rfhha leadership series 1

8/6/2019 RFHHA Leadership Series 1

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RFHHA LEADERSHIP SERIES NO 1

RFHHA. All Right Reserved, www.rfhha.org

L EARNING T O L EAD Excellent leaders are made as well as born. To be the best, learn the essential skills of leadership

through formal training course and on-the job experience.

F OCUSING O N Q UALITY

ALWAYS STRIVE TO

PREACH QUALITY

AND PRACTISE

IMPROVEMENT .

The aim of leadership is to help others to achieve their personal best. This involves setting high butrealistic performance goals for yourself and your staff, finding ways to improve operations and

procedures, and strivin for total quality in all areas.

APPLYING STANDARDS work closely with subordinates to set

Measurable quality standards that they can seek to achieve or exceed.

Leader discussespossible areasfor improvementin standards of work


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The most common quality definition in manufacturing is conformance, which is

the degree to which a product characteristic meets preset standards.

"A manager of people needs to understand that all people are different. This is not ranking people. Heneeds to understand that the performance of anyone is governed largely by the system that he works in,

the responsibility of management. Deming

SETTING STANDARDS

Before you or your staff can achieve quality Goals you need to be very clear about your

own Expectations regarding how things Should be done and the standards of performance that

must be Reached. Once you have defined These expectations you can Communicate them clearly

to staff reemphasizing your own Commitment and the fact that achieving excellence is

everyones r esponsibility

R AISING STANDARDS

Maintaining and exceeding standards is an ongoing process involving everyone.

Encourage staff to analyze problem areas and to work together To find solutions. Involve them in

looking for ways to improve products. Processing Find solutions involve them in looking for

ways to improve products, processes and performance and if extras skills are needed, arrange the

ENSURE THAT YOU

INVOLVE ALL STAFF

MEMBERS IN QUALITY

IMPROVING SCHEMES.


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necessary training. This approach no only generates ideas And innovation, but creates an

atmosphere of participation and increased motivation, which in turn results in raised quality

standards.

IMPROVING STANDARDS OF QUALITY

TARGET STANDARDS HOW TO ACTIVATE QUALITY

LEADERSHIP

Lead your team towards total quality by

constantly improving every process and

product.

Ensure that all staff drives towardscontinuous improvement in all aspects of performance.

Recognized and appreciate individuals and

team for the success of their efforts.

STRATEGY

Seek to uphold and develop the

organizations vision,

Mission values and direction,

Determine all objectives with the aim of

reaching the highest quality standards.

Communicate strategic aims clearly to

everybody and review and update them

regularly.

PEOPLE

Ensure that staffs are motivated, well-

managed and empowered to improve

continuously.

Train all staff in the skills and capabilities

they need to meet their quality targets.

Practice two-way communication top-down

and bottom-up, through all available media:

RESOURCES

Aim to use financial and other resources

efficiently to achieve the organization

objectives.

Ensure money is managed efficiently and

everyone understands what is happening

financially and why.

Use the best technology available and

consistently update it to state-of-the-art

levels.

PROCESSES

Ensure that all vital processes, Including

management are consistently highly

effective.

Develop performance measures and feedback

to maintain the improvement momentum.

Stimulate people to formulate Innovative and

creative ideas for improving processes.


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The common element of the business definitions is that the quality of a product or service refers to theperception of the degree to which the product or service meets the customer's expectations. Quality hasno specific meaning unless related to a specific function and/or object. Quality is a perceptual,conditional and somewhat subjective attribute.

The business meanings of quality have developed over time. Various interpretations are given below:

1. ISO 9000: "Degree to which a set of inherent characteristics fulfills requirements." [1] Thestandard defines requirement as need or expectation.

2. Six Sigma: "Number of defects per million opportunities." [2]

3. Subir Chowdhury : "Quality combines people power and process power." [3]

4. Philip B. Crosby: "Conformance to requirements." [4][5] The requirements may not fullyrepresent customer expectations; Crosby treats this as a separate problem.

5. Joseph M. Juran : "Fitness for use." [5] Fitness is defined by the customer.

6. Noriaki Kano and others , present a two-dimensional model of quality: "must-be quality" and"attractive quality." [6] The former is near to "fitness for use" and the latter is what the customerwould love, but has not yet thought about. Supporters characterize this model more succinctlyas: "Products and services that meet or exceed customers' expectations."

7. Robert Pirsig : "The result of care." [7]

8. Genichi Taguchi, with two definitions:

a. "Uniformity around a target value." [8] The idea is to lower the standard deviation in outcomes,and to keep the range of outcomes to a certain number of standard deviations, with rareexceptions.

b. "The loss a product imposes on society after it is shipped." [9] This definition of quality is basedon a more comprehensive view of the production system.

9. American Society for Quality: "A subjective term for which each person has his or her owndefinition. In technical usage, quality can have two meanings:

a. The characteristics of a product or service that bear on its ability to satisfy stated or impliedneeds;

b. A product or service free of deficiencies." [5]

10. Peter Drucker: "Quality in a product or service is not what the supplier puts in. It is what thecustomer gets out and is willing to pay for." [10]

11. W. Edwards Deming: concentrating on "the efficient production of the quality that the marketexpects," [11] and he linked quality and management: "Costs go down and productivity goes up as


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improvement of quality is accomplished by better management of design, engineering, testingand by improvement of processes." [12]

12. Gerald M. Weinberg: "Value to some person".

References

1. ^ TC 176/SC (2005). ISO 9000:2005, Quality management systems -- Fundamentals and vocabulary .

International Organization for Standardization.

2. ^ Motorola University. "What is Six Sigma?" . Motorola, Inc.. Retrieved 2008-07-20.

3. ^ Chowdhury, Subir (2005). The Ice Cream Maker: An Inspiring Tale About Making Quality The Key

Ingredient in Everything You Do . New York: Doubleday, Random House. ISBN 978-0385514781 .

4. ^ Crosby, Philip (1979). Quality is Free . New York: McGraw-Hill. ISBN 0070145121 .

5. ^ a

b

c

American Society for Quality, Glossary - Entry: Quality , retrieved 2008-07-206. ^ Kano, Noriaki (1984-04-01). "Attractive quality and must-be quality". The Journal of the Japanese Society

for Quality Control : 39 48.

7. ^ .Pirsig, Robert M. (1974). Zen and the art of motorcycle maintenance : an inquiry into values . New York,

N.Y.: Morrow. ISBN 0688002307 . Cited by: Jones, D.R. (September 1989). "Exploring quality: what Robert

Pirsig's "Zen and the Art of Motorcycle Maintenance" can teach us about technical communication". IEEE

Transactions on Professional Communication (IEEE) 32 (3): 154 158.

8. ^ Taguchi, G. (1992). Taguchi on Robust Technology Development . ASME Press. ISBN 978-9992910269 .

9. ^ .Ealey, Lance A. (1988). Quality by design: Taguchi methods and U.S. industry . Dearborn, Mich.: ASI

Press. ISBN 9781556239700 . Cited by: Sriraman, Vedaraman, A primer on the Taguchi system of quality

engineering , retrieved 2008-07-20

10. ^ Drucker, Peter (1985). Innovation and entrepreneurship . Harper & Row. ISBN 9780060913601 .

11. ^ Edwards Deming, W. (1986). Out of the Crisis . Cambridge, Mass.: Massachusetts Institute of Technology,

Center for Advanced Engineering Study. ISBN 0-911379-01-0 .

12. ^ Walton, Mary; W. Edwards Deming (1988). The Deming management method . Perigee.

pp. 88. ISBN 0399550003 .

13. ^ p.169, Rochfort Scott, Hamerton
http://en.wikipedia.org/wiki/Quality_(business)#cite_ref-0http://en.wikipedia.org/wiki/Quality_(business)#cite_ref-0http://en.wikipedia.org/wiki/Quality_(business)#cite_ref-1http://en.wikipedia.org/wiki/Quality_(business)#cite_ref-1http://www.motorola.com/content.jsp?globalObjectId=3088http://www.motorola.com/content.jsp?globalObjectId=3088http://www.motorola.com/content.jsp?globalObjectId=3088http://en.wikipedia.org/wiki/Quality_(business)#cite_ref-2http://en.wikipedia.org/wiki/Quality_(business)#cite_ref-2http://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://en.wikipedia.org/wiki/Special:BookSources/978-0385514781http://en.wikipedia.org/wiki/Special:BookSources/978-0385514781http://en.wikipedia.org/wiki/Special:BookSources/978-0385514781http://en.wikipedia.org/wiki/Quality_(business)#cite_ref-3http://en.wikipedia.org/wiki/Quality_(business)#cite_ref-3http://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://en.wikipedia.org/wiki/Special:BookSources/0070145121http://en.wikipedia.org/wiki/Special:BookSources/0070145121http://en.wikipedia.org/wiki/Special:BookSources/0070145121http://en.wikipedia.org/wiki/Quality_(business)#cite_ref-ASQglossaryQ_4-0http://en.wikipedia.org/wiki/Quality_(business)#cite_ref-ASQglossaryQ_4-0http://en.wikipedia.org/wiki/Quality_(business)#cite_ref-ASQglossaryQ_4-1http://en.wikipedia.org/wiki/Quality_(business)#cite_ref-ASQglossaryQ_4-1http://en.wikipedia.org/wiki/Quality_(business)#cite_ref-ASQglossaryQ_4-2http://en.wikipedia.org/wiki/Quality_(business)#cite_ref-ASQglossaryQ_4-2http://en.wikipedia.org/wiki/Quality_(business)#cite_ref-ASQglossaryQ_4-2http://www.asq.org/glossary/q.htmlhttp://www.asq.org/glossary/q.htmlhttp://www.asq.org/glossary/q.htmlhttp://en.wikipedia.org/wiki/Quality_(business)#cite_ref-5http://en.wikipedia.org/wiki/Noriaki_Kanohttp://en.wikipedia.org/wiki/Noriaki_Kanohttp://en.wikipedia.org/wiki/Noriaki_Kanohttp://en.wikipedia.org/wiki/Quality_(business)#cite_ref-6http://en.wikipedia.org/wiki/Quality_(business)#cite_ref-6http://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://en.wikipedia.org/wiki/Special:BookSources/0688002307http://en.wikipedia.org/wiki/Special:BookSources/0688002307http://en.wikipedia.org/wiki/Special:BookSources/0688002307http://en.wikipedia.org/wiki/Quality_(business)#cite_ref-7http://en.wikipedia.org/wiki/Quality_(business)#cite_ref-7http://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://en.wikipedia.org/wiki/Special:BookSources/978-9992910269http://en.wikipedia.org/wiki/Special:BookSources/978-9992910269http://en.wikipedia.org/wiki/Special:BookSources/978-9992910269http://en.wikipedia.org/wiki/Quality_(business)#cite_ref-8http://en.wikipedia.org/wiki/Quality_(business)#cite_ref-8http://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://en.wikipedia.org/wiki/Special:BookSources/9781556239700http://en.wikipedia.org/wiki/Special:BookSources/9781556239700http://en.wikipedia.org/wiki/Special:BookSources/9781556239700http://scholar.lib.vt.edu/ejournals/JOTS/Summer-Fall-1996/PDF/9-2-Sriraman-article.pdfhttp://scholar.lib.vt.edu/ejournals/JOTS/Summer-Fall-1996/PDF/9-2-Sriraman-article.pdfhttp://scholar.lib.vt.edu/ejournals/JOTS/Summer-Fall-1996/PDF/9-2-Sriraman-article.pdfhttp://scholar.lib.vt.edu/ejournals/JOTS/Summer-Fall-1996/PDF/9-2-Sriraman-article.pdfhttp://en.wikipedia.org/wiki/Quality_(business)#cite_ref-9http://en.wikipedia.org/wiki/Quality_(business)#cite_ref-9http://en.wikipedia.org/wiki/Quality_(business)#cite_ref-9http://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://en.wikipedia.org/wiki/Special:BookSources/9780060913601http://en.wikipedia.org/wiki/Special:BookSources/9780060913601http://en.wikipedia.org/wiki/Special:BookSources/9780060913601http://en.wikipedia.org/wiki/Quality_(business)#cite_ref-10http://en.wikipedia.org/wiki/Quality_(business)#cite_ref-10http://en.wikipedia.org/wiki/Quality_(business)#cite_ref-10http://en.wikipedia.org/wiki/Special:BookSources/0911379010http://en.wikipedia.org/wiki/Special:BookSources/0911379010http://en.wikipedia.org/wiki/Special:BookSources/0911379010http://en.wikipedia.org/wiki/Quality_(business)#cite_ref-11http://en.wikipedia.org/wiki/Quality_(business)#cite_ref-11http://en.wikipedia.org/wiki/Quality_(business)#cite_ref-11http://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://en.wikipedia.org/wiki/Special:BookSources/0399550003http://en.wikipedia.org/wiki/Special:BookSources/0399550003http://en.wikipedia.org/wiki/Special:BookSources/0399550003http://en.wikiped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