Casting People in Continuous Quality Improvement

Abstract

The Hindu population has been divided into 4 classes (varna’s) paradigmed by Rishi Manu. These are: Brahmin,
Kshatrya, Vaishta and Shudra. This 'varna vyavastha' is an arrangement based on one's orientation for a
profession aligned on one's nature. It was planned to promote high specialisation and super competencies, by
integrating a system of Continuous Quality improvement (CQI) through design. ManuSamriti, thus worked as a
code of law during Hindu age, Muslim rule and even during British dynasty. Whenever a fundamental change in
environment is competent enough to cause failure, then it implies that either the system was week, or the change
in environment too strong! Neither happened in case of ManuSamriti. Because in this case the human
management system was finely divided between homogeneity and harmony; therefore it formed a critical system.
Being balanced narrowly, it got rejected by default, in spite that the environment could never shake its building
blocks. In performance it behaved similar to the paradigm of TQM- potent, but full of dichotomy and
misunderstanding. The present work attempts to draw commonalities between TQM and Manusmriti. The positive
effects and negative impacts of Manusmriti have been analyzed w.r.t. requirements, and discussed. It is ventured
that within the stipulations of Manusmriti, the Quality skills were extensively displayed, and as on today, neither
the Quality, nor the quantity is provided for. In the absence of this how will our society do with the requirements
and where to the non-availability of requisite competencies will lead to remains to be seen?
Keywords: Competitude (competence + attitude), TQM, 3-S, Manusmriti, Holean Human Development (Holy,
lean and Holistic), current technological revolution (CTR)