leadership in tqm

Category: Education

Presentation Description

No description available.


By: farid678 (101 month(s) ago)

Could you please let download the file or send it farid678@hotmail.com.

Presentation Transcript

Aness zulfiqar:

Aness zulfiqar ROLL NO.82



Slide 5:

LEADER “Someone who can take a group of people to a place they don’t think they can go” Daim ler chrysher "A leader is a dealer in hope." S Bennis & Nanus "A leader can influence others, and who has managerial authority" Stephen P.Robbins

The Malcolm Baldrige National Quality Award’s definition of Leadership:

The Malcolm Baldrige National Quality Award’s definition of Leadership An organization’s 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 Award’s definition of Leadership :

The Malcolm Baldrige National Quality Award’s 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 Award’s definition of Leadership:

The Malcolm Baldrige National Quality Award’s 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 .


Characteristics Visible, committed, and knowledgeable A missionary zeal Customer Contact Priority attention to customers Empower rather then control sub-ordinates Emphasis on prevention Encourage collaboration rather then competition Learning from problems

Slide 10:

Training and coaching to employees Improvement in communication Organizational system to support quality effort Focus on improvement Encourage and recognize team effort Show commitment to quality

Visible, committed, and knowledgeable :

Visible, committed, and knowledgeable They promote emphasis on quality and know the detail how well company is doing Personal involvement in education training and recognition Routine contacts with employees, customers and supplier

A missionary zeal :

A missionary zeal Leaders try to effect as much change possible through suppliers, customers and through any other vehide that promote quality Active in promotion of quality outside the company

Customer Contact :

Customer Contact Leaders have contacts with the internal and external customers It increase the reputation of an organization Ultimately it effects the performance of company

Priority attention to customers:

Priority attention to customers An important aspect is customers satisfaction Find out how product and services can help your customer through survey and other means Products should be according to customer requirement

Empower rather then control sub-ordinates:

Empower rather then control sub-ordinates Flat structure that allow more authority at low levels. Mangers coaches rather than bosses. Leader should have trust and confidence on their employees. Proper training and sources should be provided to the subordinates

Emphasis on prevention :

Emphasis on prevention As you know “prevention is better than cure” Leaders are more likely to prevent any mishap rather then waiting for them to happen

Encourage collaboration :

Encourage collaboration Qualities is not just concern of production or operation department It should involved marketing, finance, HRM and all departments There should be unity between departments instead of competition

Learning from problems :

Learning from problems Leaders always learn from problem and thy treat problem as opportunity for learning Leader ask questions that “what are the causes” How we can prevent it in the near feature

Training and coaching to employees :

Training and coaching to employees Leaders know that development of human resource is necessary to improve the performance of organization Leaders should provide proper trainings to their subordinates to do a better job for the success

Improvement in communication :

Improvement in communication Effective cultural change related to quality Policies, missions, goals and guidelines should be in written form These should be communicated to all employees in and organization

Organizational system to support quality effort:

Organizational system to support quality effort Superviser work groups and project teams are organized to improved the process Better systems are established to make the quality products

Focus on improvement :

Focus on improvement As you know improvement is a never ending process Leader use the phrase “If it isn’t perfect, improve it” rather than If it isn't broke, don’t fix it.” By focusing on improvement an organization goes upward

Encourage and recognize team effort:

Encourage and recognize team effort They encourage, provide recognization and rewards to individuals and teams Leaders know that people like that their contributions are appreciated and important

Show commitment to quality :

Show commitment to quality Leaders always perform the action which they supposed They always focus on quality to satisfy the customers need

We need both leading & managing:

We need both leading & managing Feedback Happy Customer

Leader VS Manager:

Leader VS Manager Leader Manager Innovate Leading & developing people Inspire trust Having long range view Ask what & why Challenge status quo Do the right things Administrate Manager process Rely on control Having short range view Ask how and when Accept status quo Do the things right

What do leaders Do ??:

W hat do leaders Do ?? provide direction Communication Enable coach Recognize results & reinforce desired behavior

Providing directions:

Providing directions

Communicate the direction:

Communicate the direction The direction which we are persuing What benefits we expect to get Communication should be clear, concise and easily understandable PROVIDE UNDERSTANDING AND HOPE PROGRESS ----- RESULTS ACHIEVED ON DATE


enable It means set people for success Provide resources, people, time Provide training Remove Barriers Coach and counsel Methods to accomplished assigned task

Recognize Results and reinforce desired behavior:

Recognize Results and reinforce desired behavior Recognize accomplishment and results Psychological Rewards Financial rewards Reinforce desired behavior catch people doing things right

Awais Ali Roll No 91:

Awais Ali Roll No 91

Good Leaders Are Made Not Born:

Good Leaders Are Made Not Born You can become an effective leader if you have desire and willpower. Good leaders develop through a never ending process of self study, education , training and experience. ( JAGO 1982)

Contents :

Contents Leadership concepts Role of TQM leaders Implementation of TQM

Slide 35:

Leadership Concepts

Levels of Human Needs :

Levels of Human Needs

Leadership Concepts :

Leadership Concepts Security and independence Rewards and punishment like praise


Contd…. Process few facts Trust their gut reaction Diplomatic personality

Role of TQM leaders :

Role of TQM leaders

Slide 40:

Develop A Leadership System Everyone is responsible for quality Provide leadership system to achieve results

Training of Employees :

Training of Employees Taught leadership approaches and models D evelop solutions to real business problems Provide resources for training

Quality Control Leaders :

Quality Control L eaders Develop all levels of management In all functions of organization Skills to implement quality control techniques

Practice M.B.W.A :

Practice M.B.W.A Visits customers, suppliers, departments of organization Reduce paper work Important messages

Strategy Of Decision Making :

Strategy Of Decision M aking Problem solving Push to lowest appropriate level Delegating authority and responsibility

Slide 46:

Create awareness of TQM Provide TQM results

Success Of Organization :

Success Of O rganization Find time to celebrate Personally participating Reinforce the importance of TQM

Listening The Customers:

Listening The Customers Internal and external customers, suppliers Visits, focus groups, surveys

Successful Implementation Of TQM:

Successful Implementation Of TQM

Quality Planning :

Quality Plannin g Plan for quality improvement Implementing the plan Analyzing the results

Management Commitment :

Management Commitment Top management involvement ( CEO) Strategies, goals are transmitted Commitment of everyone in organization

Training :

Training Maintaining the quality improvement TQM awareness Technical skills

Quality Chains And Team Work:

Quality Chains And Team Work Quality improvement teams ( QITs) Problem solving teams ( PSTs) Natural work teams ( NWTs)

Quality Control:

Quality Control “ Operational techniques and activities that are used to fulfill the requirements for the quality”. Product defect detection

Quality Audit :

Quality Audit “Systematic and independent review to check whether quality performance conforms to pre-determined standards” Time to time checking

Quality Circles :

Quality Circles “Voluntarily gathering of employees to identify, analyze and resolve work related problems” Improve their performance

Effective Communication:

Effective Communication Downward communication Upward communication Sideways communication

Statistical Monitoring :

S tatistical Monitoring Evaluate production processes and quality Statistical tools are Flow chart Cause and effect diagram Benchmarking





Covey’s seven habits:

Covey’s seven habits 1.Be Proactive 2.Begin with the end in Mind 3. Put first things first 4.Think win-win 5. Seek First to Understand, Then to be Understood 6.Synergize 7.Sharpen the Saw

Slide 62:

INTERDEPANDANCE DEPENDENCE INDEPENDANCE 1.Be Proactive 2.Begin with the end in Mind 3. Put first things first .Think win-win . Seek First to Understand, Then to be Understood .Synergize R E N E W A L

HABITS .. .. ???????:

HABITS .. .. ??????? “ Habit is the intersection of knowledge , skill and desire “

Slide 64:

Skills (how to) Desire (want to) Knowledge (what to, why to) Habits

Slide 65:



HABIT 1: BE PROACTIVE Means taking responsibility for your life. Proactive behavior is a product of conscious choice based on values. Proactive people carefully analyzed & have well thought out plans. Taking not responsibility for your life Reactive behavior based on feelings Reactive people let their environment to tell them how to respond. Reactive people are often affected by their physical environment. If the weather is good, they feel good. If it isn’t, it affects their attitude and their performance. VS

Slide 67:

Stimulus Freedom To Choose Response Self-Awareness Imagination Conscience Independent will Proactive Model

Listening to Our Language:

Listening to Our Language Reactive Language There is nothing I Can Do He makes me so mad I can’t I must If only Proactive Language Let’s look at alternatives I control my own feelings I choose I prefer I Will

Slide 69:

Habit 2:Begin with the end in mind

Habit 2:Begin with the end in mind:

Habit 2:Begin with the end in mind Consider the end of your life image, picture, or paradigm Start with a clear destination know where you are going understand where you are now take steps in the right direction

Slide 71:

Identify the Target * You reap what you sow ( LAW OF FARM) * Write your personal mission statement

Example of personal mission or creed:

Example of personal mission or creed Never compromise with honesty. Remember the people involved. Maintain a positive attitude. Exercise daily. Keep a sense of humor. Do not fear mistakes etc.

Slide 73:

Habit 3:Put first thing first

Habit 3:Put first thing first:

Habit 3:Put first thing first It is day-by-day, moment-by-moment management of your time. We act on our priorities. Put the big things in the basket first.

Time Management Matrix:

Time Management Matrix Not Important Important Urgent Not Urgent I II III IV Activities: Crises Pressing Problems Deadline Driven Projects Activities: Interruptions, some calls Some mail, some reports Some meetings Proximate, pressing matters Popular activities Activities: Prevention , Relationship building Recognizing new opportunities Planning, recreation Activities: Trivia, busy work Some mail Some phone calls Time wasters Pleasant activities

Slide 76:

Habit 4 :Think win-win

The win win approach is a set of principles, practices and tools which enables a set of interdependent stakeholders to work out a mutually satisfactory set of shared commitments:

The win win approach is a set of principles, practices and tools which enables a set of interdependent stakeholders to work out a mutually satisfactory set of shared commitments Habit 4 :Think win-win

Slide 78:

Win embraces five interdependent dimensions of life

Slide 79:

In order to obtain win-win ,a four step process is needed: Seek problem form other viewpoint. Identify the key issues and concerns. Determine acceptable results. possible new options to achieve those results.

Slide 80:

Habit 5: Seek first to understand, then to be understood

Habit 5: Seek first to understand, then to be understood:

Habit 5: Seek first to understand, then to be understood First part of this habit-Empathic listening. Second part of this habit covers three Greek words: Ethos-personal credibility or character. Pathos- empathy you have with others’ communication. Logos-logical or reasoning part of the presentation.

Habit 6:Synergy:

Habit 6:Synergy Synergy means that the whole is greater than the parts. Together, we can accomplish more than any of us can accomplish alone.

Slide 83:

Habit 7:Sharpen the saw (RENEWAL)

Habit 7:Sharpen the saw (RENEWAL):

Habit 7:Sharpen the saw (RENEWAL) Means preserving & enhancing the greatest asset you have, which is you. Its renewing the four dimensions of nature .

Slide 85:

Mental Reading, Seminars Planning, Writing Spiritual Prayer, Spiritual Study Physical Exercise, Nutrition Rest and relaxation Social/Emotional Help, Assistance, Synergy

Slide 86:

The upward Spiral

Slide 87:

Reading through the seven habits by Covey, I’m profoundly impressed and enriched with the knowledge of self mastery and the tools to positively interact with society at large. Conclusion



Ethics and TQM:

Ethics and TQM

Ethics :

Ethics “Ethics is a body of principles or standards of human conduct that govern the behavior of individuals and organization.”

Ethics and Quality:

Ethics and Quality Ethics is not precept that is mutually exclusive from quality .Indeed, quality and ethics have a common care premise, which is to do right things right

Ethics is Doing the Things Right:

Ethics is Doing the Things Right “Talk is easy but doing the right thing for the right reason is not!”

The Root Causes of Unethical Behavior:

The Root Causes of Unethical Behavior Organization favor their own interest Organization reward behavior Separate standards of behavior Excessive compensation Overconfidence

Ethics Management Program :

Ethics Management Program

Ethics management program and TQM:

Ethics management program and TQM Pressure Opportunity Attitude It consist on three steps. Appraisal Prevention Promotion

First step Appraisal :

First step Appraisal Cost from pressure Cost from opportunity Cost from attitude

Second step prevention :

Second step prevention Pressure can be addressed by being involved in the development of goals and values. Opportunity can be addressed by developing policies. Attitude can be addressed by requiring ethics training for all personnel

Third step promotion:

Third step promotion To be clear the philosophy needs to be written To be positive To be effective

Final comment:

Final comment Quality is dependent on ethical behavior. Doing what is right in the first place is a proven way to reduce cost, improve competitiveness and create customer satisfaction.

Core Values, Concepts, and Framework:

Unity of purpose is key to any leadership system. Core values and concept enable framework Foster TQM behavior and define culture Core Values, Concepts, and Framework

Slide 101:

VISIONARY LEADERSHIP Set direction Address to Stakeholders Achieve Excellence Personal Role

Slide 102:

CUSTOMER DRIVEN EXCELLENCE Focus of the organization components of customer driven excellence Quality concept

Organizational and personal learning:

Organizational and personal learning continuous learning necessary for learning Organizational learning means

Slide 104:

VALUING EMPLOYEES AND PARTNERS Performance of employees Value of employee Employees : Partners : Developing partnership Internal partnership External partnership

Slide 105:

AGILITY Demand of global market Aspects of E-Commerce Time of response For Agility

Slide 106:

MANAGING FOR INNOVATION Meaning of innovation Dimensions of performance. Importance of Innovation

Slide 107:

MANAGEMENT BY FACT Performance management Based on factual data Performance measurement benefits

Slide 108:

FOCUS ON RESULTS AND CREATING VALUE Perform measurement Use of results Taking managerial actions

Slide 109:

SYSTEM PERSPECTIVE system perspective means Synthesis Alignment

Slide 110:


14 Points for Management W. Edwards Deming (1900-1993):

14 Points for Management W. Edwards Deming (1900-1993)

Slide 112:

Management must constantly display their commitments. It must consider the Investors, customers, suppliers, employees and community Organization must develop long-range goal setting of at least 10 years. A family organization philosophy must be developed to send the message that everyone is part of organization.

Slide 113:

Customers don’t complain. They merely switch brands. “philosophy of one century is the commonsense of next”, we have to accept new philosophies according to the market trends and technology revolutions The organization must concentrate on defect prevention rather then defect detection

Slide 114:

“Quality comes not from inspection, but from improvement of the process.” Instead of inspecting the product for quality after production, infuse quality at the beginning itself. This will ensure that none of the raw materials are wasted for the sake of quality. Mass inspection also results in higher cost

Slide 115:

Price has no meaning without quality Instead, minimize total cost. We often spend lots of time and money to find better suppliers and shift rapidly between them for slight monetary gains. Move towards a single supplier for any item, on trust

Slide 116:

Everyone and every department must devote themselves to constant improvement. Management must lead the way. The focus must be on improvement and not merely fire-fighting. There in no stopping point in the process of quality management. Shifting to new technology also ultimately reduce cost.

Slide 117:

When new equipment is purchased or new processes are brought on line, there must be appropriate training A trained worker has more productivity and quality than an untrained one so giving training sessions will drastically improve the quality of the person and directly it helps in better performance with regard to product quality also.

Slide 118:

Leadership is management’s job. Most managers/supervisors do not truly know (how to perform) the duties of the employees they supervise. All communication must be clear from top management to supervisors to employees

Slide 119:

Some managers think that creating a fearful impression in the employees would give more quality and productivity to work. But actually just the converse happens if a person is not working willingly with satisfaction then he can never do a work perfectly. Thus driving out fever is essential as everyone will start working effectively.

Slide 120:

Companies split themselves to several departments so that work would finish faster upon splitting up and distributing to several departments. Management should try to remove barriers b/w different departments of Organization. This takes the company to better management in quality and also other profit with better planning.

Slide 121:

Break Down Barriers Between Staff Areas

Slide 122:

Exhortations that ask for increased productivity witho ut providing specific improvements methods can handicap an organization. They just express management’s desires. Goals should be set that are achievable and are committed to the long term success of the organization.

Slide 123:

Quotas and work standards focus on quantity rather then quality. They encourage poor workmanship in order to meet their quotas. This is a case of “haste makes waste”.

Slide 124:

This technique direct to set up a list of objectives which have to be achieved within the specified time. Deming’s 14 points in quality management completely condemns this method as this again focus on quantity rather than quality of product.

Slide 125:

Respect the worker. Provide methods & materials required for the job to be properly done. Communicate with the worker. When workers are pride of their work, they will show the fullest extent of their job

Slide 126:

It is not enough to have good people in your organization. They must continually acquire new knowledge and skills in order to properly deal with new methods of continuous improvement. A company must make it clear that no one will lose their job due to productivity improvement

Slide 127:

“ The act of changing in form or shape or appearance ” Just like products and se rvices, Put everybody in the company to work to ac complish the transformatio n . The transfor mation is everyon e’s job a cultural change must be there from the “business as usual” attitude .

Slide 128:

Deming’s PDCA Cycle

PDCA Cycle:

PDCA Cycle

Slide 130:

Plan to improve your operations first by finding out what things are going wrong (that is identify the problems faced), and come up with ideas for solving these problems. Do changes designed to solve the problems on a small or experimental scale first. Check whether the small scale or experimental changes are achieving the desired result or not. Act to implement changes on a larger scale if the experiment is successful. This means making the changes a routine part of your activity

Slide 131:

Quality Statements

Quality Statements:

Quality Statements Quality statements include the vision statement , mission statement and A quality policy statement . Once developed they are occasionally reviewed and updated One of the common characteristics of Malcolm Baldrige National Quality Award winners Is that they all have a vision of what quality is and how to attain it .

Vision Statement:

Vision Statement The vision statement is a short declaration of what an organization aspires to be tomorrow It is an ideal state that might never be reached but which you continually strives to achieve.

Slide 134:

Mission statement The mission statement is answer to the questions such as Who we are, who are customers, what we do and how we do it. This statement describes the functions of the organization and purpose for employees, customers and suppliers.

To meet customer, transportation and distribution needs by being the best at moving their goods on time, safely and damage free.:

To meet customer, transportation and distribution needs by being the best at moving their goods on time, safely and damage free. Mission statement of CANIDIAN NATIONAL RAILWAYS

Quality Policy Statement:

Quality Policy Statement The quality policy is a guide for everyone in the organization as to how they should provide products and services to the customers. It should be written by the CEO with feedback from all workforce Quality policy is requirement of ISO 9000.

Xerox is a quality company. Quality means providing our internal and external customers with innovating products and services that fully satisfy their requirements. Quality is the job of every employee.:

Quality Policy statement of XEROX CORPORATION Xerox is a quality company. Quality means providing our internal and external customers with innovating products and services that fully satisfy their requirements. Quality is the job of every employee.

Slide 138:



Introduction Organizations process of defining its strategy Allocating organizational resources


Introduction Deals with three questions


DEFINITION “The process of determining a companies long term goals and then identifying the best approaches for achieving those goals” Stephen P. Robbins


DEFINITION “ Strategic planning is a systematic process of envisioning a desired future and translating this vision into broadly defined goals and objectives and a sequence of steps to achieve them” (www.businessdictionary.com)

Slide 143:

Important Terms

Slide 144:

STRATEGY “The decisions and actions that determine the long run performance of an organization” Stephen P. Robbins


STRATEGIC PLAN “A strategic plan is a formalized roadmap that describes how your company executes the chosen strategy ” (Olsen)

Strategic plan:

Strategic plan It should reflect thoughts, feelings, ideas of developers Mold them along with company's purpose, mission and regulations

Slide 148:

It is different from strategic plan It is for business startup strategic plan for established business


GOALS Long tern planning Provide programmatic direction Focus on ends rather than means Clear, realistic, specific, measureable, time limited Time related to achieve certain tasks Tell how to meet a goal

Example of goal and objective:

Example of goal and objective I want to achieve success in the field of commerce and do what no one has ever done this is a goal I want to complete a thesis on finance with in this month, this is an objective

Characteristic of goals:

Characteristic of goals Based on statistical evidence Goals should be measureable Must have plan for its achievement Specific timeframe should be given Involvement in their development


REASONS FOR STRATEGIC PLANNING Assist the company in establishing priorities Better serve needs of stakeholders Essential for success of an organization

Slide 153:

Seven steps to strategic quality planning

Slide 155:

Predict future customer needs Who will your customers? What yours customers want? Will they base on change? How you meet expectations?

Slide 156:

Where the organization want in relation with the customers Needs to concentrate its efforts on areas of excellence

Slide 157:

Predict future conditions Use different tools to predict future Focus on changing environment

Slide 158:

Identify gap b/w current and future state Core values and concepts are is an excellent technique

Slide 159:

Develop plan to close the gap Stakeholders should involved in their development

Slide 160:

Plan must aligned with mission, vision and core values It is necessary for successful implementation of plan

Slide 161:

Allocate resources to collect data, designing changes and overcoming resistance to change Its also include monitorining activity

Slide 162:

Central issue in strategic quality planning Product is customer value rather than physical product or service Create culture of quality Carefully implemented plan

Slide 163:

XEROX Corporation


XEROX AT A GLANCE Founded in 1906, Rochester, NY, US. headquartered in Norwalk Employees 53,600 (1995) 9,400+ patents(1995) $880 million spent on R&D (1996) Xerox locations-160 countries.


XEROX STRATEGY TO WIN Execute on growth initiatives , Capitalize on market opportunities , Expand distribution, Leverage distribution investment , Secure future Technology , leadership Build on Xerox heritage of innovation , Optimize productivity & infrastructure. Drive cost reductions & margin Improvement.


SWOT ANALYSIS STRENGTHS strong corporate brand. strong R&D lab The organization has a reputation for innovation and high quality management. Qualified suppliers. Successful implementation of benchmarking.


WEAKNESS Fuji Photo Film Co. raised its stake to 75% in 1995. operates in an ever changing, fast pace market dynamic. Less focus on product features .


OPPORTUNITIES “An outstanding customer service experience”. Acquisition of Affiliated Computer Services (ACS). Focus on environmental features of products.


THREATS Competitors- HEWLETT-PACKARD, CANON Financial constraints. Growing pressure on companies to become Carbon neutral.

Transition to Quality Culture in Xerox:

Transition to Quality Culture in Xerox Transition Team Reward and Recognition Communication Tools and Processes Training Senior Management Behavior Xerox Culture Change

Strategy Plan of XEROX:

Strategy Plan of XEROX The entire process the company says is designed to “align goals from the customers lines of sight to the empowered employee and throughout the entire organization”

Other Key Factors for Success:

Other Key Factors for Success They use to listen Customer’s voice The employee’s exhortations was not there And there was a clear and definite communication among all level of management.

M.B.N.Q.A Award winner:

M.B.N.Q.A Award winner With all these, the employee’s satisfaction has increased from 63% in 1993 to 80% in 1996 and just after one year in 1997 they got the Malcolm baldrige national quality award

authorStream Live Help