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Engr Mian Khurram Mateen

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1 Engr Mian Khurram Mateen
Leadership in TQM Engr Mian Khurram Mateen Engr Mian Khurram

2 Leadership The ability to positively influence people and systems to have a meaningful impact and achieve results

3 Criteria 1 Leadership Top management must realize importance of quality Quality is responsibility of everybody, but ultimate responsibility is CEO Involvement and commitment to CQI Quality excellence becomes part of business strategy Lead in the implementation process

4 Leadership concepts 12 characteristics of quality leaders
7 Habits of highly effective people The Deming philosophy

5 Leadership Characteristics of Successful Leaders
Give priority attention to external and internal customers and their needs Empower, rather than control, subordinates Emphasize improvement rather than maintenance Emphasize prevention Encourage collaboration rather than competition

6 Leadership Leadership Characteristics Cont’d:
Train and coach, rather than direct and supervise Learn from problem Improve communications Demonstrate their commitment to quality Choose suppliers on the basis of quality, not price

7 Leadership Leadership Characteristics Cont’d:
Establish organizational systems to support the quality effort Encourage and recognize team effort Leadership is essential during every phase of the implementation process and particular at the start!!!!!

8 7 Habits of highly effective people ( Stephen Covey)
Be pro-active Begin with the end in mind Put first things first Think win-win Seek first to understand, then to be understood Synergy Sharpen the saw

9 The Deming Philosophy Create and publish the aims and purposes of the organization Learn the new philosophy Understand the purpose of inspection Stop awarding business based on price alone. Improve constantly and forever the System Institute training Teach and institute leadership

10 The Deming Philosophy Drive out fear, create trust, and create a climate for innovation Optimize the efforts of teams, groups, and staff areas Eliminate exhortations for the work force Eliminate numerical quotas for the work force Remove barriers to pride of workmanship Encourage education and self-improvement for all Take action to accomplish the transformation.

11 Role of TQM leaders All are responsible for quality improvement especially the senior management & CEO’s Senior management must practice MBWA Ensure that the team’s decision is in harmony with the quality statements of the organization Senior TQM leaders must read TQM literature and attend conferences to be aware of TQM tools and methods Senior managers must take part in award and recognition ceremonies for celebrating the quality successes of the organization Coaching others and teaching in TQM seminars Senior managers must liaise with internal ,external and suppliers through visits, focus groups, surveys They must live and communicate TQM.

12 TQM Implementation Begins with the Senior Management’s and the CEO’s commitment Involvement is required Requires the education of Senior Management in TQM concepts Timing of the implementation process can be very important Formation of the Quality Council Development of Core Values, Vision Statement, Mission Statement, Quality Policy Statement

13 TQM 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 consultant The coordinator will ensure that the team members are empowered and know their responsibilities

14 TQM Implementation Quality Council Duties:
Develop the core values, vision, mission, and quality policy statements Develop the strategic long-term plan with goals and the annual quality improvement program with objectives Create the total education and training plan Determine and continually monitor the cost of poor quality

15 TQM Implementation Quality Council Duties:
Determine the performance measures for the organization Determine projects that improve the processes Establish multifunctional project and departmental or work group team Establish or revise the recognition and reward system

16 TQM Implementation Core Values for the Malcolm Baldrige National Quality Award: Visionary Leadership Customer-driven Excellence Organizational & Personal Learning Valuing Employees & Partners Agility Focus on the Future Management for Innovation Management by Fact Social Responsibility Focus on Results and Creating Value Systems Perspective

17 Quality statements Vision 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.

18 Strategic Planning Strategic business planning is similar to strategic quality planning. 7 steps to strategic planning Customer needs Customer positioning Predict the future Gap analysis Closing the gap Alignment Implementation.

19 Strategic Quality Goals and Objectives
Goals must be focused Goals must be concrete Goals must be based on statistical evidence Goals must have plan or method with resources Goals must have a time-frame Goals must be challenging yet achievable

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