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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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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM 2
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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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM 3
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 MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM 4
The Baldrige Leadership Triad
Leadership
StrategicPlanning
Customer andMarket Focus
Operations
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM 5
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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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM 6
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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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM 7
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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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM 8
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 MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM 9
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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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM 10
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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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM 11
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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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM 12
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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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM 13
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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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM 14
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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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM 15
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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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM 16
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