2LeadershipThe ability to positively influence people and systems to have a meaningful impact and achieve results
3Criteria 1 LeadershipTop management must realize importance of qualityQuality is responsibility of everybody, but ultimate responsibility is CEOInvolvement and commitment to CQIQuality excellence becomes part of business strategyLead in the implementation process
4Leadership concepts 12 characteristics of quality leaders 7 Habits of highly effective peopleThe Deming philosophy
5Leadership Characteristics of Successful Leaders Give priority attention to external and internal customers and their needsEmpower, rather than control, subordinatesEmphasize improvement rather than maintenanceEmphasize preventionEncourage collaboration rather than competition
6Leadership Leadership Characteristics Cont’d: Train and coach, rather than direct and superviseLearn from problemImprove communicationsDemonstrate their commitment to qualityChoose suppliers on the basis of quality, not price
7Leadership Leadership Characteristics Cont’d: Establish organizational systems to support the quality effortEncourage and recognize team effortLeadership is essential during every phase of the implementation process and particular at the start!!!!!
87 Habits of highly effective people ( Stephen Covey) Be pro-activeBegin with the end in mindPut first things firstThink win-winSeek first to understand, then to be understoodSynergySharpen the saw
9The Deming PhilosophyCreate and publish the aims and purposes of the organizationLearn the new philosophyUnderstand the purpose of inspectionStop awarding business based on price alone.Improve constantly and forever the SystemInstitute trainingTeach and institute leadership
10The Deming PhilosophyDrive out fear, create trust, and create a climate for innovationOptimize the efforts of teams, groups, and staff areasEliminate exhortations for the work forceEliminate numerical quotas for the work forceRemove barriers to pride of workmanshipEncourage education and self-improvement for allTake action to accomplish the transformation.
11Role of TQM leadersAll are responsible for quality improvement especially the senior management & CEO’sSenior management must practice MBWAEnsure that the team’s decision is in harmony with the quality statements of the organizationSenior TQM leaders must read TQM literature and attend conferences to be aware of TQM tools and methodsSenior managers must take part in award and recognition ceremonies for celebrating the quality successes of the organizationCoaching others and teaching in TQM seminarsSenior managers must liaise with internal ,external and suppliers through visits, focus groups, surveysThey must live and communicate TQM.
12TQM ImplementationBegins with the Senior Management’s and the CEO’s commitmentInvolvement is requiredRequires the education of Senior Management in TQM conceptsTiming of the implementation process can be very importantFormation of the Quality CouncilDevelopment of Core Values, Vision Statement, Mission Statement, Quality Policy Statement
13TQM Implementation What is Quality Council: Composed of: CEO, the Senior Managers of the functional areas, such as design, marketing, finance, production, and quality; and a coordinator or consultantThe coordinator will ensure that the team members are empowered and know their responsibilities
14TQM Implementation Quality Council Duties: Develop the core values, vision, mission, and quality policy statementsDevelop the strategic long-term plan with goals and the annual quality improvement program with objectivesCreate the total education and training planDetermine and continually monitor the cost of poor quality
15TQM Implementation Quality Council Duties: Determine the performance measures for the organizationDetermine projects that improve the processesEstablish multifunctional project and departmental or work group teamEstablish or revise the recognition and reward system
16TQM ImplementationCore Values for the Malcolm Baldrige National Quality Award:Visionary LeadershipCustomer-driven ExcellenceOrganizational & Personal LearningValuing Employees & PartnersAgilityFocus on the FutureManagement for InnovationManagement by FactSocial ResponsibilityFocus on Results and Creating ValueSystems Perspective
17Quality statementsVision statement – a short declaration of what the organization hopes to be tomorrow.Mission statement – a statement of purpose – who we are, who are our customers, what we do , and how we do it.Quality policy – is a guide for everyone in the organization ,how they should provide products and services to the customers.
18Strategic PlanningStrategic business planning is similar to strategic quality planning.7 steps to strategic planningCustomer needsCustomer positioningPredict the futureGap analysisClosing the gapAlignmentImplementation.
19Strategic Quality Goals and Objectives Goals must be focusedGoals must be concreteGoals must be based on statistical evidenceGoals must have plan or method with resourcesGoals must have a time-frameGoals must be challenging yet achievable