Tqm ch 02

1,482 views

Published on

0 Comments
3 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,482
On SlideShare
0
From Embeds
0
Number of Embeds
4
Actions
Shares
0
Downloads
119
Comments
0
Likes
3
Embeds 0
No embeds

No notes for slide
  • CRI Steering committee of 4 sets directions, frequent interaction with employees, review performance daily, formal monthly evaluations and OFIs
  • Tqm ch 02

    1. 1. Leadership For TQMTHE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 1
    2. 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. 2THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
    3. 3. Strategic Planning • The process of envisioning an organization’s future and developing the necessary procedures and operations to achieve that future. 3THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
    4. 4. The Baldrige “Leadership Triad” Strategic Planning Operations Leadership Customer and Market Focus 4THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
    5. 5. Characteristics of excellent leadership • Visible, committed, and knowledgeable. • A missionary zeal. • Aggressive targets. • Strong drivers. • Communication of values. • Organization. • Customer contact. 5THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
    6. 6. Leadership in the Baldrige Criteria The 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 Leadership a. Senior Leadership Direction b. Organizational Performance Review 1.2 Public Responsibility and Citizenship a. Responsibilities to the Public b. Support of Key Communities 6THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson Learning TM
    7. 7. 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 7THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
    8. 8. Communication • Communication is defined as the exchange of information and understanding between two or more persons or groups. Communication Model Sender Message Receiver Feedback 8THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
    9. 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 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. 9THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
    10. 10. 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 10THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
    11. 11. 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 11THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
    12. 12. Management System Quality 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. 12THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
    13. 13. Culture Change Mechanisms Focus Form traditional To quality plan Short and budget Future strategic issues control Variance Quality measure and reporting information for self control communication Top down Top down and bottom up Decision Ad hoc/crisis Planned change management Functional Parochial, Cross functions, integration management competitive Quality management Fixing-shot Preventive/continuous, all manufacturing function and process 13THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
    14. 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 14THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
    15. 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. 15THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
    16. 16. Leadership 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 16THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

    ×