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TQM Leadership

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TQM Leadership

  1. 1. TQM - Leadership
  2. 2. What is leadership? • A simple definition is that leadership is the art of motivating a group of people to act toward achieving a common goal. • In a business setting, this can mean directing workers and colleagues with a strategy to meet the company's needs.
  3. 3. Characteristics of Quality Leaders 1. Give priority attention to customers and their needs 2. Empower, rather than control, subordinates. 3. Emphasize improvement rather than maintenance. 4. They emphasize prevention. 5. Encourage collaboration rather than competition. 6. They train and coach, rather than direct and supervise. 7. Learn from problems. 8. They continually try to improve communications. 9. They continually demonstrate their commitment to quality. 10. Choose suppliers on the basis of quality, not price. 11. Establish organizational systems to support the quality effort. 12. Encourage and recognize team effort.
  4. 4. Leadership Pyramid
  5. 5. Stephen R Covey: The 7 Habits of Highly Successful People 1. Be Proactive: Proactive people think beforehand and are ready to face a situation. Reactive people react as per the situation and react on whims and emotions. 2. Begin with the end in mind: “If you don’t know where to go then you will reach nowhere” goes an old saying. Start a task with set goals. Goals are important as they tell you where to go. They help in focusing your approach as well. 3. Put first things first: Because of multitude of tasks and assignments one needs to prioritize. 4. Think win-win: Think about mutual benefits rather than your own benefit alone. Everybody wants to have an upper hand in life and in business dealings. But this is practically not possible. So best way is to find is the middle of the road. 5. Seek first to understand then to be understood: First give other people ample time to express themselves. This will help on many fronts. The other person gets enough opportunity to say what he wants to say. You get an opportunity to understand other’s perspective. You get enough time to strategize accordingly. 6. Synergy: The best example of teamwork can be learnt from a pleasant orchestra. 7. Sharpen the saw: Skill building or practice is very important. Nobody is perfect and perfection is a thing which can never be achieved in one’s lifetime. Moreover, it always pays to practice as much as you can.
  6. 6. Time Management Matrix
  7. 7. Deming's 14-Point Philosophy [1/4] - A Recipe for Total Quality 1. Create constancy of purpose • Strive for constant improvement in products & services, with the aim of becoming competitive and ensuring consistency in the way business is done, which will ensure retention of employment. • Do not just adjust at the end of the production process but evaluate if improvements are necessary during the process and get started immediately. 2. The new philosophy • A new (economic) time offers new chances and challenges, and management must take responsibility for being open to such changes. • Without change, a company can not sustain itself in a time when innovation occurs every day. 3. Cease dependence on inspection • End the dependence on inspections and final checks to ensure quality. It is better to that quality checks take place during the process so that improvements can be made earlier. 4. End ‘lowest tender’ contract • Move towards a single supplier for any one item. Stop doing business and negotiate with suppliers based on the lowest price. It is worthwhile in the long term to build a good and long-standing relationship with suppliers, which fosters trust and increases loyalty.
  8. 8. Deming's 14-Point Philosophy [2/4] - A Recipe for Total Quality 5. Continually seek out problems • Improve constantly and forever. Continuous process improvement of production and service results in improved quality and productivity, which in turn leads to cost reduction. 6. Institute training on the job • Training and development of employees is necessary for the survival of an organization. By integrating it into the organization, it will be considered as normal for the employees, as part of their Personal Development Plan. 7. Institute supervision • Adopt and institute leadership. Leadership needs to be stimulated. By leading and supervising, managers can help employees and make machines work better. • Their helicopter view ensures that they can see everything that happens on the workplace. 8. Drive out fear • Fear is paralyzing. Fear must be eliminated on the work floor so that everyone can work effectively for the company, feel safe and take risks. • Transparent communication, motivation, respect and interest in each other and each other’s work can contribute to this.
  9. 9. Deming's 14-Point Philosophy [3/4] - A Recipe for Total Quality 9. Break down barriers • By eliminating the boundaries between departments, cooperation can be better and different expert teams will understand each other better. • This can be done by, for example, the creation of multifunctional teams. 10. Eliminate exhortations • Remove ‘stimulating’ slogans from the workplace. Such slogans, warnings and exhortations are perceived as being patronizing. • Quality and production problems do not arise from the individual employee, but from the system itself. 11. Eliminate targets • No more focus on achieving certain margins; that impedes professionals from performing their work well and taking the necessary time for it. • Rushing through the work can cause production errors. Managers should therefore focus on quality rather than quantity. 12. Permit pride of workmanship • Let employees be proud of their craftsmanship and expertise again. • Employees feel more satisfaction when they get a chance to execute their work well and professionally, without feeling the pressure of deadlines.
  10. 10. Deming's 14-Point Philosophy [3/4] - A Recipe for Total Quality 13. Institute education • Integrate and promote training, self-development and improvement for each employee. By encouraging employees to work for themselves and to see their studies and training as a self-evident part of their jobs, they can elevate themselves to a higher level. 14. The transformation is everyone’s job • Transformation is the work of everyone. Set forth concrete actions to implement and realize transformation and change throughout the organization.
  11. 11. Strategic Planning - How an organization can do strategic quality planning? • The process starts with the principles that quality and customer satisfaction are the center of an organization’s future. It brings together all the key stakeholders. • There are seven steps to strategic Quality Planning: 1. Discover customer needs 2. Customer positioning 3. Predict the future 4. Gap analysis 5. Closing the gap 6. Alignment 7. Implementation
  12. 12. Strategic Planning [1/2] - How an organization can do strategic quality planning? 1. Customer Needs: • The first step is to discover the future needs of the customers. Who will they be? Will your customer base change? What will they want? How will they want? How will the organization meet and exceed expectations? 2. Customer Positioning: • Next, the planners determine where organization wants to be in relation to the customers. Do they want to retain, reduce, or expand the customer base. • Product or services with poor quality performance should be targeted for breakthrough or eliminated. • The organization’s needs to concentrate its efforts on areas of excellence. 3. Predict the future: • Next planners must look into their crystal balls to predict the future conditions that will affect their product or service. Demographics, economics forecasts, and technical assessments or projections are tools that help predict the future. 4. Gap Analysis : • This step requires the planner to identify the gaps between the current state and the future state of the organization. • An analysis of the core values and concepts is an excellent technique for pinpointing gaps.
  13. 13. Strategic Planning [2/2] - How an organization can do strategic quality planning? 5. Closing the Gap: • The plan can now be developed to close the gap by establishing goals and responsibilities. • All stakeholders should be included in the development of the plan. 6. Alignment: • As the plan is developed, it must be aligned with the mission, vision, and core values and concepts of the organization. Without this alignment, the plan will have little chance of success. 7. Implementation: • This last step is frequently the most difficult. Resources must be allocated to collecting data, designing changes, and overcoming resistance to change. • Also part of this step is the monitoring activity to ensure that progress is being made. • The planning group should meet at least once a year to assess progress and take any corrective action.
  14. 14. Communication All organizations communicate in one way or the other. For the communication to be effective, there must be room for feedback. It is very important to keep the information flow between employees & various level of management. Before communicating any message, organization must know what are the goals & consequences of the message before the message is communicated.
  15. 15. Communication - Interactive The most effective communication allows for discussion between the employees and their supervisor, NOT just management talking to them. The immediate supervisor is in the best position to initiate the transfer of information & create discussions on what needs to be improved, how to do it, and why it needs to be done.
  16. 16. Communication - Formal Although face-to-face interaction may be a primary communication method, it is best to supplement it with other formal communication channel to reinforce. In multinational organization, communication must be tailored for different cultures & languages. Large, multi-site organizations found video as a productive medium for discussion.
  17. 17. Hoshin Kanri [1/2] • One of the approaches for strategic planning in Japanese companies • Ho = Direction • Shin = Focus • Kan = Alignment • Ri = Reason • Japanese TQM is founded on these principles that everyone in an organization is recognized as being expert in their own job, and that human seek recognition and want to be involved and are motivated by desire to be recognized as a contributor to the success of the community to which they belong.
  18. 18. Hoshin Kanri [2/2] Hoshin Kanri can be summarized as below Evolve the vision & goals to realize it. Develop strategy, policy, benchmarking & targets. Deploy targets to all levels through a cascaded process & create a policy at each level of management. Establish a feedback loop of results to complete the Plan- Do-Check-Act [PDCA] cycle which is the Shewhart cycle.
  19. 19. Hoshin Kanri - Example
  20. 20. Creating Line of Sights [1/2] The strategic objective & KPI of a company must be linked to its strategies & regularly reviewed. Line of Sight [LOS] performance management creates a clear & visible links between goals & objectives employees are trying to achieve; the measures & metrics that will help guide them toward those outcomes; and the activities & initiatives occurring daily at the workplace. LOS can b defined as, “An employee understanding the strategic objectives of an organization and how to contribute to those objective”.
  21. 21. Creating Line of Sights [2/2] Critical elements of LOS Define & Clarify the business priorities & objectives Align the organization around specific & measurable goals & objectives Identify & measure the suit of cascaded metrics that best enable those outcomes Implement the right tools to monitor Create the awareness & skills necessary to identify gaps, trends & deviations from course Enable the ability to quickly deploy & mobilize course corrections in real-time Provide the skills & systems to manage those improvements to completion Structure a feedback system that enables timely information on those course corrections across all managers & stakeholders in the LOS program
  22. 22. THANK YOU

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