chp 2 leadership for tqm

7/31/2019 CHP 2 Leadership for TQM

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

Leadership For TQM


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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.


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Strategic Planning

The process of envisioning an

organizations future and developing

the necessary procedures and

operations to achieve that future.


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The Baldrige Leadership Triad

Leadership

StrategicPlanning

Customer andMarket Focus

Operations


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Characteristics of excellent

leadership

Visible, committed, and knowledgeable.

A missionary zeal.

Aggressive targets.

Strong drivers.

Communication of values. Organization.

Customer contact.


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Leadership in the Baldrige Criteria

The LeadershipCategory examines how an organizationssenior leaders address values, directions, andperformance expectations, as well as a focus oncustomers and other stakeholders, empowerment,innovation, and learning. Also examined is how the

organization addresses its responsibilities to the publicand supports its key communities.

1.1 Organizational Leadership

a. Senior Leadership Direction

b. Organizational Performance Review1.2 Public Responsibility and Citizenship

a. Responsibilities to the Public

b. Support of Key Communities


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Attitude and involvement of top

management

Top management must demonstrate attitude to

balancing the following two dimensions.

They must balance the need for structuraldimension(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


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Communication

Communication is defined as the exchangeof information and understanding between

two or more persons or groups.

Communication ModelSender Message Receiver

Feedback


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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 establishingbenchmarks and measures of process quality.

Empowerment of employees.

Quality assurance in all organization processes. Human resource management system that

facilitate contributions at all levels.


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Culture Culture is the pattern of shared belief and

values that provide the members of anorganization rules of behavior oraccepted norms for conducting operation.

Corporate cultureis a companys valuesystem and its collection of guidingprinciples

Cultural values often seen in mission and

vision statements Culture reflected by management policies

and actions


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Embedding a Culture of Quality The basic vehicle for embedding an organizational

culture is a teaching process in which desired behaviorand 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


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Management System

Quality management system are vehicles for change andshould be designed to integrate all areas, not only thequality assurance department. They are directed towardachievement and commitment to purpose through fouruniversal processes:

(1) The specialization of task responsibilities through structure

(2) The provision of information systems that enable employeesto 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.


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Culture Change Mechanisms

Focus Form traditional To qualityplan Short and budget Future strategic issues

control Variance

reporting

Quality measure and

information for self control

communication Top down Top down and bottom upDecision Ad hoc/crisis

management

Planned change

Functional

management

Parochial,

competitive

Cross functions, integration

Quality management Fixing-shot

manufacturing

Preventive/continuous, all

function and process


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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


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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.


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Leadership Summary

Create a customer-focused strategic vision and clearquality values

Create and sustain leadership system and

environment for empowerment, innovation, andorganizational learning

Set high expectations and demonstrate personalcommitment and involvement in quality

Integrate quality values into daily leadership andmanagement and communicate extensively

Integrate public responsibilities and communitysupport into business practices

chp 2 leadership for tqm

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