1. Establishing a Culture of Quality
Chapter 3
Achieving Quality Through Continual Improvement
Chapter 3

2. Duties of Management Management tasks Planning Organizing Commanding
Coordinating
Controlling
Chapter 14

3. Duties of Management Empowering workers Continual process improvement
Data for improvement
Process management
Chapter 14

4. The Business Environment
Today’s business environment is characterized by fierce competition
Defect free product taken for granted
Life style fit is important
Ever changing demands due to heavy emphasis on customer requirements, design process, and manufacturing
Chapter 14

5. Management’s Interest in Quality
Old management myths about quality:
Quality is expensive; it lowers productivity
Quality is intangible; it cannot be managed
Poor quality means poor workers
Quality is the responsibility of quality professionals
Quality is not a major issue; it has little impact on the company
Chapter 14

6. Making a Commitment to Quality
Practical experience
Instruct those reporting to them on the principles of quality
Promote the company’s quality image to the outside world
Constantly learn more about quality
Observe companies that are role models
Link manager’s compensation to quality
Chapter 14

7. Quality Leadership
The job of management is not supervision, but leadership…The required transformation of Western style of management requires that managers be leaders
Edward Deming, Out of the Crisis
Chapter 14

8. Characteristics of a Successful Leader
Understand the situation
Ability to formulate and communicate vision
Ability to challenge traditional beliefs
Ability to empower others
Ability to build coalitions
Emphasis on intangibles
Authenticity and energy
Chapter 14

9. Culture of Excellence Attitude Structure Information Empowerment
Career development
Recognition
Family bond
Chapter 14

10. Quality Strategy Strategic elements Quality and other strategies
Establishes long term direction to quality improvement process
Quality and other strategies
All strategies must be aligned
Strategic quality planning
Process that follows a written procedure called strategic plan
Chapter 14

11. Undertaking Organizational Change
Initiating change
Installing quality requires a radical change that impacts both managers and workers
Time to accomplish change
It takes time for quality improvement effort to show significant results
Quality improvement projects
Introducing quality is the first of many projects
Chapter 14

12. Questions?
Chapter 14

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