Monday, May 14, 2018

Dr. Manu K. Vora's 2018 US Fulbright Specialist Project in India


In 2016, The US Department of State's  Bureau of Educational and Cultural Affairs appointed Dr. Manu K. Vora as a Fulbright Specialist for a Five-Year term. Dr. Vora completed his first Fulbright Specialist (FSP) Project at his Alma Mater, IIT (BHU), Varanasi, India in March 2018.

Dr. Vora accomplished Five Key Initiatives as a part of his FSP Project at IIT (BHU), Varanasi as follows:

1) Conducted "Risk Management for Organizational Excellence" Workshop for 21 attendees and
received 100% Overall Satisfaction.
2) Delivered five sessions on "Recipe for Success at an University and in Professional Careers",
Career Development Talk to 195 Students.
3) Delivered  five sessions on "Create Magic in the Classrooms for Students' Engagement", an
Innovative Educational Practice with 54 Faculties and Research Scholars.
4) Provided expert advice in advancing state-of-the-art curriculum for the establishment of a new 
School of Management Science and Engineering Program at IIT (BHU), Varanasi.
5) Provided Relevant Feedback to Two Ph.D. Research Scholars in the Industrial Management area 
of the Department of Mechanical Engineering at IIT (BHU), Varanasi.

During his India visit, he delivered his Career Development Talk at Narsee Monjee Institute of Management Studies (NMIMS), Vile Parle, Mumbai, Shri Ramakrishna Ashrama, Rajkot, and Ramakrishna Mission Home of Service, Varanasi. He attended a meeting with the IIT Bombay Director's Team regarding their World University Ranking project. Also delivered Two Talks at SIES Graduate School of Technology, Nerul, Mumbai on 'Education, Innovation, and Entrepreneurship for Nation Building' to undergraduate students and on 'Create Magic in the Classrooms for Students' Engagement' to faculties. Overall, during the visit he delivered 11 sessions on Career Development with an outreach to 1,200 students and professionals and shared five sessions on innovative practices for students' engagement in the classrooms with 130 faculties and research scholars.

Dr. Manu Vora is the Chairman and President of Business Excellence, Inc., USA since June 2000. He has over 43 years of leadership experience guiding Fortune 500 companies in US Baldrige Performance Excellence Framework. For the last 25 years as an Adjunct Faculty he teaches Operations Management course globally. He is connected with over 80 educational institutes globally. He holds Ph.D., M.S. (both from IIT, Chicago), and B. Tech. (Honors) in chemical engineering from IIT (BHU), and MBA with marketing management. He has delivered 770 presentations world-wide and published over 70 scholarly articles.

As the Founder Director and President of Blind Foundation for India (BFI), his team has raised over $4 million to help over one million visually impaired people in India. He received “2017 Lifetime Achievement Award from Association of IIT-BHU Alumni, Delhi”, “2015 BHU Distinguished Alumnus Award”, 2015 & 2000 Rotary International Paul Harris Fellow Medal”, “2013 Top 40 Alumni for the First 40th Anniversary of Keller Graduate School of Management”, “2012 IIT Chicago Alumni Medal”, “2011 Ellis Island Medal of Honor”, and "2010 U. S. President’s Volunteer Service Award”. In 1968, he received J. N. Tata Scholarship to pursue his graduate studies in the US.



Monday, June 5, 2017

Coverage in IndiaLife and Times, Issue 02, June 2017

Honored for a coverage in the IndiaLife and Times June 2017 Issue published by the Legacy Media, Inc. from Bergenfield, New Jersey. Special thanks to the Editor George Joseph for highlighting Giving Back to the Society. 


Friday, May 12, 2017

May 20, 2017 Blind Foundation for India Music Program

Can you imagine, the pleasure of a blind person who can see the beautiful colors, enjoy nature, enjoy just walking without assistance for the first time,....If so, let us open our hearts and give to Blind Foundation for India. Very reasonable tickets...including DINNER, musical evening with Drs. Dipak & Sheela Shah, Sa Re Ga Ma Orchestra (Hitesh Master), well known comedian Dinkar Mehta from India.., and a guest artist Pratibha Jairath. See the Flyer for details. BFI Website: www.blindfoundation.org

Tuesday, February 21, 2017

The Blind Foundation for India nominated in the 'Best Community Organization'​ category of 2017 iCAN Awards Program in Chicago area



Vote NOW for the BLIND FOUNDATION FOR INDIA, The Poll closes on Thursday, March 9, 2017. Please take 1-2 minutes of your time to vote at: 
https://www.poll-maker.com/poll988250x837877Be-41    

Appreciate your kindness to promote the cause of blindness prevention and cure in India which is home to over 15 million blind people, amounting to 1/3rd of the World's blind population. Blessings of blind men, women, and children in India are with you!  
                                                                                                                          "God Kindly Lead  Us From Darkness to Light!” 

Please share this information widely among your circle of contacts globally (voting is open for the global community until 3-9-17).

Dr. Manu Vora, Founder, Director, President, Blind Foundation for India 
http://www.blindfoundation.org

Friday, May 6, 2016

Employee Engagement on Quality Roundtable

This post is for the ASQ's June 2016 Roundtable Discussion of the following topic:

Employee engagement:

1). To what extent do organizations—whether your current employer or previous ones--engage employees about the importance of quality?  
2). How should companies approach this issue? 
3). How can they avoid “sloganeering” and make a real difference?

I want to share my personal experience working with many organizations over 40 years globally and my teaching quality management world-wide for over 23 years as follows:

1). At AT&T Bell Laboratories in Switching Systems Business Unit (SSBU) and International Switching Customer Business Unit (ISCBU) there was great focus on quality improvement initiatives led by Vice President and Executive Directors. The following approaches were undertaken to engage employees about importance of quality:

  • Senior Leadership Team (Executive Directors and Directors) was trained in Quality 101 course to expose them to the importance of quality planning and improvement. 
  • All employees were systematically trained in AT&T's 7 steps Process Quality Management & Improvement (PQMI) guidelines. This led to Division-wide ISO 9001 certification in one year.
  • Systematically deployed US Baldrige Performance Excellence Framework to assess all Business Units on an annual basis.
  • Held Quality Improvement Recognition Events to spread innovative quality improvement initiatives among the workforce.
  • Developed and deployed Employee Recognition & Celebration Process to recognize great work done throughout the Division.
  • The author has trained over 350 professionals at AT&T Bell Labs in ASQ's Certified Quality Engineer (CQE) refresher courses over a five-year period. Of the 350 trainees, 200 took the CQE Exam and 89 became ASQ Certified Quality Engineers.
  • For a decade organized Satellite Broadcast of ASQ's National Quality Month programs to expose all employees to the state-of-the-art quality management practices.
2). Organizations should follow general principles of Talent Engagement Model  shown below for recruiting, involving, motivating, developing, and retaining employees to instill quality improvement culture.


Here are some pointers for effective employee engagement for quality culture:
  • Recruit employees with talent and train them for skills (Reference: Buckingham, M. and Coffman, C. (1999). First Break All the Rules, Gallup Press, Omaha, NE).
  • Involve employees by exposing them to effective teamwork, orientation, mentoring, and effective meeting management practices.
  • Motivate employees by establishing recognition and suggestion systems. Follow the Theory of Strengths (Reference: Clifton, D. O. and Nelson, P. (1992). Soar with Your Strengths, Dell Publishing, New York, NY).
  • Develop employees with appropriate education and training, timely performance feedback, and coaching.
  • Retain key employees with regular dialogue between supervisor and employee at least quarterly (Kaye, B. and Jordan-Evans, S. (2014). Love 'Em or Lose 'Em: Getting Good People to Stay , 5th Edition, Barrett-Koehler Publishers, San Francisco, CA)
  • Overall Reference: Vora, M. K. (2005). “Managing Human Capital” chapter in Six Sigma for Transactions and Service, P. 471-500, McGraw-Hill, New York, NY.
3). To avoid sloganeering, coach senior leadership team in Dr. Deming's philosophy of systems thinking and expose them to hollowness of slogans versus systematic improvement to create value for the customers and organization.

I look forward to your views on employee engagement for quality.

Tuesday, January 5, 2016

Facing Cultural Barriers by Leaders to Strengthen a Culture of Quality

This blog post is in response to December 2015 ASQ Influential Voices topic "Facing Cultural Barriers by Leaders to Strengthen a Culture of Quality" a guest post  written by Luciana Paulise, the founder of Biztorming Training & Consulting, Argentina at:
http://asq.org/blog/2015/11/facing-cultural-barriers-by-leaders-to-strengthen-a-culture-of-quality/

Let me share my perspective of 40 years of professional work in observing for-profit and non-profit organisations globally. I gave a recent presentation on "Role of Leadership to Achieve Zero Defects Culture" at the ASQ Ahmedabad, India Local Member Community (LMC) on 28 November, 2015. The focus of my presentation and published article in the conference proceedings was as follows:

Role of Leadership for Zero Defects Culture based on Baldrige Performance Excellence Framework:

  • Create an ethical and socially responsible organization with good governance practices.
  • Define Vision, Mission, and Values and communicate it constantly to all stakeholders.
  • Direct resources to understand customers' needs and expectations.
  • Encourage use of state-of-the-art information management and knowledge management system.
  • Engage and energize employees to serve customers.
  • Support development of processes/systems to produce innovative products/services.
  • Lead supply chain management to create a sustainable organization with long-term growth.
Leadership commitment, engagement, involvement, and support are crucial in creating Zero Defects Organization Culture.

I concur with Luciana's observations that the responsibility clearly lies with the leadership team to manage their behavior to address spiritual, intellectual, physical, and emotional needs of people in their organizations.

The leadership is all about influencing, igniting, and inspiring ordinary people to do extra-ordinary things. It is up to the leadership team to elevate their organization to great heights with the help of all employees pulling in the same direction.

I look forward to learning from your experience in this area.