Leadership 101 - Part 3


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Leadership 101 - Part 3

  1. 1. Developed by Dr. David Hays
  2. 2. <ul><li>In Part 3, you will learn: </li></ul><ul><ul><li>The philosophy behind the quality movement </li></ul></ul><ul><ul><li>The quality movement is about empowering the workforce </li></ul></ul><ul><ul><li>People closest to the work usually have the experience and knowledge to come up with the best solutions to work problems </li></ul></ul><ul><ul><li>The influence of Dr. W. Edwards Deming on the quality movement </li></ul></ul>
  3. 3. <ul><li>The quality challenge is faced by most companies: </li></ul><ul><ul><li>Consumers demand quality products and services </li></ul></ul><ul><ul><li>Providing them requires a workforce that is: </li></ul></ul><ul><ul><ul><li>Talented </li></ul></ul></ul><ul><ul><ul><li>Committed </li></ul></ul></ul><ul><ul><ul><li>Empowered </li></ul></ul></ul>
  4. 4. <ul><li>The quality challenge is the most important factor in efforts to empower employees faced by companies who struggle to complete. It relies on the talents and capabilities of employees and management </li></ul><ul><li>Quality improvement requires three essential ingredients: </li></ul><ul><ul><li>Participative leadership </li></ul></ul><ul><ul><li>Continuous process improvement </li></ul></ul><ul><ul><li>The use of groups </li></ul></ul>
  5. 5. <ul><li>Prior to the early 1900s, American industry was largely characterized by small shops making relatively simple products such as furniture, plows, and stoves. </li></ul><ul><li>The individual worker was generally a craftsman who was completely responsible for the quality of work. </li></ul>
  6. 6. <ul><li>With the spread of the Industrial Revolution in the early 1900s, factories sprang up </li></ul><ul><li>Workers with limited training formed into long assembly lines </li></ul><ul><li>Production become more complex. </li></ul><ul><li>The inspection department become responsible for quality, inspecting 100 percent of important characteristics </li></ul>
  7. 7. <ul><li>During the 1920s, statistical quality control as developed through the work of Dr. Walter Shewhart of Bell Telephone Labs. </li></ul><ul><li>Shewhart introduced the concept of “controlling” quality rather than inspecting it into the part. </li></ul><ul><li>Statistical quality control came into its own during World War II, and has been retained, refined and augmented </li></ul>
  8. 8. <ul><li>Quality movement philosophy: </li></ul><ul><ul><li>The people closest to the work have the experience and knowledge to come up with the best solutions </li></ul></ul><ul><li>Ren McPherson, former president of Dana Corp., points out that: </li></ul><ul><ul><li>The expert is the person who is performing the job </li></ul></ul>
  9. 9. <ul><li>The influence of W. Edwards Deming was critical in the quality movement </li></ul><ul><ul><li>Was recruited to help prepare a census in 1950 </li></ul></ul><ul><ul><li>Ended up restructuring the Japanese economy </li></ul></ul><ul><ul><li>The Japanese applied his ideas, and he became a legend </li></ul></ul>
  10. 10. <ul><li>The Deming Prize has been awarded for out-standing achievement in quality control ever since </li></ul>
  11. 11. <ul><li>Results of Deming’s influence: </li></ul><ul><ul><li>People at the production level were taught the statistical techniques of quality control </li></ul></ul><ul><ul><li>They were then delegated the task and the power to organize their work so product quality could be improved </li></ul></ul><ul><ul><li>Management was convinced of the necessity for personal involvement and commitment to quality </li></ul></ul>
  12. 12. <ul><li>14 points for a successful workplace: </li></ul><ul><ul><li>Create consistency and continuity of purpose </li></ul></ul><ul><ul><li>Set high standards </li></ul></ul><ul><ul><li>Eliminate dependence on mass inspection </li></ul></ul><ul><ul><li>Reduce the number of suppliers </li></ul></ul><ul><ul><li>Recognize that there are two sources of quality problems </li></ul></ul><ul><ul><li>Improve job training </li></ul></ul><ul><ul><li>Provide a higher level of supervision </li></ul></ul>
  13. 13. <ul><ul><li>Break down barriers between departments </li></ul></ul><ul><ul><li>Stamp out fear by encouraging open, two-way communication </li></ul></ul><ul><ul><li>Abolish numerical goals and slogans </li></ul></ul><ul><ul><li>Use statistical methods </li></ul></ul><ul><ul><li>Remove barriers to pride of work </li></ul></ul><ul><ul><li>Institute a program of education and training </li></ul></ul><ul><ul><li>Define management’s commitment to quality and productivity </li></ul></ul>
  14. 14. <ul><li>Deming taught that: </li></ul><ul><ul><li>The more quality is built in, the less a product costs over time </li></ul></ul><ul><ul><li>It is important to design a good system and process </li></ul></ul><ul><ul><ul><li>To demonstrate the idea, he developed the “Red Bead Experiment” </li></ul></ul></ul>
  15. 15. <ul><li>Objective: to show how a poorly managed system leads to defects and poor quality </li></ul><ul><li>Lessons: </li></ul><ul><ul><li>Merit raises and punishment are given for what the system does </li></ul></ul><ul><ul><li>Defects are in the system and workers have little to do with it </li></ul></ul><ul><ul><li>Management is trying to control people instead of transforming a flawed system and then managing it </li></ul></ul>
  16. 16. <ul><li>Deming’s message to the Japanese was quality </li></ul><ul><ul><li>Japanese manufacturers listened and learned </li></ul></ul><ul><ul><li>They became profitable, well managed, and competitive </li></ul></ul><ul><li>Improving quality creates a chain reaction: </li></ul><ul><ul><li>It ends with the creation of more jobs </li></ul></ul>
  17. 17. <ul><li>American organizations have followed the example of Japanese companies, including: </li></ul><ul><ul><li>General Electric </li></ul></ul><ul><ul><li>Motorola </li></ul></ul><ul><ul><li>Ford Motor Company </li></ul></ul><ul><ul><li>The U.S. Army, Navy, and Air Force </li></ul></ul>
  18. 18. <ul><li>Frederick W. Taylor wrote Principles of Scientific Management: </li></ul><ul><ul><li>Father of modern management and industrial engineering principle </li></ul></ul><ul><ul><li>Developed the first monetary incentive system </li></ul></ul><ul><ul><li>His principles and incentive system became the basis for a worldwide scientific management movement </li></ul></ul>
  19. 19. <ul><li>Basic principles of scientific management: </li></ul><ul><ul><li>Develop a science for each element of a job that replaces old rule-of-thumb </li></ul></ul><ul><ul><li>Scientifically select, train, teach, and develop the worker </li></ul></ul><ul><ul><li>Cooperate with employees to ensure that all work is done according to the principles of science </li></ul></ul><ul><ul><li>Divide the work and responsibility between management and employee </li></ul></ul>
  20. 20. <ul><li>American organizations have followed the example of Japanese companies, including: </li></ul><ul><ul><li>General Electric </li></ul></ul><ul><ul><li>Motorola </li></ul></ul><ul><ul><li>Ford Motor Company </li></ul></ul><ul><ul><li>The U.S. Army, Navy, and Air Force </li></ul></ul>
  21. 21. <ul><li>Watch the Quality at Motorola and Dr. W. Edwards Deming – The Prophet of Quality videos shown to the left. </li></ul><ul><li>Identify how quality improvement is both hard and soft </li></ul><ul><ul><li>Hard — based on scientific management </li></ul></ul><ul><ul><li>Soft — concerned with the human side of work </li></ul></ul><ul><li>RealPlayer required to watch the Deming video </li></ul>
  22. 22. <ul><li>Proceed to Tab 4. </li></ul>