think

Whole nature or character of a person

Mind plays a vital role for determining the behavior, feelings and thinking of a person under certain circumstances. Appearance, mannerisms, and speech do not reflect the real personality. We should have a clear grasp of the nature of our mind, and how it functions.

Why we should know our mind?

In order to execute the resolutions we make, our mind should be well trained and disciplined. We should take control of our mind from wandering.

What are the functions of the mind?

Memory: Past experiences and memories present various possibilities before the mind. The mind stores the good and bad impressions and the sum total of these impressions determine our character.

Deliberation: The mind examines the many options presented before it and deliberates on several things.

Decision making: It is the aspect of a person to discriminate between the real and the unreal, the moral and immoral. The will power is very essential for personality development to make decisions.

Self-consciousness: Human life is dictated by events and circumstances of the world. Once the mind gets refined one gets to know the real source of self-consciousness and becomes balanced.

What is character?

The impressions in our mind determine how we behave at a given moment, how we behave at a given moment, how we respond to a given situation. The sum total of all our impressions determines our character.

Personality Development- Essential Qualities:

Positive thinking

Self confidence

Learning from mistakes

Self reliance

Service

Personal magnetism of a person is what impresses others and hence it is personality that counts. The person who influences is a dynamo of power and when the person is ready, he/she can do anything and everything he/she likes. The person who has control over his own mind definitely will have control over every other mind.

The cause of all miseries is that we think pleasure to be the ideal to strive for. After a time we find that it is not happiness, but knowledge, towards which we are going and that both pleasure and pain are great teachers, and that we learn as much from evil as from good.

Our mind gets impressions for every work that we do, every movement of the body, every thought we think. What we are is decided by the sum total of these impressions on the mind. A person’s character is determined by the sum total of these impressions. The character becomes good if good impressions influence. If we continuously hear bad words, think bad thoughts, does bad actions our mind will be full of bad impressions, and influence our thought and work.

We have to control our negative emotions in order to build our personality. We have to be friendly towards others, merciful towards those in misery, happy when people are happy, and indifferent to the wicked people.

Before trying to change the people around we have to change ourselves. We have to own the responsibility ourselves for the past, present and future. Let us not throw blame on others, for our faults. We make our own future by taking the whole responsibility on our shoulders. We are the creators of our own destiny.

Let us do well and be good towards the poor. Let us not have any selfish motives and be patient in carrying out the work assigned.

Improving our strength stepwise we may reach a state in which it shall be our privilege to do the most coveted and honored duties in life and society.

A person who helps the world helps himself. Thinking of ourselves first results in selfishness, being unselfish brings success.

A person who shows heroism shall be acknowledged great by the world. Having faith in oneself is one of the essential traits for personality development.

A person develops his personality by innovation but not imitation. Sympathy towards fellowmen is an ethical part of personality development.

All success in any line of work is the result of concentration. We are all equal and inequality should not be practiced.

One should go ahead with commitment and execute the tasks assigned for a fully developed personality.

Kukatpally Bhagyanagar Spoken English

Kukatpally Bhagyanagar 

Spoken English

Model Questions

We present below some of the most common questions we come across in our daily conversations.

How are you?

What is your name?

Where do you live?

What is your phone number?

Are you married?

What is your qualification?

Where do you work?

Are you married?

How many children you have?

What are their ages?

What is your father?

What is your mother?

How do you go to work?

Do you have a car?

How many brothers you have?

How many sisters you have?

Do your parents live with you?

Do you read an English newspaper daily?

Do you listen to English news regularly?

Do you watch English channels in television?

What is your wife?

What is your job?

How many years experience you have in the current job?

Have you visited any foreign country?

Do you have a valid Passport?

Are you ready to relocate?

Where did you study Engineering?

Upper Management Leadership

TQM

Upper Management Leadership

The need for upper management leadership stems from the need to create major changes. We do not know the extent to which Western Upper managers should take leadership of the quality function. The need varies from company to company. We also know that most upper managers are handicapped in charting an optimal course. They lack knowledge in depth as to what is going on in the quality function. What is recommended to these upper managers is:

Undertake a comprehensive review-an audit –of what is going on in the company with respect to quality. Based on the inputs secured from this audit, make the needed revisions in quality policies, organization, human relations, etc. including a decision on the extent to which upper management should take leadership of the quality function.

The comprehensive audit:

The areas to be audited should certainly include such major functional activities as: product development, purchasing and materials management, manufacture, inspection and test, marketing, and field service. One scenario for such audits is to schedule them about two months apart. For each area, and prior to the audit, a designated task force puts together some pertinent information including open questions of an upper management nature: policy information, organization and co-ordination, etc.

What should be the quality mission of the company?

What are the key qualities as seen by clients?

As to the key qualities, what is our state of competitiveness?

What opportunities do we have for quality improvement and reduction of quality related cost?

What can we do to make better use of the human resources in the company?

What threats are coming over the horizon?

The quality mission of the company is a good case in point. There is a school of thought which contends that the company’s mission is one of conformance to specifications, standards, etc. This contention is mostly valid when applied to the mission of individuals and departments in the company. However, it is mostly a serious misconception as to the company. The quality mission of the company is fitness for use.

Another broad category of questions turned up in the audits relates to organization and coordination. There are many ways in which actions taken by one department can create severe problems elsewhere in the company.

For example:

Some components purchased solely on the basis of price turn out to be the most expensive due to the quality problems they create during further processing.

The coordination needed to optimize company performance requires inter-departmental machinery of all sorts: early warning systems, communication, committees, etc. Upper management is well poised to create this machinery. However it must first learn what the needs are and what are the obstacles behind the needs.

A further and major element of upper management review will be that of the basic company organization structure of the quality. In West this organization structure features a large central quality department with numerous functions of quality planning, coordination and auditing. In many of the Western companies this same department also has direct command of the inspection and test personnel. All this contrasts sharply with the organization forms prevailing in Japan. There most of these quality- oriented functions are carried out by line personnel (who have the necessary training to carry out such functions). The Japanese do have quality departments but hey are small in terms of personnel and they perform a limited array of functions: broad planning, audit and consulting services.

To-date Selective Training

TQM

To-date Selective Training

In India training in the quality sciences has been largely confined to members of the specialized quality departments: quality managers, quality engineers, reliability engineers, inspection supervisors, and quality auditors. Such categories constitute only about 5% of the managerial and specialist forces in the companies. In contrast, the Japanese have trained close to 100% of their managers and specialists in the quality sciences. With such an imbalance in training there is no possibility for us to overtake the Japanese.

Variation in Training needs:

The major commonalities include

-The universal sequence of events for improving quality and reducing quality-related costs. (Creation of beneficial change)

-The universal feedback loop of control (Prevention of adverse change)

-Fundamentals of data collection and analysis

Other training needs vary widely. Here are some examples relative to specific functional departments:

Production design: Design review, reliability analysis, maintainability analysis, safety analysis, failure mode and effect analysis, fault tree analysis, design of experiments and analysis of variance, and life cycle costing.

Purchasing: Vendor survey, vendor qualification, audit of decisions and vendor rating.

Process Engineering: Process capability analysis, quality cost analysis, process control, concepts of operator self-control and self-inspection, measurement error, design of experiments and analysis of variance.

Production: Quality cost analysis, process capability analysis, concepts of operator self-control and self-inspection, process control, equipment maintenance, audit of decisions and trouble shooting.

Massive training requires thorough planning:

The need for such planning becomes evident when we realize that:

The massive program will take years-even a decade to work its way through the hierarchy.

The special needs of each functional department and job category should be identified and provided for.

The costs are substantial.

It is recommended that:

Establish a special task force to do the planning on a company-wide basis. The task force should consist of selected line managers plus a training manger and a quality manager. The mission of the task forces is to:

Identify the subject matter of the training needed by each job category

Identify possible sources for training materials and for leaders to do the training

Estimate the investment required in money, facilities and personnel.

Recommend a program including training media, locations, leaders and a time schedule.

A major limitation in setting up these training programs is a shortage of adequate training materials. We need badly an extensive array of training materials which cover management of quality for all functions and at all levels. Moreover, these materials should be designed to facilitate in-house training or at least, training by local leaders. Otherwise, companies will face the heavy burden of sending managers to distant cities, at high cost an with associated interruptions in work schedules.

A Massive Training Program for Us

TQM

A Massive Training Program for Us

We are not talking about training in technology. Indian designers, process engineers, production supervisors, workers etc; are quite as well trained as any one else in science, technology, machines, tools, methods, etc.

What we are talking about is training in the ‘quality sciences’ or ‘quality disciplines’ – a body of quality-oriented concepts, methods, tools, techniques and skills through which we manage the quality function. We can best understand the nature of the quality sciences by looking sideways at the finance function.

The financial analogy:

All companies, no matter what is their product, exhibit wide commonalities with respect to finance. They receive income from multiple sources and they spend money for multiple purposes. They face sever consequences if they fail to keep income and outgo in proper balance, both short run and long run. The companies can help to avoid these consequences by making use of the tools of financial management. These tools have been evolved over the centuries and consist of such things as budgets, return on investment evaluation, profit statements, balance sheets, sales analysis, expenses and cost reports, and financial audits. Through such tools, trained managers can plan the financial direction of the company, review actual performance and make decisions accordingly.

Within the quality function there is a corresponding array of tools for managers, and a corresponding infrastructure, as well as an associated body of specialists. The striking difference between the worlds of finance and quality is in the extent to which the managers are trained in use of the respective available tools.

Managing Finance:

Finance planning

Budget

Fund flow

Finance Control

Return on investment evaluation

Balance sheet/Sales Analysis

Cost Control/Expenses Control

Finance Improvement

Cost Reduction

Profit Improvement

Managing Quality:

Quality Planning

-Determine who the customers are

-Determine customer needs

-Develop product features to respond customer needs

-Develop processes able to produce the product features

-Transfer plans to operating forces

Quality Control

Evaluation of actual product performance

Compare actual performance to product goals

Act on differences

Quality Improvement

Establish infrastructure

Identify the improvement

Project

Establish project teams

Provide the team with resources, training & motivation

-diagnose causes

-stimulate remedies

-establish controls to hold the gains

Fundamental Changes for us

TQM

Fundamental Changes for us

We keep getting better but the pace is not fast enough-the Japanese pace is faster. Clearly we must accelerate our pace and should start this promptly. For us to catch up with the Japanese (and hopefully to overtake them) requires some very fundamental changes in our approach. The really fundamental changes to be considered by us have a marked resemblance to those already undergone by the Japanese:

Structured annual improvements in quality

A massive quality oriented training program

Upper management leadership of the company’s approach to product quality

Annual quality improvement for us

Of all the fundamental changes needed, the structured annual improvement program has the shortest lead time. It can be made effective this year or any year. It provides tangible results in a matter of months.

The broad objective for these improvement programs should be to develop among all managers, specialists and ultimately workmen:

1. A sense of responsibility for active participation (for making improvements)

2. The skills needed to make improvements

3. The habit of annual improvements so that each year the company’s quality is significantly better than it was a year ago.

Large scale integrated circuits – a case example

To illustrate the limitations of responsibility and skills, consider the case of silicon chips which carry the large scale integrated circuits (LSI) used in computers. Data which suggest that Japanese yields in manufacture of LSI chips are higher than those of the west by a factor of two or three. If these limited data are representative of the entire industry it would be very serious indeed.

Let us examine the practices of some western companies relative to improving the yields. Ask the upper managers:” Who is responsible for improving the yields?” The usual answer “The process engineers”. Then if you ask to process engineers, their reaction is 1) they have never been given any such responsibility and 2) in any case they would have no time to carry out such a responsibility since they are under intense pressure to plan the manufacture of a never ending procession of new designs of LSI chips.

Beyond the reaction of these upper managers and process engineers there is an added reaction. The process engineers would be unlikely to improve the yields even if they had the time. The limitation is not in the technology.-they are well trained in the pertinent technology. The limitation is mainly in the problems of data collection and analysis. The LSI manufacturing process involves numerous steps each exhibiting numerous variables. The crux of the solution is to discover which the key variables are and how they affect product quality. It is a complex exercise in design of experiments and analysis of variance, and the process engineers lack the training needed to carry out this exercise.

There is universal sequence of events for making quality improvements. This sequence is built around the project concept. A project is problem scheduled for solution. All improvement (breakthrough) is made project by project and in no other way.

In practice, the company sets up a committee of managers to guide the annual quality improvement program. The committee solicits nominations for projects, screens them, and chooses the projects to be tackled in the year ahead.

For each project a team or task force is appointed. This team mobilizes the necessary company resources to

Study the symptoms of the defects and failures.

Theorize as to the causes of these symptoms

Test the theories until the cause is known

Stimulate remedial action by the appropriate line department.

This universal sequence is now well known and is widely sued. The Japanese make extraordinary application of this sequence, annually. In the rest of the world, the application varies widely from company to company. Some companies have well structured annual quality improvement programs. Most do not. In companies which lack such structured programs any improvements must come from the initiatives of specific middle mangers. It takes a good deal of determination by such middle managers to secure results since they lack the legitimacy and support that comes from an official, structured program.

In the early 1950s the Japanese faced rim reality. No alarm signal is as inconsistent to industrial managers as inability to sell the product. Since their major limitation was quality, not price, they directed their revolution at quality. They learned how to improve quality became proficient at it and have acquired the habit. Their managers are equally at home in meeting current goals and in making improvements for the future.

During most of those same years the grim reality facing the Western countries have been price competition, not quality competition. The improvement programs of the West reflected this reality. (For example, much labor intensive manufacture was subcontracted to countries in Asia)

Revolution in Quality

TQM

Revolution in Quality

The Japanese massive training program                                                                                        

Massive is the word for describing a program of training hundreds of thousands of managers and supervisors at all organization levels and in all company departments, plus millions of non-supervisors. That massive training program has made Japanese managers, specialists and workers the best trained forces on earth so far as quality is concerned. It took the Japanese an entire decade to train all those levels of managers and supervisors.

Japanese annual programs of quality improvements

Armed with their new know-how and prodded by grim necessity, the Japanese proceeded to make many improvements in product quality - millions of them. Because the training programs had included all departments, improvements came from all functions-product design, purchase of components, manufacture, inspection and test and field service. In addition, because the training was carried on at all levels, it became possible to utilize the experience and creativity of the entire company hierarchies including much of the work force.

One thing leads to another. The application of new know-how creates an added source of know-how-the experience that comes from applying concepts and tools in the environment of reality. Over the years the accumulated experience has developed its own imperatives-the precious habit of improvement. All organizations evolve the habits of control-of meeting the day-to-day schedules and putting out the fires. If they do a good job of control they will meet this year’s budgets and targets. They will also fall a year behind any competitors who have acquired the habit of improvement.

It is the habit of annual quality improvement which has put the Japanese on that steep upward climb. Each year they have gained on the rest because their pace of improvement has exceeded that of the rest. The Japanese will continue to make these gains year after year until the others can develop a pace of annual quality improvement which matches that of the Japanese.

Japanese upper management leadership of the quality function

In Japan it is quite usual for the upper managers – the presidents and the general managers-to provide leadership to the quality function. The Japanese upper managers first assumed this leadership during the quality emergency of the late 1940s and early 1950s. It was these upper managers who launched those massive training programs and those programs of annual quality improvement. Having created a successful revolution, the presidents have shown no disposition to give up their leadership roel.-they have become life long revolutionaries. In addition, they are entirely comfortable in this leadership role. They have the needed training and they are quite familiar with the underlying concepts and methods. In these matters of quality they have the support of the best trained forces on earth. And they have an understandable pride in their national attainment as to quality.

What has made Japanese quality so good?

TQM

What has made Japanese quality so good?

In any competition an important element of grand strategy is to understand the strengths of the competitor. The more we understand the ingredients of the Japanese revolution in quality, the more effective will be our response.

The Japanese could have chosen an evolutionary approach, gradually learn by experience how to compete with the West. Instead, the Japanese industrialists chose to create a revolution in quality. To this end they made three radical departures from prior practice:

1. A massive quality related training program

2. Annual programs of quality improvement

3. Upper management leadership of the quality function

Market Leadership through TQM

Market Leadership through TQM

Historically Indian industries developed management practices that suited the restrictive trade policies. Till early eighties, the domestic demand for manufactured goods exceeded supply. Economic policies then protected the home market, also offered export market in the former Soviet & Eastern block. Both markets posed limited competitive challenge. This reinforced the inward orientation of the national industries. Indian firms developed management ethos that mistook the rent seeking- through manipulation of regulations, cornering of licenses and exploitation of legal loop holes as main competitive weapon.

By mid eighties, the savings from a sizable middle class created favorable conditions for industrial investment and consumer boom. Indian consumer for the first time received competitive product offerings. Due to the inability of the low income groups to enter the consumer durable market, supply capacities of many industries soon exceeded the demand. The timing of the economic reforms also coincided with the period of sustained recession in the West and the fierce competition in the global markets.

Rated on global scales of quality, India’s performance has been abysmal: among the 41 countries whose products and services were ranked by the world competitiveness report 1994, conducted by the Geneva based World Economic Forum, India occupied a lowly 39^th place on the price to quality parameter. In customer orientation India was ranked 40^th and in time to market it was on 38^th place among 41 nations. It needs no soul searching to understand why on global bench markers on TQM practices the competitiveness report ranks India 38^th on a sample of 41.  

Indian labor productivity was rated at eighth of that in Japan and two thirds that in Thailand. Although availability of skilled labor in India was rated very high the worker motivation and flexibility which were crucial for productivity under the new manufacturing paradigms were rated extremely poor for India.

On the production lines of Motorola, the American telecommunications equipment manufacturer, engineers were laboring to attain 99.99997 percent defect free manufacturing. In India plants were struggling to reduce their rejection rates below five percent.

Economic reforms have remained an enigma to the Indian industry. This was evident from the apprehensions of a section of the industry to the much anticipated import tariff reduction proposed in the union budget. Industry’s hesitancy which was a major cause of the weak supply response is rooted in the fact that the competitive message of the economic reforms had not transcended to the firm level. The raison d’etre for reduced tariffs, as economists agree, was that under free competition they signal efficiency improvement.

Each new measures of economic reform bring global competition nearer home. A vital learning from Japan’s competitive success is their emphasis on adding value to products through manufacturing excellence.

Prior to World War 2 Japanese quality was poor; it was widely regarded as among the worst. Such products could be sold, but only at ridiculously low prices, and even then it was difficult to secure repeat sales.

Soon after World War 2, Japanese quality began to improve, and the pace of improvement had been remarkable. By the mid seventies this pace had brought the Japanese to a state of equality with the West. Japanese quality superiority was a major reason for a dramatic shift in share of market from the West to Japan.

Quality - The Alignment Case

Quality - The Alignment Case

 When your organization’s capabilities are equal to the demands placed on it by customers, The Voice of the Employee and The Voice of the Process are aligned with The Voice of the Customer. The relationship is steady and your growth and profitability advance at a moderately healthy pace.

Should your capabilities lag behind customer requirements, however, The Voice of the Employee and The Voice of the Process fall out of alignment with The Voice of the Customer, and you are confronted with a Rework gap.

Your organization can’t routinely satisfy its customers and must go to extraordinary lengths (e.g. recall and repair of defective products or make good on services delivered unsatisfactorily) just to sustain the relationship. As a result growth and profitability suffer.

Once the rework gap has been closed, your organization may move out of alignment in the other direction – your capabilities might run ahead of customers’ current requirements. When this happens, you create what we call an Opportunity Gap. Your organization not only routinely satisfies customers’’ current requirements, it is ready and able to meet needs that customers have not yet stated or perhaps, even imagined.

The Opportunity Gap represents your organization’s ability to make insightful, educated guesses about customers’ unstated and anticipated needs, so you can provide unexpected elements of product, service, or relationship quality that customers will immediately and intrinsically value. It is about delighting customers, as opposed merely satisfying them. Most of all, it is about leading the market place, opposed to following it.

In terms of competitive advantage, we see that organizations actually pursue two kinds of quality goals. Defensive quality goals are reactive. They are aimed at closing the Rework Gap- bringing process and employee capabilities at par with customer requirements. Rather than leading the market place the organization is trying to catch up with it. When the organization opens up an Opportunity Gap, however, it can proactively pursue Offensive quality goals that will favorably distance it from competitors in the mind of market place, drive customer retention and new business growth, and lessen pressures to compete on the basis of price, there by increasing long term profitability.

Once your organization delights its customers with unexpected value, their base requirements will rise to this new level of expectation. The Long-term growth and Profit becomes solid indicating that the Voice of the Process and The Voice of the Employee are again in alignment with The Voice of the Customer, albeit at a new higher level.

Like the Olympic high jumper who sets a new world record, you have forever raised the bar. From now on this is the level of performance and value your customers will expect from you.

The message can be summarized in five fundamental points given below:

Quality is free.

The slogan had been popularized by Philip Crosby. It is always expensive to run out-of –control work processes that it is to invest in quality approaches designed to bring work processes under control.

Quality is a management problem.

Poor quality is caused by flawed management systems and managers would have to lead the way to solutions.

The company must focus everything on customer.

Employees should think of fellow employees as internal customers. By meeting fellow employees’ valid customer requirements, everyone could help meet the needs of the external customers served by the company.

Quality is continuous improvement.

The status quo is never good enough. Quality companies constantly strive to be better, and gladly accept that their efforts to improve quality will never end.

Quality requires cultural change.

Don’t bother looking for quick-fixes or shortcuts.

A methodology for Quality Improvement

TQM

A methodology for 

Quality Improvement

• Involving the whole organization

• Initiating Quality Improvement projects or activities

• Investigating possible areas for improvement

• Establishing cause and effect relationships

• Taking improvement action

• Confirming the improvement

• Sustaining the gains

• Continuing the improvement

Deming Management Method

1. Create constancy of purpose for the improvement of product and service

2.Adopt the new philosophy

3.Cease dependence on mass inspection

4.End the practice of awarding business on price alone

5.Improve constantly and forever the system of production and service

6.Institute training & retraining

7. Institute leadership

8. Drive out fear

9.Breakdown barriers between staff areas

10. Eliminate slogans, exhortations and targets for the work force

11. Eliminate numerical quotas

12.Remove barriers to pride of workmanship

13. Institute a vigorous program of education and retraining

14. Take action to accomplish the transformation

15.Doing it with data

16. The seven deadly diseases and some obstacles

Ishikawa – Guide to quality control

In god we trust. All others must use data.