Chapter 14 1

Establishing a Culture of Quality

Chapter 14

Achieving Quality Through Continual ImprovementClaude W. Burrill / Johannes Ledolter

Published by John Wiley & Sons, Inc., 1999

Prepared by Dr. Tomi Wahlström,

University of Southern Colorado

Chapter 14 2

Duties of Management

• Management tasks– Planning– Organizing– Commanding– Coordinating– Controlling

Chapter 14 3

Duties of Management

• Empowering workers

• Continual process improvement

• Data for improvement

• Process management

Chapter 14 4

The Business Environment

• Today’s business environment is characterized by fierce competition

• Defect free product taken for granted

• Life style fit is important

• Ever changing demands due to heavy emphasis on customer requirements, design process, and manufacturing

Chapter 14 5

Management’s Interest in Quality

• Old management myths about quality:– Quality is expensive; it lowers productivity– Quality is intangible; it cannot be managed– Poor quality means poor workers– Quality is the responsibility of quality

professionals– Quality is not a major issue; it has little impact

on the company

Chapter 14 6

Making a Commitment to Quality

• Practical experience– Instruct those reporting to them on the

principles of quality– Promote the company’s quality image to the

outside world– Constantly learn more about quality– Observe companies that are role models– Link manager’s compensation to quality

Chapter 14 7

Quality Leadership

• The job of management is not supervision, but leadership…The required transformation of Western style of management requires that managers be leaders

• Edward Deming, Out of the Crisis

Chapter 14 8

Characteristics of a Successful Leader

• Understand the situation

• Ability to formulate and communicate vision

• Ability to challenge traditional beliefs

• Ability to empower others

• Ability to build coalitions

• Emphasis on intangibles

• Authenticity and energy

Chapter 14 9

Culture of Excellence

• Attitude

• Structure

• Information

• Empowerment

• Career development

• Recognition

• Family bond

Chapter 14 10

Quality Strategy

• Strategic elements– Establishes long term direction to quality

improvement process

• Quality and other strategies– All strategies must be aligned

• Strategic quality planning– Process that follows a written procedure called

strategic plan

Chapter 14 11

Undertaking Organizational Change

• Initiating change– Installing quality requires a radical change that

impacts both managers and workers

• Time to accomplish change– It takes time for quality improvement effort to

show significant results

• Quality improvement projects– Introducing quality is the first of many projects

Chapter 14 12

Questions?

Chapter 14 13

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