How is MT 511 necessary for your development?
(a) Given my way of teaching, it is going to be applied? That is- transformative.
(b) Quality is a way of life in industry – nothing else is.
(c) You tend to fit in Yourself- in the new environment.
(d) It is not learning a subject- it is learning a system
(e) At best- You will find a new domain to have opened up in front of you- a Quality professional

Am I a competent teacher to instruct MT 511
A thorough submission- immersed in doing something better for society
(i) Author of a TQM Model (Thareja’s TQM model) (2007)
(ii) Member writing group: ANSI/ASQ/ISO z1.11- 2011, Education Management Standard (2009-10)
(iii) Developed a Tool COMpro (competence protocol, a prelude to Lean thinking) (1997)

(iv) Lead auditor and Tutor in QMS (ISO 9001:2008)
(v) Lead auditor and Tutor in EMS (ISO 14001:2004)
(vi) Certified Lead Auditor (ISO 19011:2002) (2002)
(vii) Passed LA course (ISO- TS 16949) (2009)
(viii) Supplier Auditor (AIAG, USA) (2009)
(ix) Lean Six sigma black Belt (2009)

Tutored several LA courses in QMS and EMS (and OSH-MS)
Arbiter of ME(TQEM) programme in PEC. (2009-10)
Judge in Preliminary Rounds of Team Excellence Awards at USA (qualified as judge for Finals) (2011)
Examiner in 7th North West Qualtech Award (2011). Large Industry category (TO > 200 Cr).
My guided capstone project stood 2nd in SME category in 7th North West Qualtech Award (2011)
Experienced in Auditing (ISO 19011:2002)
Instrumental as concept for bringing in TQM as a subject to Engineering Colleges in North India. (1996)
Part of group developed syllabi for Quality at USA (2005)

;;;;;;;;;;;;;;;;;;;;;;;
Careers in Quality:
(#) As a QC/QA engineer
(#)As a System responsible
(#) As a QMR (gives access to Topmost Boss, as his/her P.S.)
(#)As a TQM responsible
(#)As a Green Belt (after Green Belt course)
(#) Can work in Certification Bodies

(#)As an Internal auditor (after IQA course)
(#)As a Quality Council Facilitator (after IQA course)
(#)As a Quality Management Consultant Facilitator (after IQA course)

(#)As a work Evaluator (after LA Course)
(#)As an auditor (after LA Course)

2. Thareja, Priyavrat, Cast’ing People in Continuous Quality Improvement (October 16, 2011). OmniScience: A Multi-disciplinary Journal, Vol. 1, No. 2, pp. 1-20, October 2011. Available at SSRN: http://ssrn.com/abstract=1944698

The 14 Principles Guru Gobind Singh Cultivated to Societal Stability

3. Classrooms of 2020

Comparative Analysis of PowerPoint and Blackboard Teaching Methodologies

Consulting the Management for Man2Metamorphosis
Abstract

An organic activity always supports itself with outside help. The present work
uses SETs of men to graduate them as Assets for an organization. The group
of operators deployed by the organization forms one set.
When the individual competencies of men are augmented, the total competency
of a SET at a gross level is better encashable; but it is a function
of rigour of designing of the SETs. To what extent the ingenuity is exploited,
depends upon the manager’s management process. The success of
assessment process to identify individual competencies is thus vital. How
should the man be deployed as a ‘manger’ is the suggested tool to
metamorphism, undertaken by slow training and by SETting up
organizational tasks effectively.
This work statistically exemplifies how the assessment may be conducted at
various levels, and verified for validity embracing an all-around agreement
on the level of 10 most coveted imperatives. The argument as to why an
indulgence of a third party consultation is deemed necessary is also
attempted as a parallel feature. The set up is expected to lead the practitioner
a long way enroute to Improve organizational efficiencies.
Key Words: Strategic Alignment, role of HR, synergy of people in teams.
Man as an asset, SET formation.

An elegant solution should cater for Quality. First time every time, RIGHT
DIRFT is the Philip Crosby’s mantra.
Thareja modified it to DINRFT ( Do it now right First time).

It ain’t come without innovation.

Blogger Guy Kawasaki asks: What links elegance to innovation?

Simple is better. Elegant is better still (…) if it combines with innovation,
Great innovation requires understanding and appreciation
the concept of elegance as it relates to sophistication
solving important problems, with Quality tools and synergisation.

Toyota too practices for creativity: The 10 codes are:

1. Let Learning Lead
2. Learn to See
3. Design for Today
4. Think in Pictures
5. Capture the Intangible
6. Leverage the Limits
7. Master the Tension
8. Run the Numbers
9. Make Kaizen Mandatory
10. Keep it Lean

Innovation, like from the Toyota’s back benches,
to elegance, is well said and is full of meaning;

That Elegance, as I define is: Beauty with Brains,
albeit with fulfilment of all Functions and Aims,
befalling, along with Safety and allied constraints,
is however not inhibited in any ( of the ten) domains.

nevertheless, learning is – until the soul it touches!

© 2007, Priyavrat Thareja
Priyavrat Thareja January 25th, 2007 | 11:33 am

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