Leadership

Leadership for TQM

Attitude and Involvement of Top Management Communication Culture Management Systems

Management is doing things right; leadership is doing the right things.

Peter Drucker

Define Leadership

There is no universal definition of leadership and indeed many books have been devoted to the topic of leadership. James McGregor described leadership as one who instills purposes, not one who controls by brute force . A leader strengthens and inspires the followers to accomplish shared goals.

The Malcolm Baldrige National Quality Awards definition of Leadership An organizations senior leadership should:

Set direction and create a customer focus. Create clear and visible values, and high expectations These directions values and expectations should balance the needs of all your stakeholders. Ensure the creation of strategies, systems, and methods for achieving excellence, stimulating innovations, and building knowledge and capabilities

The Malcolm Baldrige National Quality Awards definition of Leadership

The values and strategies should help guide all activities and decisions of your organization. Senior leaders should inspire and motivate your entire workforce and should encourage all employees to contribute, to develop and learn, to be innovative, and to be creative.

The Malcolm Baldrige National Quality Awards definition of Leadership

Senior leadership should serve as role models through their ethical behavior and their personal involvement in planning, communications, coaching and development of future leaders. As a role models, they can reinforce values and expectations while building leadership, commitment, and initiative throughout your organization.

Getting quality results is not a short-term, instant-pudding way to improve competitiveness; implementing total quality management requires hands-on, continuous leadership
Armand V. Feigenbaum

Characteristics of Excellent Leadership

1. 2. 3. 4. 5. 6. 7.

Visible, committed, and knowledgeable A missionary zeal Aggressive targets Strong drivers Communication of values Organization Customer Contact
Dr.Curt Reimann Director Malcolm Baldrige National Quality Award

1. Visible, committed, and knowledgeable

They promote the emphasis on quality and know the details and how well the company is doing. Personal involvement in education, training and recognition. Accessible to and routine contact with employees, customers and suppliers.

2. A missionary zeal

The leaders are trying to effect as much change as possible through their suppliers, through the government and through any other vehicle that promotes quality. Active in promotion of quality outside the company.

3. Aggressive targets

Going beyond incremental improvements and looking at the possibility of making large gains, getting the whole workforce thinking about different processes-not just improving processes.

4. Strong drivers

Cycle time, zero defects, six sigma or other targets to drive improvements. Clearly defined customer satisfaction and quality improvement objectives.

5. Communication of values

Effecting cultural change related to quality. Written policy, mission, guidelines and other documented statements of quality values, or other bases for clear and consistent communication.

6. Organization

Flat structures that allow more authority at lower levels. Empowering employees. Managers as coaches rather than bosses. Cross-functional management processes and focus on internal as well as external customers. Inter-departmental improvement teams.

7. Customer Contact

CEO and all senior managers are accessible to customers

The Westinghouse Total Quality Model

Total Quality Requirements

Customer Orientation

Customer Orientation

Human Resource Excellence Participation Product/Process Leadership Management Leadership

Product/ Services

Training

Motivation

Process/ Procedure

Information

Suppliers

Culture

Planning

Communication

Accountability

The model is built upon the foundation of management Leadership

Framework of IBMs Market Driven Quality Program

Driver
Leadership Vision Involvement Policy Management

System
Systems Information/Analysis Planning Human Resources Quality Assurance

Measures Of Progress
Quality Results Improved Quality Lower Costs

Goal
Customer Satisfaction

Market Success/ Competitiveness

Market Driven Quality Model

Attitude of Top Management

The quality depends upon the vision of excellence and that a vision becomes reality through excellent compelling Leadership
Joseph Jaworisky, Chairman of American Leadership Forum

Attitude and Involvement of Top Management

The Conflict of Hard and Soft Assets

Focus on Technology rather than human resources and organizational competence The top managers need to be ambidextrous. They must balance the need for the structural dimension (e.g., Hierarchy, budgets, plans, controls, procedures) on one hand with the behavioral or person dimension on the other.

Attitude and Involvement of Top Management

The commitment and involvement of top management need to be demonstrated and visible
They never listened to what I said, they always watch what I do

Dwight Eisenhower

Many managers send mixed signals. They endorse quality, but reward bottom line or production. Employee buy-in is unlikely in such environment where worker empowerment is talked about but not practiced

Communication
What is communication? Communication is defined as the exchange of information and understanding between two or more persons or group
Message

Sender

Receiver

Feedback

Communication

The most important thing in communication is to hear what isn't being said Peter Drucker

The Managerial Communications

Why Top managers need to communicate to ensure quality practices in the organization?

Communication is inextricably linked in the quality process, yet some executives find it difficult to tell others about the plan in a way that will be understood Constant communication and employees buy-in are crucial to a successful TQM initiative

What should be the best communication model for a quality enterprise?

Larry Appley, chairman emeritus of the American Management Association, has developed a company-wide productivity improvement program that has the model as a centerpiece

Recipient/Boss

Message
What is to be done? How well should it be done? How well is being done? How to do it better?

Answered by
Position Description Standard/Target Performance Appraisal Action Plan

Sender/Employee

Corporate Culture and Leadership

What is culture?
Culture is a pattern of beliefs and values that provides the members of an organizations rules of behavior or accepted norms for conducting operations. It is philosophies, ideologies, values, assumptions, beliefs, expectations, attitudes, and norms that knit an organization together and are shared by the employees.

Organizational Culture and its importance

Successful organizations have a central core culture around which the rest of the company revolves. It is important for a organization to have a sound basis of core values into which management and other employees will be drawn. Without central core, the energy of members of the organization will dissipate as they developed plans, make decisions, communicate, and carry on operations without fundamental criteria of relevance to guide them.

Basic beliefs of some famous organizations

Company Ford Delta 3M Lincoln Electric Caterpillar beliefs Quality is job one A family feeling Product Innovation Wages proportionate to productivity Strong dealer support; 24-hours spare parts support around the world Fast Service, consistent quality

McDonnalds

What Quality Gurus suggest for a cultural and value system transformation is:

Deming calls for transformation of the American management style Feigenbaum suggests a pervasive improvement throughout the organization According to Crosby, Quality is the result of a carefully constructed culture, it has to be the basic fabric of the organization

Embedding a Culture of Quality

It is one thing for top management to state a commitment to quality but quite another for commitment to be accepted in the company. The basic vehicle for embedding an organizational culture is a teaching process in which desired behaviors and activities are learned through experiences, symbols, and explicit behaviors. The demonstration of commitment by top management by activities and behavior that are exhibited throughout the company is essential.

Embedding a Culture of Quality

This commitment is demonstrated by behaviors and activities that are exhibited throughout the company. Categories of behaviors include:

Signaling: Making actions or taking actions that support the vision of quality, such as mission statements, creeds, or charters directed toward customer satisfaction. Focus: Every employee must know the vision, his or her part in it, and what has to be done to achieve it. Employee Policies: These may be the clearest expression of culture, at least from the viewpoint of the employee. A culture of quality can be easily seen as the reward and promotion system, status symbols, and other human resource actions.

Transition to Quality Culture in Xerox

Transition Team

Training

Senior Management Behavior

Xerox Culture Change

Tools and Processes
Communication Reward and Recognition

Management Systems

No matter how comprehensive or lofty a quality strategy may be, it in not complete until it is put into action. It is only rhetoric until it has been implemented. Quality management systems are vehicles for change and should be designed to integrate all areas not only the quality assurance department. They must expend throughout the company to include white-collar activities ranging from market research to shipping and customer services.