Who's the 'mother' to the machine!

Tea spilled over in the plane!

Some droplets splashed on her child sitting next to her.

She didn't even bother about tea falling over on herself.

Instead, she repeatedly kept asking the child whether she was alright! She meticulously checked her for harm, if any, on her hands, her face, her body.

Not less than ten times did she enquire, expressing a great concern each time she asked.

Child, however, kept herself busy playing.

Nothing had actually happened to the child!

The child was perfectly alright although the mother herself was concerned!

How many of us do this at our workplaces!

May be we do it to people!

But what about to the 'machines' and of course to their problems?

In spite of the squeaky noise that some machines make, we stay indifferent .... sometimes even after they breakdown!

On the day we become 'mother' to the machines, not only the TPM (Total Productive Maintenance) has started but it's like reaching it the halfway at least! 

Going beyond the thoughts, the Kaizen culture itself has begun!

Also read a few relevant blogposts hereunder: Please do consider leaving a comment or sharing this post.

WOW Work-Culture: By Telling or Selling

Will It Work Here?   

7-waste Process ... That's How Morons Work 

You seem Reasonable if you appear Un-reasonable

Suggestions On-Sale, None-To-Buy

Can-changing-thoughts-change-a-nation

Ridiculous Poison-culture versus Maverick Kaizen-culture

How To Make A Difference  

Old-Problems, New-Reasons !  

Who Comes First: Consumer Or Customer ?  

2-2-2-2 Winning 2-Minutes To Customer

Change is a hearty game!

I wash my cup after tea and plate after food almost immediately. As much early (JIT) you do so, as much lesser resources you consume. Because, they are easier and faster to wash with less water when they are still wet.

The other day I'd to do it with left hand because one of the fingers was swollen after clipping off my nails.

It was difficult for me because I am a right-hander.

Usually any change is difficult but possible. Try signing with your left hand if your are used to doing it with your right hand.

I'd to get the senior management team of a company to try this out the other day. The reason was their impatience on the change management initiative in their company.

It was just about a few weeks having begun the initiative. Each visit the managers would be anxious to know when would their subordinates change their work habits for the better.

Change management is about commitment to change self first (PQI, personal quality initiative). It's about putting in concerted and continued efforts during the process because it's more to do with head (mind) and heart rather than hands (physical actions) alone.

Listening to other's 'voices' (be it your employee or customer or any stakeholder for that matter) actively plays a major role in the change management process. It's not merely hearing but it's about hearing them tactfully and tenderheartedly... Hear-T in short! Active listening creates an emotional connect or a connection with their heart.

Mind (head) always connects a little later. Mind connects only after the heart gets connected. Heart itself gets connected if they see your concerted and continued actions towards the desired change rather than empty speeches and promises.

Their actions to change their habits as desired is the corollary thereafter!

Also read a few relevant blogposts hereunder: Please do consider leaving a comment or sharing this post.

Mosquito to teach patience
Voice of Customer

No Time? Micro-Meditate!  
What do you do when a dog barks at you?
How To Make A Difference 
Conscious Of Self-Esteem
Catch a Butterfly

Overworked? Tension? CPU of the mind hung-up? 
Do you exercise your choice meaningfully 
IQ-EQ-or-SQ: What-is-more-important? 
Eternally Happy! 
In-a-problem? No-problem! Dwell-a-while! 
I am afraid ! What do I do !! 
Fearful-Of-Death-of-Birth
Take Habits For A Ride 
Happy-Birthday-to-Youooo
Do You Celebrate Mean-or-Green 
Big-Be Or Bug-Be ! 
Raam or Krishna-Shyam: Tell me Hey Raam! 
Are You Good If Others Are Bad?  
Want Need-Or-Want 
Love is Care.. Care is Love !  
Deity is in the eyes of the beholder 
Success-or-failure! What-do-you-like?
Ball-Basin-Team Combine !  Maketh The Smile Divine !! 

Can-changing-thoughts-change-a-nation

Is the Free cheap?

It was TIMES (of India sponsored) SANSKRUTI time!

Thane loves anything to do with cultural (Sanskruti for Culture in Sanskrit and most other Indian local languages) activities.

Since a last couple of years, the year had been beginning in Thane with a big bang of cultural programmes representing art from across India... be it 'Kesariya' song from Rajasthan in West to Manipuri dance from the far East and Kashmiri culinary art from the North to the Katthakali dance from deep South.

Among many other programmes to choose from, the celebrity stage was to present the pop-queen of India 'Padma Shri' Usha Utthup on the last day.

I was left with a coupe of tickets extra since my friend couldn't join due to his last minute commitment.

So I offered the tickets to someone standing near the entry gate eagerly trying to catch a glimpse of the stage: I've got this extra. Do you want it? Free!

He looked at me with suspicion about the 'Free' and turned his head away.

Then I walked a little. Asked a middle aged couple if they were interested. It's Free I said. They shrugged as if I was asking for some favour.

Finally I found two young (college going) boys: I've got this extra. Do you want it? This time I asked without saying it's Free. My intention was not to make it appear Free.

Momentary reply was No cash sir!

Then I explained to them (why) it's Free.

They grabbed it. I'm sure they must have enjoyed their grandma like Usha Utthup sporting her trademark Bindi on the forehead with a look of a lady in her 30s, with a soulful but melodious and powerful voice none less than that of a 17 year young girl.

Hats off to the talented 'Padma Shri' Usha Utthup for her lovely-n-lively presentation to a jam-packed 10,000 strong audience at the age of 70 with the same enthusiasm and passion that of (her own) 1970's.

The questions that brushed my mind were:

Although it may be inconsequential to the first couple of pairs to whom I asked, they lost the 'Free' opportunity that came walking over to them just because they didn't hear attentively to what I offered. Poor communication (perhaps from me)! Perhaps I asked wrong questions!

Often people tend to perceive before even they hear completely! 

People hardly listen actively!!

People have no value for the things they get free and get them without any efforts!

People choose to think Free is (always) Cheap!

Also read a few relevant blogposts hereunder: Please do consider leaving a comment or consider sharing this post.

Listen To The Iceberg Beyond Tip

Big-Be Or Bug-Be !

Make It Simpler, Rest Will Follow

How To Make A Difference

Nauseous Communication Gaps

Do You Cleanup-After-Crisis

Raam or Krishna-Shyam: Tell me Hey Raam!

Will It Work Here? 

Some Moron ! Some Great !!!

That's How Morons Work

You seem Reasonable if you appear Un-reasonable

Smart-Moron Who Breaks Your Glass 

WOW Work-Culture: By Telling or Selling

Suggestions On-Sale, None-To-Buy

Can-changing-thoughts-change-a-nation

Ridiculous Poison-culture versus Maverick Kaizen-culture

Tolerate Once, Twice, Thrice?

That's how some business partnerships work

Taken-For-Granted ? You Deserve It !!

IQ-EQ-or-SQ: What-is-more-important?

Do you exercise your choice meaningfully

Do You Ask Right Questions? 

Take your career in fast lane!

Talent-Is-Latent: Enable It! 

Crying? It's time to kick-it-off! 

Is Your Job Boring!

Overworked? Tension? CPU of the mind hung-up? 
Eternally Happy! 
Take Habits For A Ride 
Are You Good If Others Are Bad?  
Want Need-Or-Want 
Success-or-failure! What-do-you-like?

Digitally Lean, Physically Fat

Just heard from a marketer about Digital-Lean! that he was trying to sell. No wonder there's a pull of  IOT (internet-of-things) all around now.

Seems to be a new jargon though, like Lean-Six-Sigma that evolved while maturing the Six-Sigma initiative of Motorola, GE, et all.

Such jargons that evolve, rather 'revolve' at regular intervals confuse the practitioners.
That was a point of my contention in one of my books 'Stay Lean, Make Planet Green".

Proponents of various management techniques (under jargons) such as BPR, TOC, 6-Sigma, etc. in past advocated hardly anything different than the original JIT thinking itself of Toyota to attain Lean. Nothing is wrong with these approaches except a major difference that the same proponents tried to catch up with either under different jargons or under a few augmented versions.

Most of these approaches focused on working top-down on obviously visible problems (as the links of a steel chain, say, that had already given way) that had reached a crisis stage. Naturally such crises problems demand radical changes. JIT philosophy instead, as a preventive culture, exposes potentially weak (but so far ‘invisible’) links before they actually turn weak and before they give way.  

Apart from the above, the 'people' aspect of problem solving (the Hitozukuri) also got ignored in the former approaches in their enthusiasm to invent newer mathematical models, tools and jargons.

Behavioral part of JIT instead builds and nurtures an army of soldiers capable of exposing and fighting potential weak links. Thereby it preempts failure of the process of making and delivering (the Monozukuri) of the offering.

So, the Fad-of-the-day, Tool-focus is the culprit of confusion, if any.  

Only when it was realized that the 'Toyota approach' is 'much more proactive' and ‘heart-full’ than what met the eyes and gray cells of a few fly-by-night consultants on a study mission to Japan, that the ‘augmented’ versions of their management tools appeared on the horizon of  the management world.

After the Re-engineering as a tool; to BPR; to Re-engineering of Management, etc.; the latest example is the re-christening of highly digitized statistical '6-Sigma'! It was jargonised as 'Lean-6-Sigma' having realized that '6-Sigma' as a measurement was already in use at Toyota. 

Exactly on similar lines, Toyota already had its very own invented SIS, strategic information systems technology in the 1960s. Toyota did the IOT (internet of things) in its own way then. It had its own towers in order to telegraphically release management information so that they could respond to market needs just-in-time, JIT.

They knew that information systems with speed is an integral part in order to be a leaner company. So wherever possible and needed, it was a necessity to get over the bottleneck speed of  physical systems by installing digital systems in order to exchange information in real time as far as possible.

So to that extent, to the extent of available soft technology then, the lean journey at Toyota was already digital.

Today when I heard about Digital-Lean! I thought of cautioning the practitioners not to confuse themselves with it as a jargon. If they do, then the fate could be that the Digital! may get installed but the Lean! may still stay flat and Fat! or rather Fatter! to the extent of the investments made in going  Digital! without correspondingly justified returns (or benefits) over it.

Know that digital was always existing. It's its continual improvement and its development that the today's developed level of Digital! needs to be looked at. It is an integral part of the lean journey anyway.

For instance, going digital in today's context may call for aiding the physical Kanban by E-Kanban wherever possible in support of the physical Kanban (rather than to replace it). The E-Kanban is about the electronic information system about 'when and where to deliver what and how much, etc.' It was earlier existing anyway in terms of a physical card, physical stock management fixtures of needed material and corresponding visuals, etc. Both are supposed to prevent excessive stocks & the resulting wastes!

Another example of going digital in today's context is about the use of RFID tags to sense movements of physical resources during their flow across the supply chain or the value chain.

Or it's about digitally monitoring of the conditions and status of the resources like done using sensors to monitor equipment conditions on-line and using them for decision making (using advanced analytics and statistical analysis of big data) in real time.

But of what use the borrowed 'digital' brain (the digital analytics of data in soft form) is when the real brain 'walks over' (ignores) the real hard data: The data or the hard facts about the probable abnormalities in their seed stage that could be seen, heard, felt, tested (and also tasted) and sensitized in real time?

That's exactly where the caution is.    

                  

                    'Smile-day’ The October 2^nd: Smile!

That's where there's scope for the Digital! to get decimated to be a 'Fad' or 'Flavor of the month', 'Flavor of the week' or 'Flavor of the day', etc. It's much like celebrating such ‘fad-days’ as jargons if people celebrate going Digital! but in reality stay Fat! with problems surrounding them!

Rather than advocating 'fads', a good coach called Sensei in Japanese would handhold, guide and steer the learner to clear off anything that's unsustainable.

So let Digital Lean! evolve and get installed as a matter of strategic need rather than it getting installed to appear modern.

Otherwise it might get easier to digitally smile (as a typical robot would do) while in real world it might still be a physical frown. 

It happened once while I was flying on an airlines! The choice of seat with it's features was a 'window-seat', perfect as it was shown on the computer screen while booking the ticket. But in reality the seat did not have a window at all! 

The last seats normally don't have a window!!

Also read a few relevant blog-posts here-under: Please do consider leaving a comment or consider sharing this post.

Kaizen, even in air!

Digital Corporate Yoga

In a Problem?: No Problem ! Dwell A While !! 
Soon... Waste-to-Eat ! Sea-to-Drink !!
About my first book World-Of-Kaizen

Can-changing-thoughts-change-a-nation
A customer gets what s/he deserves: Shoddy Quality! 
Listen to iceberg of VOC to acquire customers
Make It Simpler, Rest Will Follow 
How To Make A Difference 
Treat Root-causes, Not Symptoms ! 
Do You Cleanup-After-Crisis 
Will It Work Here?  
Some Moron ! Some Great !!! 
That's How Morons Work 
You seem Reasonable if you appear Un-reasonable 
Smart-Moron Who Breaks Your Glass  
WOW Work-Culture: By Telling or Selling 
Can-changing-thoughts-change-a-nation
Ridiculous Poison-culture versus Maverick Kaizen-culture 
Tolerate Once, Twice, Thrice? 
That's how some business partnerships work 
Taken-For-Granted ? You Deserve It !! 
Technology in-place, security dis-placed
IQ-EQ-or-SQ: What-is-more-important?
Customer or Custo-Mer?  
Experienced A Delightful Payment ! 
An Experience of Heart-and-Soul 
Less With More And More Gets Sore 
Should one care for value?  
ABCD of India Shining
Beware Of Political-Presentations 
Do You Cleanup-After-Crisis 
Hoarders Of Filthy Hoardings

Digital Corporate Yoga

I was excited when I first read about Smart cities in India! 

My city Thane (with probably the highest floating population in India) was among the shortlisted ones.

With a caveat, I feel the 'local' or layman's understanding of the 'Smart' goes hardly beyond digitally automating and monitoring human and material activities. To some prosumers and politicians alike, it's about 'showing' that we also do not lag behind in IOT (internet-of-things), in digitally connecting (and networking of) everything (devices, people and resources) everywhere in real time. In Kaizen parlor, the IOT is supposed to connect each Gembutsu at each Gemba in Genjitsu time.

In reality, Smart city initiative is supposed to be much more than synthetically planting 'digital' over its current level of physical existence. It's supposed to go to the higher level of physical, social, political, economic, 'emotional', 'mental', and 'spiritual' existence as well. I call the initiative as the Digital Corporate Yoga of the cities or rather of the universe!

I think it's of no use to call such cities Smart unless the digital progress helps them, the people (all stakeholders) and the cities alike, to evolve and get holistic experience of value.

Smart cities are supposed to house smart companies as well: the ones that are lean, digital internally and digitally connected externally to their value chains upstream as well as downstream.

Yes; being digital and lean, or in short each constituent of the smart city being digitally lean, is important.

But it's like, crudely say, the Digital or Soft or electronic form of Monozukuri that can be facilitated only through Hitozukuri as in case of smart companies in Japan. Without human involvement nothing can work as desired!

Monozukuri is about making products (rather making great offerings of products as well as services that add value) through Hitozukuri. The latter is about involving and 'making' (rather developing) people without whom Monozukuri is nearly impossible. Implementing both Hitozukuri and Monozukuri simultaneously as integral and complimentary concepts (see book 'Stay Lean, Make Planet Green') is the essence for any improvement initiatives to be sustainable at that. It's no different for digital initiatives! 

Why is it so, particularly in case of digital initiatives? 

Why do some people can't go beyond using an advanced IOT-capable smart phone (only) for socialising at higher speeds rather than for improved productivity?

Rather it's about their logical sequencing: 

The answer is in the roots of the questions such as follows!

Why do people keep going back to using Excel sheets in spite of expensively installed ERP systems in place? Or 

The answer is: Lack of Hitozukuri! 

Any ERP system in a company (be it expensive or otherwise) finds it difficult to succeed in it's true sense (to deliver the expected  levels of performance, as initially desired when the same was marketed by the suppliers) in absence of 'involving and preparing' people for the same. Same would-be the case of smart (digital) cities too! 

It's like taking up a high-tech flyover to speedily 'flyover' the problems left unattended below it, back once again to land into the traffic jam at the other end. (Extract  from Book "Stay Lean Make Planet Green, The Toyota Approach" by Shyam Talawadekar)

Smart cities will happen if people learn to take care of every little thing just like they would do for their hard earned penny. They must learn to prevent waste of any resource however insignificant it may appear to be like, say, to care for even a drop of water! 

In short, they must learn to put basics in place!

So to me, Digital Corporate Yoga is about both the Monozukuri and Hitozukuri coexisting. 

The horse before the cart; 
The Hitozukuri before the Monozukuri; 
The Smart people before the Smart cities!

Also read a few relevant blogposts hereunder: Please do consider leaving a comment or consider sharing this post.

Digitally Lean, Physically Fat  Kaizen, even in air!
In a Problem?: No Problem ! Dwell A While !! 
Soon... Waste-to-Eat ! Sea-to-Drink !!
About my first book World-Of-Kaizen

Can-changing-thoughts-change-a-nation
A customer gets what s/he deserves: Shoddy Quality! 
Listen to iceberg of VOC to acquire customers
Make It Simpler, Rest Will Follow 
How To Make A Difference 
Treat Root-causes, Not Symptoms ! 
Do You Cleanup-After-Crisis 
Will It Work Here?  
Some Moron ! Some Great !!! 
That's How Morons Work 
You seem Reasonable if you appear Un-reasonable 
Smart-Moron Who Breaks Your Glass  
WOW Work-Culture: By Telling or Selling 
Can-changing-thoughts-change-a-nation
Ridiculous Poison-culture versus Maverick Kaizen-culture 
Tolerate Once, Twice, Thrice? 
That's how some business partnerships work 
Taken-For-Granted ? You Deserve It !! 
Technology in-place, security dis-placed
IQ-EQ-or-SQ: What-is-more-important?
Customer or Custo-Mer?  
Experienced A Delightful Payment ! 
An Experience of Heart-and-Soul 
Less With More And More Gets Sore 
Should one care for value?  
ABCD of India Shining
Beware Of Political-Presentations 
Do You Cleanup-After-Crisis 
Hoarders Of Filthy Hoardings

Reward the Top or the Bottom

The showering of rewards on Indian olympians reminded me of my school.

Years ago my school was seeking donations.

I offered but with a condition!

The condition that the interest earned from my deposit will go towards the reward to the top few who show higher relative improvement in performance rather than rewarding the Top rankers.

My logic was that the Top rankers always and anyways get recognized. In the process, generally the Top talent stays at the top and the bottom end keeps struggling both because of two reasons.

One, the motivation of the reward and recognition reinforces the top to stay at the top.
At the other end, the demotivated non-rankers tend to lose interest and non performers refrain from getting into performance culture.

As expected, very few buy into radical ideas.

Is there cause there of why we can't produce more olympians?

No doubt that the rankers deserve their due having performed against all odds. But don't the others deserve at least the basic facilities and recognition to prepare themselves?

How does one do that?

Offer equal amount, attention and aid to others, if not more, especially to those who show higher relative improvement so that they provide tough competition to the toppers , enable them to be World toppers and in the process they themselves become toppers!

Penny-Wise Pound-Wiser

Penny-Wise Pound-Wiser

Daily saving countless Water

Being an intelligent Miser

That's the Haiku poem I wrote at the sight of my dinner plate.
Actually each day I tried to be a miser and console myself that I'm an intelligent miser. 

I reason it out of being a so-called self-appointed "intelligent" miser. 

Why? Because I ask some "foolish" questions to every human activity that I see, rather, that "I probe" I should say. 

But I don't have control over some. 

So I be "funny" with myself, with what I've control over. 

My dinner plate for instance.
I 'want' a fresh one. That's my desire.
That's my healthy habit.
But can my 'need' be served by something else?

Can I choose a soiled one that's available from the kitchen after being used for its intended purpose in the cooking process? 

For instance, one in picture is the pot of balance quantity of rice and another one is that balance quantity of curd. 

One plate and one bowl stays fresh!

Also you can see an old newspaper used below the plate so that the table doesn't get soiled. 

Plate reused!

Water saved, waste eliminated!!
Economy for Ecology!!!

How many such activities and avenues possible in a day? 

How much time can be saved that can be used for more value-adding work? 

How much water can be saved each day?

Countless at times!!!

Penny-Wise Pound-Foolish it is to call the self so-called intelligent!

Read a few relevant blogposts hereunder:

Rise-n-Fall in the Rain-Fall 

Take Habits For A Ride 
Can-changing-thoughts-change-a-nation
Do you exercise your choice meaningfully

How To Make A Difference

WOW Work-Culture: By Telling or Selling

Poverty-to-Power of Poetry

Wish To Be Planet-Friendly?: Save ! 

Soon-waste-to-eat, Sea-to-drink !

Don't Save Water on Holi-day

Do You Celebrate Mean-or-Green

Not-Soon, Says Monsoon

Rise-n-Fall in the Rain-Fall   

Aesthetics Spills-Over Function, Want Spills-Over Need (Part-1)

Functional-Aesthetics
Bust-wants, Boom-needs

Should one care for value? 

What You See Isn't What's Made

You seem Reasonable if you appear Un-reasonable

Do You Cleanup-After-Crisis 

Taken-For-Granted ? You Deserve It !! 

Less With More And More Gets Sore 

How To Make A Difference 

Some Moron ! Some Great !!! 

That's How Morons Work

Smart-Moron Who Breaks Your Glass  

WOW Work-Culture: By Telling or Selling 

Suggestions On-Sale, None-To-Buy 

Ridiculous Poison-culture versus Maverick Kaizen-culture 

Tolerate Once, Twice, Thrice? 

Taken-For-Granted ? You Deserve It !! 

Don't Save Water on Holi-day

Crying? It's time to kick-it-off!

'What's on TV?', wife asked.
'Dust', the husband said and then the fight started.... I began my speech with this PJ.

It was a presentation in front of about hundred strong audience attended by president of the company along-with management team of it's business units (BU).

Presentation began with chief of one of the business units appreciating each and every employee from a pilot for their wholehearted involvement. In about four months time the process and machine's performance effectiveness improved from 65 percent to 90 percent. After him, his team began sharing experiences.

"Seventh month in a row, machine hasn't broken down yet", said the mechanical maintenance supervisor.

"And the machine will 'tell' us well in advance before breaking down", said the operator. "Post implementing the TPM¹, it 'speaks' to us as a child does to the mother".

"It's rare to see this kind of culture and sense of pride in their work": The finance head of the company couldn't resist temptation to voice his observations after watching their enthusiasm and before-after pictures of achievements.

Can money buy such a kind of engagement and satisfaction?

Message of the proceedings was loud and clear to the audience: Although Google might be a knowledge bank with sea of literature on technicalities of TPM there to be read and researched, generating such a kind of positive attitude and sustaining the corresponding improvement culture is a different ballgame altogether: The one of soft dimensions of TPM: The Kaizen culture that needs to be experienced to be believed.

This was a story of a TPM pilot and a couple of it's support functions covering about fifty grass-root level employees from a continuous process plant. The change had begun with their top management team going to shopfloor to find opportunities for improvements (OFI) and implement changes, the Kaizens. Doing this on behalf of the employees was to take the 3D (Dirty-Danger-Difficult) realities on the floor head-on and demonstrate leadership commitment.

Unlike the man in the PJ 'showing' dust on TV, that's the way to get others to proactively "see" dust on their machine and prevent it from entering it's bearing as also from breaking it down. That's the kind of behavior expected from managers expecting a deep rooted change in their employees.

And when people in power do so, their subordinates change the very definition of problem: There is nothing called 'problem'. It's just the absence of an idea to find solution just like there's nothing called 'darkness', it's just the absence of light. 

And when they focus on solutions rather than 'crying' of problems they 'see' more and more OFI possibilities (Kaizen-Teian). That's the beginning of a change in culture.

If you want to experience such an improvement culture then it's high time to be ruthless with self and ask:

How many times do I practise it myself rather than 'telling' others to behave?

How many times do I 'catch' others to give positive strokes (recognition) for having tried to make a difference?

How many times do I procrastinate like that character in cartoon saying: I definitely want to praise your hard work but I just can't find the right words!

It's time to enable self and then others!
It's time to kick-it-off!!
It's time to do-it-now!!!

Footnote-1: TPM means Total Productive Maintenance or Total Productive Management as some like to call it.

Also read a few relevant blogposts hereunder: Please do consider leaving a comment or sharing this post.

Talent-Is-Latent: Enable It!

Listen to iceberg of VOC to acquire customers 

In-big-problem? Wear-hats-to-solve-it!

Taken-For-Granted ? You Deserve It !! 
Strategise To Achieve Targets Daily 
Does recognition really matter 
IQ-EQ-or-SQ: What-is-more-important?
Do you know a Best-Career-Plan 
Take your career in fast lane! 
Succession-Plans In Fast Lane!  
Treat Root-causes, Not Symptoms ! 
Nauseous Communication Gaps 
Do You Cleanup-After-Crisis 
Raam or Krishna-Shyam: Tell me Hey Raam! 
Will It Work Here?  
Some Moron ! Some Great !!!   
That's How Morons Work
You seem Reasonable if you appear Un-reasonable 
Smart-Moron Who Breaks Your Glass  
WOW Work-Culture: By Telling or Selling 
Suggestions On-Sale, None-To-Buy 
Can-changing-thoughts-change-a-nation
Ridiculous Poison-culture versus Maverick Kaizen-culture 
Tolerate Once, Twice, Thrice? 
Make checklists your friends  
Make It Simpler, Rest Will Follow 
How To Make A Difference 
Big-Be Or Bug-Be ! 
A customer gets what s/he deserves: Shoddy Quality! 
Listen to iceberg of VOC to acquire customers