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Archive for the ‘Quality’ Category

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An interesting example of how a ticklish situation was turned into an opportunity to impress and gain business advantage.

Udaivilas Oberoi

From HBR March/April 2017:

M.S. Oberoi and the front-line obsession

Successful founders understand the economics of customer loyalty. In their early days they know every customer by name. Keeping that up becomes impossible as they grow, but nevertheless they remain obsessed with making sure that someone is looking out for every customer at all times.

Few business leaders have developed this attention to the front line as effectively as M.S. Oberoi, the founder of the Oberoi Group, a chain of luxury hotels in India. Oberoi obsessed about every detail in his hotels that might affect the customer experience. Even in his eighties he kept visiting his hotels to make sure employees were getting everything right, and in doing so he established a culture by which all employees shared in his obsession.

Poornima Bhambal, the assistant manager of the front office at the Oberoi Udaivilas, in Udaipur, described for us the company’s empowerment program, which encourages all employees to do what it takes to delight customers and even gives them access to small amounts of money in order to do so. “We love to surprise and delight guests with little gifts and niceties,” Bhambal said, “and the empowerment program allows this to happen.”

One example, related to us by Vikram Oberoi, a grandson of M.S. Oberoi who now serves as the group’s CEO, was what happened when the staff at one hotel discovered that an American family occupying two rooms was taking all the toiletries — twice a day. This seemed a bit much to the housekeeping staff, and the manager’s first instinct was to go to the family and politely point out that they probably had enough toiletries.

But instead, says Oberoi, after some coaching, “He created a basket of soaps and shampoos and oils used at the hotel’s spa, and wrote a note that was signed by the housekeeping staff. The note said, ‘We notice you like our toiletries and wanted to give you a supply you can take home and share with friends.’ The family loved this. They wrote us after, saying that we were the most fantastic hotel and that they would tell all their friends to visit. That’s a wonderful business result from the investment of a box of lotions!”

Image of Oberoi Udaivilas from theholidayindia.com

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An interesting story from James Lawther:

…During the second world war over 60 million people were killed.  That was roughly 3% of the world-wide population.  It was a hazardous time.

Among the hardest hit were the bomber crews.  The Eighth Air Force suffered half of all the U.S. Air Force’s casualties.  The British fared as badly.  The chances of surviving the war as a member of the RAF’s bomber command were only marginally better than even.

If flying bombing raids wasn’t dangerous enough, landing when you returned home was also fraught with danger.  Pilots of the Boeing B-17 Flying Fortress had a series of runway crashes, accidentally retracting the landing gear when they touched down.

…Accident investigators blamed these incidents on pilot (or human) error.  There was no obvious mechanical failure.

It wasn’t only Flying Fortresses that had the problem.  There were stories of pilots of P-17 Thunderbolts and B-25 Mitchells making the same mistake.

Nobody would deliberately retract the landing gear when they were still hurtling across the tarmac.  Why the pilots did so was anybody’s guess.  Perhaps the pilot’s attention wandered when they realized they were almost home.

…The authorities asked Alphonse Chapanis,  a military psychologist to explain the behavior.  He noticed that the accidents only happened to certain planes and not others.  There were thousands of C-47 transport planes buzzing about.  Their pilots never suffered from such fatal inattention.

After inspecting the cockpits of the different planes the cause became clear.  On B-17s the controls for the flaps and undercarriage were next to one another.  They also had the same style of handle.   Pilots who retracted the undercarriage when the wheels were on the ground were actually trying to retract the flaps. They just pulled the wrong lever.

In the C-47 the two controls were very different and positioned apart from each other.

The solution: Once he identified the cause Chapanis developed an equally simple solution.  Circular rubber disks were stuck to the levers for the undercarriage and triangles were stuck to the levers for the flaps.  When a pilot touched the rubber, he felt the difference and the crashes stopped…The pilots were well aware of which lever to pull.  It was “human error” that caused the mistake.  But laying the blame on the pilots wasn’t ever going to solve that.

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We all make mistakes.  It is in our nature.  Don’t fight it, fix it.

 

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The original post – unfortunately no way to reblog – may be read here.

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I was camping in a fairly large house, well maintained, surrounded by a number of flowering trees and plants, home to countless birds that treated us to a melodious cacophony announcing their morning foray and home coming in the evening. It was time for the trees to renew themselves – service staff came in the morning and again in the afternoon to sweep off the leaves copiously shed by the tress on the front-yard.  The flowering plants however were still abloom. At times on my touch, a bee would startle me flying out from deep inside the flower.

For one who has lived all his life in Mumbai flats (apartments) where one cannot take ten steps without hitting a wall, one’s auditory nerves constantly assaulted by caw’s of those sullen crows and bark of stray (and house) dogs, this was an overwhelming experience. The spacious front-yard was where I took my mandatory morning and evening walks, my senses enjoying the sights and sounds around.

Get the picture?

The only blot on the scene was the rubble piled up near the neem tree at one corner of the house in the front.  The house owner had not cleared it intending to reuse it in future possibly for patching up parts of the yard.

Yesterday morning, walking near the neem tree I saw a splash of red dried up on the debris. I had not seen it before. Clearly, someone, possibly one of those tradesmen called in for some repair work, had used it as a spittoon after chewing a paan (betel leaf + lime + arca nut shavings + whatever). Unfortunate, but true, in this country one may freely spit in public or even common spaces, but never so within a house. But the perpetrator saw it differently – if the corner was good (?) to pile up the rubble, no one minding, it was ok for him to spit over there.

The ‘Broken Window’ syndrome playing out!

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From wiki: ‘Under the broken windows theory, an ordered and clean environment, one that is maintained, sends the signal that the area is monitored and that criminal behavior is not tolerated. Conversely, a disordered environment, one that is not maintained (broken windows, graffiti, excessive litter), sends the signal that the area is not monitored and that criminal behavior has little risk of detection.’

A few broken windows, at times even one, left unfixed for some time is a trigger or invitation for many more, if not all, to be broken.

Much is written on this syndrome as a subject of study under criminology and urban sociology.

Outside of crime, the phenomenon may be observed in many other contexts: projects, product development, organizations, communities and even in personal life.

When a project manager leaves unfixed the first infractions on time deadline, quality issues or team indiscipline…, the first window is broken. His team reads it differently. It’s very likely he would, to his grief, witness many more ‘broken windows’ before long on his way down and out.

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Source: wikipedia

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Finally a product no one would sniff at:

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