Tqm ch 02

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

Leadership For TQM


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.


Strategic Planning

• The process of envisioning an organization’s future and developing the necessary procedures and operations to achieve that future.


The Baldrige “Leadership Triad”

Leadership

Strategic Planning

Customer andMarket Focus

Operations


Characteristics of excellent leadership

• Visible, committed, and knowledgeable.

• A missionary zeal.

• Aggressive targets.

• Strong drivers.

• Communication of values.

• Organization.

• Customer contact.


Leadership in the Baldrige CriteriaThe Leadership Category examines how an organization’s 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 Leadershipa. Senior Leadership Directionb. Organizational Performance Review

1.2 Public Responsibility and Citizenshipa. Responsibilities to the Publicb. Support of Key Communities


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


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 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.


Culture • 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 company’s value system and its collection of guiding principles

• Cultural values often seen in mission and vision statements

• Culture reflected by management policies and actions


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


Management SystemQuality 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) The specialization of task responsibilities through structure(2) The provision of information systems that enable employees

to know what they need to do in order to achieve goals.(3) The necessary achievement to result through action plans and

projects(4) Control through the establishment of benchmarks, standards,

and feedback.


Culture Change MechanismsFocus Form traditional To quality

plan Short and budget Future strategic issues

control Variance reporting

Quality measure and information for self control

communication Top down Top down and bottom up

Decision Ad hoc/crisis management

Planned change

Functional management

Parochial, competitive

Cross functions, integration

Quality management Fixing-shot manufacturing

Preventive/continuous, all function and process


Cont. Management SystemCont. 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


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.


Leadership SummaryLeadership 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

Documents

Tqm ch 02