Leadership For TQM

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

Leadership
The ability to positively influence people and systems to have a meaningful impact and achieve results. Leadership is a prerequisite to all strategy and action plans, it cannot be delegated.

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

Strategic Planning
The process of envisioning an organizations future and developing the necessary procedures and operations to achieve that future.

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

The Baldrige Leadership Triad

Strategic Planning Operations

Leadership Customer and Market Focus

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

Characteristics of excellent leadership

Visible, committed, and knowledgeable. A missionary zeal. Aggressive targets. Strong drivers. Communication of values. Organization. Customer contact.
5

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

Leadership in the Baldrige Criteria

The Leadership Category examines how an organizations senior leaders address values, directions, and performance expectations, as well as a focus on customers and other stakeholders, empowerment, innovation, and learning. Also examined is how the organization addresses its responsibilities to the public and supports its key communities. 1.1 Organizational Leadership a. Senior Leadership Direction b. Organizational Performance Review 1.2 Public Responsibility and Citizenship a. Responsibilities to the Public b. Support of Key Communities
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

Attitude and involvement of top management

Top management must demonstrate attitude to balancing the following two dimensions. They must balance the need for structural dimension(e.g., hierarchy, budget, plans, controls, procedures) Also the behavioral or personnel dimension. The commitment and involvement of management need to be demonstrated and visible
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

Communication
Communication is defined as the exchange of information and understanding between two or more persons or groups. Communication Model Sender Message Receiver Feedback

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

The vehicles for communicating about quality are selected components of TQM system:
Training and development for both managers and employees. Participation at all levels in establishing benchmarks and measures of process quality. Empowerment of employees. Quality assurance in all organization processes. Human resource management system that facilitate contributions at all levels.
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

 Culture is the pattern of shared belief and values that provide the members of an organization rules of behavior or accepted norms for conducting operation. Corporate culture is a companys value
system and its collection of guiding principles Cultural values often seen in mission and vision statements Culture reflected by management policies and actions
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

Culture

10

Embedding a Culture of Quality

The basic vehicle for embedding an organizational culture is a teaching process in which desired behavior and activities are learned through experience, symbols, and explicit behavior. Change can be accomplished, but it is difficult Imposed change will be resisted Full cooperation, commitment, and participation by all levels of management is essential Change takes time You might not get positive results at first Change might go in unintended directions
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

11

Management System
Quality management system are vehicles for change and should be designed to integrate all areas, not only the quality assurance department. They are directed toward achievement and commitment to purpose through four universal processes:
(1) (2) (3) The specialization of task responsibilities through structure The provision of information systems that enable employees to know what they need to do in order to achieve goals. The necessary achievement to result through action plans and projects Control through the establishment of benchmarks, standards, and feedback.

(4)

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

12

Culture Change Mechanisms

Focus plan Form traditional Short and budget To quality Future strategic issues

control
communication Decision Functional management Quality management

Variance reporting
Top down Ad hoc/crisis management Parochial, competitive Fixing-shot manufacturing

Quality measure and information for self control

Top down and bottom up Planned change Cross functions, integration Preventive/continuous, all function and process

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

13

Cont. Management System

Refers to how decisions are made, communicated, and carried out at all levels; mechanisms for leadership development, self-examination, and improvement Effectiveness of leadership system depends in part on its organizational structure

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

14

Key success factors emerges from three dimensions

The drivers of quality such as cycle time reduction, zero defects; Operations that provide opportunities for reducing cost or improving productivity ; The market side of quality, which relates to the salability of goods and services.

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

15

Leadership Summary
Create a customer-focused strategic vision and clear quality values Create and sustain leadership system and environment for empowerment, innovation, and organizational learning Set high expectations and demonstrate personal commitment and involvement in quality Integrate quality values into daily leadership and management and communicate extensively Integrate public responsibilities and community support into business practices
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

16