The popular belief is that building a Quality Culture is a major exercise for an organization, or for that matter, government. I disagree.

Building an organization-wide Quality Culture starts at the top. Now, that’s the hard part.

Based on my interactions with the Tata Group, Aditya Birla Group, Mahindra Group, L&T Group, HUL, and many more, here is my lab-prescription for leaders, on how to build a Quality Culture?

  1. Walk your talk. People listen to what you say they believe what you do
  2. At monthly review meetings have Quality as the first item on the agenda. The grape-wine will communicate the ‘action’ organization-wide
  3. At the monthly review, feel free to excuse yourself from the meeting once Quality has been discussed and action points established. This will sink in the priority
  4. Go meet customers to understand their Quality requirements. This is the best Quality education for leaders, regardless of function
  5. Conduct executive briefings on Managing for Quality; as well as Quality of Management. With utmost humility, demonstrate your expertise through effective answers to questions
  6. Include Quality in the Strategic Plan; on par with Finance, Marketing, Technology, Human Resources
  7. Redesign job descriptions to include Quality; as well as factor Quality into the Performance Appraisal and Induction Programs. Conduct the introductory session of the Induction Program underlining Quality.

Is this a choice with any options?

Only leaders can make MADE IN INDIA happen.

Try this today, and comment below on the benefits you saw.



*The MADE IN INDIA tiger is a creative representation of the idea behind becoming a manufacturing behemoth in the global markets. Any resemblance to any other logo, is purely unintentional.


About Suresh Lulla

SURESH LULLA is the Founder & Managing Director of Qimpro Consultants Pvt Ltd. The company offers a range of services that include: Process Management, Quality Life Cycle Management, Business Excellence, Benchmarking of Best Practices, Professional Certifications for Quality & Reliability, and Recognition of Excellence in Individuals, Teams, & Organizations. Under Mr Lulla’s leadership, Qimpro has saved its clients well over Rs 175 billion in terms of cost of poor quality, as well as significantly improved customer satisfaction levels in the manufacturing, service, and healthcare sectors. Apart from India, Qimpro has conducted assignments in Singapore, Indonesia, Malaysia, Thailand, Viet Nam, Pakistan, Sultanate of Oman, Bahrain, Iran, and Kenya.

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About Suresh Lulla

Suresh Lulla established Qimpro Consultants Pvt. Ltd. in 1987 as a focused quality management consultancy based on The Juran Trilogy: quality planning, quality control, and quality improvement. Since inception, Qimpro has saved Indian corporates over Rs 20,000 crores in terms of cost of poor quality, using the Juran methodologies. In 1989, Mr Lulla established Qimpro Convention as a culmination of a quality improvement competition for the QualTech Prize. Currently, there are three parallel competitions - improvement, innovation, and sustainability in the manufacturing, services, and healthcare sectors. Areas of Specialization • Problem Solving • Process Excellence • Performance Excellence • Benchmarking Best Practices Author Mr Lulla has authored 'World-Class Quality: An Executive Handbook' published by Tata McGraw- Hill (2003). Quality Fables In 2014, Mr Lulla released Quality Fables. Unlike Aesop's Fables, these 25 fables are not based on fiction and/or animals. They are based on real experiences and involve real people. Each is a short narrative making a significant point. Recognition In 2004, Mr Lulla was awarded the IMC Juran Centennial Medal for his pioneering contribution to quality practices in India. In 2005, Mr Lulla was awarded the Distinguished Alumnus Award by the Indian Institute of Technology, Bombay in recognition of his outstanding achievements in Quality Management Consultancy. In 2006, the Institute of Management Consultants of India conferred on Mr Lulla the award of Fellow Member. Professional Bodies • Chairman, IMC Quality Awards Committee - IMC Ramkrishna Bajaj National Quality Award; IMC Juran Medal • Director - Membership Retention and Engagement, Global Benchmarking Network
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  1. Suresh Nanjagurd says:

    Corporate culture is what really matters because the culture itself is the thing on which employees of the organization are built. I mean to say how the employees behave in an organization, all depends upon the work culture of the organization. The nature of the work carried on in an organization also affects the work culture. For ex. work culture in a finance firm might be completely different from that of a media/marketing company. There’s a company I know where a corporate culture created by its founder has created wonders and for which it has received many awards:

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