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VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELGAUM

University BDT College o Engineering, D!v!ngere


TOTAL "UALITY MANAGEMENT #$%ME&'()
Dr* S B M!ll+r, ,roessor, MED, UBDTCE, D!v!n!gere
UNIT - . Le!/ers0i12 Defnition, characteristics of quality leaders, leadership concept,
characteristics of efective people, ethics, the Deming philosophy, role of TQM leaders,
implementation, core values, concepts and frame work, strategic planning, communication,
decision making. %3 Ho+rs
"A leader is a dealer in hope." 4 N!1oleon Bon!1!rte
It is better to lead from behind and to put others in front, especially when you celebrate
victory when nice things occur. You take the front line when there is danger. Then people
will appreciate your leadership. - Nelson Mandela
.*$* INTRODUCTION
Di5tion!ry De6nitions24
Le!/2
To guide, steer, pilot, point, or show the way!
To cause someone to do something!
Le!/er2
"ne who leads#!
$erson in control!
Le!/ers are those persons who are a%le to in&uence others and who possess
managerial authority.
Le!/ers0i12
The quality nota%le in leaders!
'et of characteristics that make a good leader!
Le!/ers0i1, then, is the a%ility to in&uence a group toward the achievement of goals.
Trust is the foundation of leadership. (eaders develop an environment of trust where
the organi)ational mem%erstend to esta%lish a follower*ship with the leader.
De6nitions
$* There is no +nivers!l /e6nition o le!/ers0i1 and indeed many %ooks have %een
devoted to the topic of leadership. +n his %ook Leadership, ,ames Mac-regor .urns
descri%es a le!/er !s one 70o instills 1+r1oses !n/ not one 70o 5ontrols 8y
8r+te or5e*
.* / leader strengthens and inspires the followers to accomplish shared goals.
9* (eaders shape, promote, protect and e0emplify the organi)ation1s values.
:* 2ltimately, .urns says, !eaders and followers raise one another to higher
levels of motivation and morality" leadership becomes moral in that it
raises the level of human conduct and ethical aspiration of both the leader
and the led and thus has a transforming e#ect on both.$
'* 'imilarly, Daimler 3hrysler1s 34" .o% 4aton defnes a leader as 5 someone who
can take a group of people to a place they don%t think they can go.$
3* (eadership is we, not me, mission, not my show, vision, not division and community,
not domicile. /s can %e understood, leadership is di6cult to defne in anything other
than lofty words.
The Malcolm .aldrige 7ational Quality /ward has a more grounded defnition of leadership
in its core values. /s stated in its core values and concepts, visionary leadership is as
follows8
An organizations senior leaders should set directions and create a customer focus, clear
and visible values, and high expectations. The directions, values and expectations should
balance the needs of all our sta!eholders. "our leaders should ensure the creation of
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strategies, sstems and methods for achieving excellence, stimulating innovation and
building !no#ledge and capabilities. The values and strategies should help guide all
activities and decisions of our organization. $enior leaders should inspire and motivate
our entire #or!force and should encourage all emploees to contribute, to develop and
learn, to be innovative and to be creative.
$enior leaders should serve as role models through their ethical behavior and their
personal involvement in planning, communication, coaching, development of future
leaders, revie# of organizational performance and emploee recognition As role models,
the can reinforce values and expectations #hile building leadership, commitment and
initiative throughout our organization.%
Le!/ers0i1 5!n 8e /i<5+lt to /e6ne* Ho7ever, s+55ess+l =+!lity le!/ers ten/ to
0!ve 5ert!in 50!r!5teristi5s*
C0!r!5teristi5s o S+55ess+l Le!/ers 4fective and successful leaders have certain
characteristics. They are good communicators, they motivate others 9team mem%ers:, they
are good team %uilders, solve pro%lems of others and of organi)ations, they are good
listeners and resolve con&icts, anticipate change and mange it within team and
organi)ations, they encourage risk taking %y their team mem%ers and also to promote the
creativities.
+f you study the life of successful leaders, you can fnd them a challenger of the process,
they inspire a shared vision, ena%le others to act, they model the way %y showing the path,
encourage the followers, act as change agent and take followers to the destination.
'imilarly, we also discussed leaders of corporate sector who created impression in this
world.
;. Bill G!tes, co*founder of Microsoft <. As! G* C!n/ler 3oca*3ola
=. S!; >!lton, former 34" of >al*Mart ;?. Mi50!el Dell, founder of Dell 3omputer
@. ?!5@ >el50, former 34" of -eneral
4lectric
;;. An/y Grove, former 34" of +ntel
A. Lee I!5o55!, former 34" of 3hrysler ;=. Te/ T+rner, founder of 377
B. Steve ?o8s, 34" of /pple ;@. ?eA BeBos, founder of /ma)on.com
C. >!lter E* Disney >alt Disney ;A. ,0il Cnig0t, 34" of 7ike
D. Henry Dor/ Eord Motor ;B. Lo+ Gerstner, former 34" of +.M
F. >illi!; C* ,ro5ter $rocter G -am%le ;C. Ro8ert >* ?o0nson ?r* ,ohnson G
,ohnson
.*. CHARACTERISTICS OD "UALITY LEADERS
There are ;= %ehaviors or characteristics that successful quality leaders demonstrate.
These are as follows8
;. They give priority attention to e0ternal and internal customers and their needs.
Le!/ers 1l!5e t0e;selves in t0e 5+sto;ersE s0oes !n/ servi5e t0eir nee/s
ro; t0!t 1ers1e5tive. They continually evaluate the customers1 changing
requirements.
=. T0ey e;1o7er, r!t0er t0!n 5ontrol, s+8or/in!tes. (eaders have trust and
confdence in the performance of their su%ordinates. They provide the resources,
training and work environment to help su%ordinates do their Ho%s. Iowever, the
decision to accept responsi%ility lies with the individual.
@. They emphasi)e improvement rather than maintenance. (eaders use the phrase +f it
isn1t perfect, improve it! rather than FI it isnEt 8ro@e, /onEt 6G it*H There is
always room for improvement, even if the improvement is small. MaHor
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%reakthroughs sometimes happen, %ut it is the little ones that keep the continuous
process improvement on a positive track.
A. They emphasi)e prevention. FAn o+n5e o 1revention is 7ort0 ! 1o+n/ o
5+reH is certainly true. +t is also true that perfection can %e the enemy of creativity.
>e cannot always wait until we have created the perfect process or product. There
should %e a %alance %etween preventing pro%lems and developing %etter, %ut no
perfect, processes.
B. T0ey en5o+r!ge 5oll!8or!tion r!t0er t0!n 5o;1etition. >hen functional areas,
departments or work groups are in competition, they may fnd su%tle ways of
working against each other or withholding information. +nstead, there should %e
colla%oration among and within units.
C. They train and coach, rather than direct and supervise. (eaders know that the
development of human resource is a necessity. /s coaches, they help their
su%ordinates learn to do a %etter Ho%.
D. They learn from pro%lems. >hen a pro%lem e0ists, it is treated as an opportunity
rather than something to %e minimi)ed or covered up. >hat caused it#! and Iow
can we prevent it in the future#! are the questions quality leaders ask.
F. T0ey 5ontin+!lly try to i;1rove 5o;;+ni5!tions* (eaders continually
disseminate information a%out the TQM efort. They make it evident that TQM is not
Hust a slogan. 3ommunication is two way** ideas will %e generated %y people when
leaders encourage them and act upon them. Eor e0ample, on the eve of "peration
Desert 'torm, -eneral 3olin $owell solicited enlisted men and women for advice on
winning the war. 3ommunication is the glue that holds a TQM organi)ation together.
<. They 5ontin+!lly /e;onstr!te t0eir 5o;;it;ent to =+!lity. (eaders walk their
talkJtheir actions, rather than their words, communicate their level of commitment.
They let the quality statements %e their decision*making guide.
;?.T0ey 50oose s+11liers on t0e 8!sis o =+!lity, not 1ri5e. 'uppliers are
encouraged to participate in proHect teams and %ecome involved. (eaders know that
quality %egins with quality materials and the true measure is the lifecycle cost.
;;.T0ey est!8lis0 org!niB!tion!l syste;s to s+11ort t0e =+!lity eAort* /t the
senior management level, a quality council is provided and at the frst*line supervisor
level, work groups and proHect teams are organi)ed to improve the process.
;=.T0ey en5o+r!ge !n/ re5ogniBe te!; eAort* They encourage, provide
recognition to and reward individuals and teams. (eaders know people like to know
that their contri%utions are appreciated and important. This action is one of the
leader1s most powerful tools.

.*.*$ MANAGERS VS LEADERS
3ontinuing from previous lecture, we will continue focus on the important diference
%etween mangers and (eaders. /s said earlier, leaders are manger too %ut not necessary
that all managers may %e leaders.
DiAeren5e 8et7een Le!/ers !n/ M!n!gers2
/rguments a%out the diference %etween leadership and management are presented.
(eaders are considered to %e visionary and future*oriented, whereas managers focus on
day*to*day routine activities. The section concludes that efective managers often perform
many of the duties and activities ascri%ed to leaders there%y making the distinction
%etween the two concepts somewhat unnecessary.
Le!/ers M!n!gers
Vision oriente/8 the leaders are vision
oriented and think a%out future.
,ro5ess oriente/2 managers always think
a%out process that how the organi)ation
works in e6cient manner
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,rote5ts st!A2 leaders always protect
their staf and motivate them towards
achievement of organi)ational goals.
,rote5ts sel8 Managers always protect
himself.
A11ro!50es /e5isions !5tively8 the
leaders are decision makers and do not
hesitate to take decisions in any respect.
A11ro!50es /e5isions 5!+tio+sly8
Managers always depends on his superiors
and others to take decisions.
St!A oriente/2 leaders are staf oriented. C!reer oriente/2 managers always
think a%out his career that how heKshe
moves up or develop hisKher career.
Listens !5tively2 leaders always involve
his staf in decision making and listen every
%ody and get the suggestions from
employees seriously.
Listens sele5tively2 managers always
listen and involve selective
stafKemployees during decision making.
De!ls 7it0 5onIi5t2 leader always deal
with con&ict as they are critical analyst in
the positive way.
Avoi/s 5onIi5t2 Managers always
avoids %eing involved in con&icts.
Tr+ste/2 leaders always trust on his
employeesKstaf and vice versa.
Un5le!r reg!r/ing tr+st2 he is
unclear regarding trust.
.*.*. DiAeren5e 8et7een le!/ers0i1 !n/ ;!n!ge;ent2
Le!/ers0i1 M!n!ge;ent
Set over!ll J +t+re /ire5tion2 they
set the overall organi)ation direction
and givethe vision.
Set /!y4/!y /ire5tion8 Mangers sets
day %y day direction to organi)ation as
per circumstances.
Do5+ses on res+lts8 / leader always
focuses on output.
Do5+ses on 1ro5esses8 Managers
always focuses on processes that how to
gets the ma0imum output %y utili)ation
of minimum resources through reducing
in processes of the organi)ation.
Mostly eGtern!l2 leaders mostly keep
the close eyes on e0ternal environment.
Mostly intern!l2 Managers always
keep the close eyes on internal
environment.
Con5ernKeAe5tiveness2 his concern
on efectiveness
Con5ernKe<5ien5y2 his concern on
e6ciency
St!@e0ol/er o5+se/8 (eaders focused
on stake holder1s interest and strive for
the satisfactions of stakeholders.
,ersonnel o5+se/2 Iere the focus is
personal and not on the stakeholders.
C+sto;er nee/sL5!1!5ities2 thinks
a%out customers demand
>or@er nee/sL5!1!5ities2 thinks
a%out organi)ation capacity for
customers demand
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E;8o/ies ;issionLvision2 sets the
mission and vision
E;8o/ies go!lsLo8Me5tives2 sets the
goals and o%Hectives to achieve the
mission.
Gets ;ore reso+r5es2 gets more
recourse to accomplish the mission.
They always try to look for other
opportunities.
M!n!ges reso+r5es2 a manager
always manages the resources.
Se5+res te50nologies2 they protect
the technologies. /lways keep their eyes
open and try to secure new technologies
essential to create competitive
advantages.
A11lies te50nologies2 managers
always apply technologies availa%le to
them and will not strive for change.
See@s to 5re!te nee/e/ 50!nge2
they always seek to create the needed
change and %elieve on 3hange as the
environment change!.
See@ st!8ilityLM!n!ge 50!nge2
management will try to manage the
change and prefer to maintain the
sta%ility in the organi)ation.
Cre!te te!;sE es1* to1 te!;s2
(eadership is always focused on
creating a team especially top
performing team. (eader role is act as a
coach and convert individual working
into teams.
M!n!ge te!;7or@2 Management
focus is to get things done from
peopleKteam and they will try for this.
'o, after the detail discussion on diference %etween leadership and management,
we can conclude that in Management we have an authority relationship while
leadership is a multidirectional in&uence relationship.
,ack >elch 9Eormer 34" of -4: saysL 5dangerous to call someone a manager!
%ecause..
/ manager5! 3ontrols rather than facilitates, 3omplicates rather than simplifes,
/cts more like a governor than an accelerator.
.*.*9 CHARACTERISTICS OD "UALITY LEADER
Dollo7ing !re t0e ;ost i;1ort!nt tr!its OR =+!lity 50!r!eristi5s to loo@ or in !
;!n!ger or s+55ess o 8+siness2
;. Mision8 =;. Ionesty8 A;. Nnowledge8
=. /%ility8 ==. +ntelligence. A=. Oisk Taking8
@. 4nthusiasm8 =@. Discipline. A@. Iumility8
A. 'ta%ility8 =A. 3ourageous. AA. Democratic8
B. 3oncern for "thers8 =B. -oal "riented. AB. -ood 3haracter8
C. 'elf*3onfdence8 =C. +nspiring. AC. Effective H R M
D. $ersistence8 =D. .road Minded. AD. Creativity:
F. Mitality8 =F. 3onsistent. AF. 4nergy and Peal8
<. 3harisma8 =<. Passion and Dedication: A<. /%ility to +nnovate8
;?. +ntegrity8 @?. Iumor. B?. .e a Oole Model8
;;. 'elf*Motivation. @;. .alanced $ersona8 B;. 'acrifce.
;=. -reat 3ustomer 'ervice
'kills.
@=. Team "riented8 B=. +nspire not
3ommand.
;@. .eing a Team $layer. @@. ,ust and +mpartial8 B@. -oal 'etting8
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;A. -ood communication skills8 @A. -ood (istener8 BA. .e /ll 4ars8
;B. Ionesty. @B. .e a Oole Model and 7ot
the .oss8
BB. >alk the Talk8
;C. Misionary outlook. @C. Eocus8
;D. /%ility to motivate people
around.
@D. Taking Oesponsi%ility and
"wnership8
;F. 3onsistency. @F. /pproacha%le8
;<. /%ility to stand against
critics.
@<. .elieves in Eollow 2p8
=?. 3ompetency. A?. Quick Thinking8
$* Vision2 / leader is a visionary, as he can foresee the results and consequences of
his current actions and always aims high. Most leaders are known to have never
resorted to shortcuts in life. They always have a %lueprint of their future plans ready
in their mind, and it is very di6cult to deviate them. They indulge in long term
planning and wait patiently for positive results. / leader has to have some ideas
a%out hisKher organi)ation, a%out how the future could %e diferent. / leader
requires strong sense of purpose and should %e clear in concept of collective Mision
9"rgani)ation: and recogni)es what must %e done and how to makes strategies for
the accomplishment of their vision. 3lear concepts a%out vision can make a leader
more focused and efective. Mision a%out what is happening, what needs to %e done
and what is coming in future. Vision!ry8 >hen asked the question, Q&hat sets a
leader apart from the rest#Q my claim is that the most important trait of a leader is
having a vision that can take a team and society further. / leader is a visionary who
clearly knows what he wants and how the goal can %e achieved. There may %e a
team of e6cient mem%ers, %ut without an envisioned leader, all eforts of the team
would go to waste. More on leadership traits.
.* A8ility2 (eaders must know a%out his or her ,o% and keep knowledge
updated and have a%ility to understand information, formulate strategies, and
make the decisions. +f leader fails to do all these, employees do not respect
himKher, and ultimately leader loses faith and trust. That will %e failure of a
leader. Eollowers always look toward leaders when making decision, when
they are in pro%lem, or stuck or when things are not working. They will look
toward leaders. 4ven for technical issues, they will look toward leaders for
solution. 'o a leader must have the a%ility to handle all such issues.
9* Ent0+si!s;8 This is also an important trait of leaders. (eaders always create
e0citements, which causes others to %ecome interested and willing to accept
the challenges. (eaders always generate enthusiasm in followers so that this
e0citement can trigger the goal oriented actions and ultimately followers get
motivated and involved in the achievement of the organi)ational goals.
:* St!8ility2 'ta%ility is another important quality of leaders. (eaders need to
%e emotionally sta%le in handling challenges, in decision making and during
the time of pressures. During the process of leadership plus and minuses do
come and leaders need to face them with courage and unless they have
sta%ility in their personality, this will %ecome very di6cult. (eaders should
possess o%Hectivity, should not %ring personal pro%lems to work and %e
emotionally sta%le.
'* Con5ern or Ot0ers2 (eaders must %e concerned always for their followers,
with their welfares and don1t treat them as machines. +t is always the
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responsi%ility of the leaders to think a%out the welfare of the employees. /
leader must have a hum%le and caring attitude towards employeeKfollowers.
'o that if heKshe always puts the interest of others frst, the loyalty will %e
%uilt, and ultimately the employees will work with more devotion and
commitment.
3* Sel4Con6/en5e2 'elf confdence is very important quality one should have.
Eor leaders this will %ecome even more important. /ll we discussed diferent
leaders qualities a%ove, these are all linked with the self concept. >ith self
confdence, leaders can manage and handle even di6cult situations. That is
the traitKquality which is appreciated %y all concerns. 'uccessful leaders stay
calm and confdent and show confdence in their actions. Con6/en5e in
Yo+rsel !n/ t0e Ones >0o; Yo+ >or@ >it08 RTeam workR and
RleadershipR cannot go without each other. 'o, a leader shouldnRt only %e
confdent on himself %ut also show the same amount of confdence when it
comes to the people he works with. This is what team leadership is all a%out.
This will give an idea to the team mem%ers that the leader %elieves in them
and wants them to %e successful. /lso this will %oost their individual
confdence which will defnitely improve the team performance. Con6/en5e
!n/ De5ision M!@ing A8ilities8 ,ust as having a vision is important, so is
the confdence to act on it. 3onfdence in ones vision and a%ility to fulfll it is
an important characteristic of a good leader. 2nless an individual has
confdence in his own a%ilities, how can he take decisions and lead a group#
More on decision making.Con6/en5e !n/ 8elie are essential for efective
leadership. The nature of the human mind is to dou%t and e0pect the worst.
2nless a leader can maintain a clear vision of where he wishes to go, others
will not follow. +f a leader has an iron will and tremendous self %elief, he can
can inspire others very powerfully to pursue the ideal.
&* ,ersisten5e2 Determination of a leader is also very important for %usiness
success. 'o, a leader should have the devotion and commitment for %usiness
and continuously motivate the employees for achieving the organi)ational
goals. The outgoing approach and persistence approach is always paying and
pushing the followers for the accomplishment of goals.
(* Vit!lity2 (eaders need strengthKenergy and stamina. 4fective leaders are
electric, vigorous, active, and full of life, regardless of age or disa%ility. These
qualities energi)e followers too. To achieve goals, leaders need stamina,
energy, health, and vigor. 'ame is true for followers.
N* C0!ris;!2 / $ersonality Trait. / quality that generates others1 interest and
creates followers. To in&uence others, charisma plays very important role.
$%* Integrity2 The most important quality of leader is honesty, strength of
character, and courage. (eaders need to have strong integrity. 'o leader must
have loyal, honest with hisKher work and also with hisKher team too. +t will also
lead to trust and respect. Ionesty, strength of character, and courage will
always lead to trust %uilding, creating loyalty. Integrity !n/
Tr+st7ort0iness. Sou want to hire a manager who is going to %e someone
that you think that you can trust. "f course, itRs hard to tell this of the %at at
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an interview %ut asking the right questions can give you a general sense of
the individualRs %asic integrity. .y hiring someone that you %elieve is
trustworthy, you will reduce the stress of placing the growth of your %usiness
in the hands of someone else.
$$* Sel4Motiv!tion. The person that you hire for the Ho% has to %e capa%le of
doing the Ho% without needing you to look over her shoulder all of the time. This
individual needs to %e capa%le of understanding the %asic goals of the %usiness and
developing her own strategies for achieving those goals. 'he needs to %e committed
to putting her all into the Ho% every day without the close supervision of a %oss.
$.* Gre!t C+sto;er Servi5e S@ills. 7o matter what type of %usiness you are in,
you can %eneft from having a manager who is e0cellent in dealing with customers
and clients. 2ltimately this may not %e a large percentage of the managerRs Ho% since
the daily tasks of customer service will fall to other employees. Iowever, when
pro%lems arise with customers, the manager is the one who has the potential to
difuse the situation or to e0acer%ate it. Sou want to hire a manager who is going to
%e capa%le of making even the most di6cult customers happy so that you can retain
customers and the %usiness can grow.
$9* Being ! Te!; ,l!yer. The manager has to %e someone who is committed to
working with a team of people for the improvement of the whole %usiness. This
means that the manager isnRt in the %usiness solely for the selfsh reasons of
Qgetting aheadQ. +nstead, he is interested in growing the %usiness %ecause it is going
to %e to his %eneft as well as to the %eneft of the other people working with him in
the company. / manager is a middle*man who has to work with %oth the upper*level
%osses and the lower*level employees so itRs highly important that this person is
really a team player.
$:* Goo/ 5o;;+ni5!tion s@ills2 3ommunication is the key to %e a great leader.
+t is o%served that most of the world leaders had good oratory skills. They used to
talk and communicate with passion and commitment. They always made their points
clear, and gave the right message at the right time. +n todayRs world too, strategic
leadership with good communication and propaganda methods is necessary to
spread oneRs thoughts across the target groups. >hat he can do is communicate
with others in the organi)ation a%out what +T can do to move the company forward.
+n other words, good communication is the key for developing good %usiness
relationships. +f he can1t esta%lish a good %usiness working relationship, he is not
going to %e that leader, that team player. Ie will not %e a%le to communicate how +T
can add long*term value to the company. The modern leaders must therefore %e
equipped with good communication skill and use new ways to do efective
communication. / leader may know what to do, %ut he must also %e a%le to
5o;;+ni5!te 0is 1l!n o !5tion to 0is te!; ;e;8ers. Eor this, good
communication skills are important. .esides %eing a%le to give a clear picture of
what is wanted of his team mem%ers, a leader with good communication skills can
also motivate people around him efectively, and this is an important requirement of
efective leadership.
$'* Honesty* The most valua%le asset of a leader is honesty. Ie must %e honest
with %oth his employees and the management committee. /nother part of his
features is integrity. "nce a leader compromises his or her integrity, it is lost. That is
perhaps the reason integrity is considered the most admira%le trait. The leaders
therefore must keep it Qa%ove all else.Q
$3* Vision!ry o+tloo@* (eadership qualities are diferent for diferent position.
Eor a 3+" he must %e thinking for sta%ili)ing the current %usiness and always looking
for future scope of e0pansion. Ie has to %e a%le to look %eyond where we are today,
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know where the %usiness is going, and %e a%le to use that vision to move the
company forward. .eing a%le to do this is a rare skill indeed.
$&* A8ility to ;otiv!te 1eo1le !ro+n/* / good leader must always keep
motivating his team mates for good work and should maintain healthy environment.
Ie must give frst priority to safety of workers and see that they are not e0ploited %y
superiors.
$(* Consisten5y* (eadership efectiveness is impossi%le without consistency.
4very leader has an approach that is unique to them. DonRt change your personal
style radically after allL it got you in a leadership position. Modify the rough spots %ut
take care not to confound your staf %y displaying inconsistency. Sour e0pectations,
though su%Hect to modifcation %ased on ever*changing %usiness needs, should
remain as constant as possi%le. The %usiness world is confusing enough without you
adding unwelcome surprises into the mi0. Neep things simple and consistent.
$N* A8ility to st!n/ !g!inst 5riti5s* /s the success rate increases your critics
multiply and %ecome louder. 3ome to peace with the fact that you will always have a
camp of people who critique every decision you make. They are generally the ones
who are e0cellent pro%lem*identifers rather than pro%lem*solvers. Develop your
skills of repelling such critics so that they do not diminish your confdence or
enthusiasm.
.%* Co;1eten5y* / person thriving to %ecome a good leader should %e
competent enough to take on any odds. Decision making matters, and decisions
should %e purely %ased on rational thinking instead of emotions. -iving up is a sign
of weak leadership, which doesnRt Hust afect the individual %ut also tends to hamper
the morale of the team.
.$* Honesty2 "ne of the most important qualities in the leadership qualities list is
honesty. The person has to %e honest to himself, his team as well as his goals. Deceit
will only call for ire from the team, and this will in turn afect the output of the team.
/ person can learn and improve only when he accepts his shortcomings. / leader is
well aware of his own strengths and limitations, and he constantly tries to improve
and polish his skills. Ie is honest to himself and to his followers as well. This honesty
%uilds up the confdence and openness, and makes him trust worthy.
..* Intelligen5e* +ntelligence is %ound to re&ect on the performance of the
individual as well as the team he is leading. .eing well updated a%out the ongoing
trends can turn out to %e an added advantage, especially when it comes to
opportunities of clim%ing the hierarchy ladder.
.9* Dis5i1line* (aid %ack attitude is meant for losers, not leaders. Discipline in
%oth professional as well as personal life is one of the %est leadership qualities a
person can inculcate within himself. +t is also one of the simplest measures to
achieve success in various walks of life. / leader has a team of individuals to lead
and he might have more than one area to look into. +n such a scenario, it %ecomes
very important for a leader to %e disciplined. Ie needs to %e having a clear picture of
what he wants to do and needs to have an organi)ed approach.
.:* Co+r!geo+s* / successful person is the one who takes a calculated risk
where others %ack of. The leader should %e courageous enough to identify
opportunities and strike gold whenever possi%le. /t the same time, he has to raise
the %ar and always thrive for %etter.
.'* Go!l Oriente/* / good leader needs to %e a good visionary. Ie should %e
a%le to set long term goals and more importantly implement all the measures
required to achieve these goals. +n leadership, achievements do matter, and the
%igger they are the %etter.
.3* Ins1iring* / good leader motivates his followers and team to achieve the
ne0t %est thing. Ie should %e inspiring, in fact a person worth idoli)ing for his team.
Iis words as well as his actions have to motivate the people around him. Oead more
on leadership roles.
TOTAL
"UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere
9
.&* Bro!/ Min/e/* .eing %road minded can help the leader to keep calm even in
rough times. Ie should %e open for ideas and suggestions, even if they come from
his Huniors. 2nnecessary hassles and ego pro%lems should %e strictly avoided.
.(* Consistent* 3onsistency is yet another important leadership trait which
makes the person stand out in the crowd. "nce in a while profts donRt matter to an
organi)ation as much as long term gains do. 3onsistency for a signifcant period can
ensure these long term gains. Oead more on what makes a good leader.
.N* ,!ssion !n/ De/i5!tion2 +t is amongst the most important leadership
characteristics. / leader is always passionate a%out his goal or aim in life. / leader is
always ready to sacrifce on certain things to achieve his goal. Ie always stands %y
for what he %elieves in and has the a%ility to steer pu%lic opinion. / leader sternly
follows his ethics and principles in all odd situations and never gives up. 3onsistency
and perfection are two main leadership traits. / good leader is always dedicated to
his team as well as his work. Ie demarcates a proper diference %etween his
professional and personal life. The aim should always %e to perform %etter than the
last time, whilst staying focused on the very goal.
9%* H+;or* /lthough not one of the popular leadership characteristics, humor is
perhaps %y far the %est way to relive stress as well as to counter hostility. / good
leader should know how to use humor to %oost the morale of his team and solve
con&icts within the team. Oead more on character traits of a good leader. Sou may
not 0!ve seen t0e 10otogr!10 o !ny 7orl/ le!/er 7it0 !ngry !5e* / leader
must have presenta%le and approacha%le personality. /ccommodating and rela0ed
%ody language makes a person look more dependa%le and relia%le. -ood leader
must have sporting spirit, humility and good sense of humor. These leadership
characteristics help you deal with your critics and opponents efectively.
9$* B!l!n5e/ ,erson!8 40tremes of anything is %ad. / leader is someone that
everyone looks upon as their guide. -etting way too aggressive or %eing too laid*
%ack is %oth harmful for the team as well as the efective leadership qualities of a
leader. "ne must possess qualities like tolerance, patience, calmness and maintain a
%alance %etween friendliness and professionalism. Therefore, it is very important for
a leader to have a %alanced personality.
9.* Te!; Oriente/8 / good leader is like the head of the family whose Ho% is to
not only look after himself %ut the entire family as one. "ne among the many
characteristics of a good leader, is the a%ility to work in a team and lead the team %y
coordinating all the eforts of the team mem%ers in one direction which fulflls the
organi)ational goals. / good leader always mentions RweR instead of mentioning R+R.
This creates a sense of %elonging towards the leader, towards the team, towards the
organi)ation.
99* ?+st !n/ I;1!rti!l8 / person can never %e considered as an efective leader
if heKshe is %iased towards a certain %elief or a person. +t is very important for a
leader to %e Hust and fair minded. "nly then can he %uild the trust and the respect
within the minds of the people who follow him.
9:* Goo/ Listener8 -ood listening skills will not only earn you respect %ut will
also %e the door of trust and %elief in you. This leadership quality ena%les you to win
hearts. +magine how you would feel as a team mem%er, if your leader has no time to
listen to your ideas or pro%lems. +nstead of listening to you heKshe is more %usy in
critici)ing you for wasting the time. (istening to your su%ordinates is 74M4O a waste
of time. +n fact, if you, as a leader is a%le to generate the comfort level and the %elief
of always %eing there with them when they need you, you might Hust %e surprised of
the results and growth.
TOTAL
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10
9'* Be ! Role Mo/el !n/ Not t0e Boss8 / leader is someone who leads others.
Iow can one lead others if he himself as not walked the path himself. >hat + am
trying to say is that a leader has to meet the standards and %e an e0ample to others
who follow him. The traits of a good leader includes to always guide and help the
followers as one of them and not %e %ossy and commanding. Try to %e a part of the
team rather than Hust giving orders and targets.
93* Do5+s8 Eocus is very important when it comes to achieving your goals. /n
unfocused leader would never %e a%le to lead the team towards their goals, %e it the
goal of the organi)ation or the goals of the individual team mem%ers. / leader is like
the captain of the ship, if the captain is not focused and clear in where he needs to
go, the whole ship will end up %eing lostT
9&* T!@ing Res1onsi8ility !n/ O7ners0i18 / person who is scared to take
responsi%ility and ownership for not only his work %ut also for his team mem%ers can
never prove to %e a successful leader. 'o one of the most important traits of a good
leader is the a%ility to take responsi%ility for him and those who work with him.
9(* A11ro!50!8le8 +f you are approacha%le, it %ecomes easy for the team
mem%ers to come to you and discuss their issues, if they have any, and if they do,
things can %e sorted out at the very %eginning and not when things go out of
proportion, which happens in case the leader is not approacha%le and not easy to
talk with.
9N* Believes in Dollo7 U18 Most of the leaders, due to their %usy schedule, skip
this portion of their Ho%. >hat they forget is that if there is efective follow up, there
will %e efective results. $roHects that are commenced without a proper follow up
always has mistakes and lacks perfections, and hence the achievement of targets
and goals are delayed. +tRs important to walk the talk.
:%* "+i5@ T0in@ing8 This attri%ute %ecomes all the more important in the conte0t
of %usiness. +n todayRs world of stif economic competition, markets change
unpredicta%ly and so do opportunities and challenges. / leader who is a%le to think
quickly is in a position to make the most of the given situation and this is an
important trait for efective %usiness leadership.
:$* Cno7le/ge8 Quick thinking is important %ut without the right knowledge of
the area, many times decisions that are taken promptly may %e wrong. +t is true that
we learn from our mistakes, failures and disappointments. .ut knowledge of the area
of oneRs work and %eing aware of all the developments taking place in it, is one of
the important qualities of a leader.
:.* Ris@ T!@ing8 The a%ility to take risks is another good characteristic of a
leader. 4very opportunity comes with some amount of risk and a good leader is one
who has the courage to take risks. Iad man not dared to sail out when it was
%elieved that the 4arth is &at, Hust think, how diferent the world would have %een
todayT
:9* H+;ility8 / leader has qualities that raise him a%ove the rest and every
individual is aware of this. .ut apart from these qualities, it is humility that makes a
good leader more approacha%le. This facilitates %etter communication %etween a
leader and a team which ena%les a leader to know of the pro%lems that his team is
facing. +t also, places a leader in a position where his team mem%er people provide
him suggestions which may %e valua%le.
TOTAL
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11
::* De;o5r!ti58 'ome amount of control is required. Iowever, leading oneRs
group in an autocratic style is the characteristic of a %ad leader. >here there is
democracy, there is innovation, as people are free to think and come up with new
ideas. This surely increases the pro%a%ility of success for a team.
:'* Goo/ C0!r!5ter8 $eople look up to a leader for motivation and the %est way,
that a leader can motivate his people, is %y setting an e0ample through his
character. +t is one of the most important qualities of a good leader that he himself
follows the rules that he had set for others. +n fact, one of the most important
qualities of a leader is that he leads %y e0ample.
:3* EAe5tive H+;!n Reso+r5e M!n!ge;ent2 /s someone rightly said, good
leaders don't (ust lead, the bring out the best in everbod else too. / good leader
knows how to handle and use his human resource rightly. Ie must know who is good
at what and which task should %e allotted to whom. Oecogni)ing the capacities and
talents among other people and having complete understanding a%out masses are
some of the important leadership qualities.
:&* Cre!tivity2 +t is said that leaders never do diferent things, they do things
diferently. +t is important for a leader to %e very innovative, creative, and think of
new leadership strategies. +nitially, the new thoughts may not %e readily accepted %y
people, %ut slowly a leader convinces people that what he %elieves is Hust, and is of
larger pu%lic interests. / leader knows that the society is always hungry for change
and new thoughts.
:(* Energy !n/ Oe!l8 (ots of itT / leader should %e optimistic and not get
weighed down %y o%stacles. /t the same time, he should %e a realist. +n fact, he
should %e the one to fnd ways and means to get around o%stacles %ut at the same
time he should %e open to ideas. Ie should %e fast thinking, optimistic and good at
analy)ing things. This includes an a%undance of courage, confdence and positive
thinking. The %est e0ample of such a leader is ,OD Tata, who %uilt an empire with his
vast reservoir of energy and enthusiasm, and not only generated employment for
millions, %ut facilitated the emergence of many new leaders within his empire.
:N* A8ility to Innov!te8 "f all the character traits of a leader, this particular one
sees the followers through tough times. / good leader is a winner, not a quitter. Ie
has resilience, imagination and clear vision. Ie is a%ove petty things and puts all his
energy into the larger picture, the no%ler cause. Ie em%races change and teaches
people not to fear change %ut learn from it. +n fact, openness to learning is one of the
main characteristics of a good leader.
'%* Be ! Role Mo/el8 / leader is one that people look up to, for answers,
guidance and inspiration. Thus a leader has to watch himself constantly, keep a cool
head, practice what he preaches and lead %y e0ample.
'$* S!5ri65e* "nly one man in a thousand is a leader of men J the other
<<< follow women.! *-roucho Mar0 To %e a real leader, at times, we need to
sacrifce our personal comforts and desires. / leader needs to %e a%le and
willing to put the interests of his people frst. +f we are primarily concerned
with our own afairs, it is not possi%le to %e a true and powerful leader.
'.* Ins1ire not Co;;!n/* / leader is %est when people %arely know he
e0ists, when his work is done, his aim fulflled, they will say8 we did it
ourselves.! U (ao Tsu. The %est leader will inspire his followers. Ie will lead,
yet people will not feel that they are %eing led. +f you direct people through
TOTAL
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12
issuing proclamations and directives, you will come up against opposition and
resistance. The most efective leadership is to help others feel they are
working from their own initiative. To inspire your fellow workers in this way, it
is necessary to lead %y e0ample and ofer encouragement where appropriate.
'9* Go!l Setting2 -oal setting in indeed an underrated quality these days.
$eople harp a lot a%out goal setting, %ut not too many seem to really take it
seriously. .ut then again, it is the Ho% of a leader to instill these qualities in his team.
.ut for this, the leader himself ought to possess this characteristicT Ience %eing a%le
to f0 and follow goals is one of the most vital characteristics of a leader.
':* Be All E!rs2 "ne of the most important responsi%ilities of a good leader is to
listen to and understand the pro%lems and issues of others. >hether or not you are
a%le to solve them or suggest a solution, it is a great comfort for a trou%led person to
have someone understanding to talk to a%out hisKher pro%lems. .e the shoulder to
cry if necessary * nothing %uilds confdence in inter personal relationships %etter
than patient listening and empathy.
''* >!l@ t0e T!l@2 The %est way to inspire desired action from oneRs followers is
to set e0amples. +f you wish to instill discipline, integrity and high moral standards in
your followers, it is %etter to practice yourself what you preach. This reinforces the
idea that you truly %elieve in your ideals and this makes it all the more easier and
pleasant for others to adopt those ideals when they see you walking the talk.
Erom the a%ove discussion, we can see that the character traits of a leader refer to traits
that are almost divine in nature. $erhaps for this reason, the kings and leaders of the past
who are still remem%ered and revered today, were given a god like status. They were the
caretakers and guides of humanity. They were %eacons of light, who showed the way to the
masses. /s for those who lacked the character traits of a good leader, they are either
forgotten or remem%ered %ecause of the %ad things they did and the %ad end they met.
BAD LEADERSHI, DEDINED P
.ad leadership falls into two categories8 %ad as in inefective and %ad as in unethical.
+nefective leadership fails to produce the desired change while unethical leadership fails to
distinguish %etween right and wrong.!
* .ar%ara Nellerman
+nefective leadership is the ina%ility to %uild and maintain a group that performs well
relative to its competition.!
* Oo%ert Iogan U
>HY LEADERS DAILQ
+nsensitive, a%rasive, %ullying style
3old, aloof, arrogant
.etrayal of personal trust
"verly am%itious
'pecifc performance pro%lems
Micro*managingJdoes not %uild a team
2na%le to select good su%ordinates
T"M siG 8!si5 Con5e1ts
Management commitment to TQM principles and methods G long term Quality plans
for the "rganisation
Eocus on customers U internal G e0ternal
Quality at all levels of the work force.
3ontinuous improvement of the productionK%usiness process.
TOTAL
"UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere
13
Treating suppliers as partners
4sta%lish performance measures for the processes.
EAe5ts o 1oor "+!lity
(ow customer satisfaction
(ow productivity, sales G proft
(ow morale of workforce
More re*work, material G la%our costs
Iigh inspection costs
Delay in shipping
Iigh repair costs
Iigher inventory costs
-reater waste of material
.*9* LEADERSHI, CONCE,TS
+n order to %ecome successful, leadership requires an intuitive understanding of the human
nature** the %asic needs, wants and a%ilities of people. To 8e eAe5tive, ! le!/er
+n/erst!n/s t0e ollo7ing8
;. $eople, parado0ically, need security and independence at the same time.
=. $eople are sensitive to e0ternal rewards and punishments and yet are strongly self*
motivated.
@. $eople like to hear a kind word of praise. 3atch people doing something right, so you
can pat them on the %ack.
A. $eople can process only a few facts at a time. Thus, a leader needs to keep things
simple.
B. $eople trust their gut reaction more than statistical data.
C. $eople reHect a leader1s rhetoric if the words are inconsistent with his actions.
(eaders need to give their employees independence and yet provide a secure working
environment, one that encourages and rewards successes. / working environment should
%e provided that fosters employee creativity and risk*taking %y not penali)ing mistakes.
A le!/er 7ill o5+s on ! e7 @ey v!l+es !n/ o8Me5tives* Eocusing on few values or
o%Hectives gives the employees the a%ility to discern on a daily %asis what is important and
what is not. 4mployees, upon understanding the o%Hectives, should %e given personal
control over the task in order to make the task their own and there%y something to which
they can commit. / leader, %y giving the employees a measure of control over an
important task, will tap into the employees1 inner drive. 4mployees, led %y the manager,
can %ecome e0cited participants in the organi)ation.
Iaving a worthwhile cause such as total quality management is not always enough to get
employees to participate. $eople 9and, in turn, employees: follow a leader, not a cause.
+ndeed, when people like the leader %ut not the vision, they will try to change the vision or
reconcile their vision to the leader1s vision. +f the leader is liked, people will not look for
another leader. This is especially evident in politics. +f the leader is trusted and liked, then
the employees will participate in the total quality management cause. Therefore, it is
particularly important that a leader1s character and competence, which is developed %y
good ha%its and ethics, %e a%ove reproach. 4fective leadership %egins on the inside and
moves out.
.*:* THE SEVEN HABITS OD HIGHLY EDDECTIVE ,EO,LE #STE,HEN COVEY)
.*:*$* Intro/+5tion
TOTAL
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14
'tephen O. 3ovey has %ased his foundation for success on the character ethics. This
includes things like integrity, humility, fdelity, temperance, courage, Hustice, patience,
industry, simplicity, modesty and the golden rule. The personality ethic** personality
growth, communication skills training and education in the feld of in&uence strategies and
positive thinking** is secondary to the character ethics. >hat we are! communicates far
more eloquently than what we say! or do.!
/ paradigm is the way we perceive, understand and interpret the world around us. +t is a
diferent way of looking at people and things. To %e efective we need to make a paradigm
shift. Most scientifc %reakthroughs are the results of paradigm shifts such as 3opernicus
viewing the sun as the center of the universe rather than 4arth. $aradigm shifts are
quantum changes, whether slow and deli%erate or instantaneous.
/ ha%it is the intersection of knowledge, skill and desire. Nnowledge is the what to do! and
the why,! skill is the how to do,! and desire is the motivation! or want to do.! +n order
for something to %ecome a ha%it, you have to have all three of the a%ove. The seven ha%its
are a highly integrated approach that moves from dependency 9you take care of me: to
independence 9+ take care of myself: to interdependence 9we can do something %etter
together:. The frst three ha%its deal with independence** the essence of character growth.
Ia%its four, fve and si0 deal with interdependence** teamwork, cooperation and
communication. Ia%it seven is the ha%it of renewal.
The seven ha%its are in harmony with a natural law that 3ovey calls the $K$3 .alance.!
Iere $ stands for production of desired results and $3 stands for production capacity, the
a%ility or asset. Eor e0ample, if you fail to maintain a lawn mower 9$3:, it will wear out and
not %e a%le to mow the lawn 9$:. Sou need to maintain a %alance %etween the times spent
mowing the lawn 9desired result: and maintaining the lawn mower 9asset:. /ssets can %e
physical, such as the lawn mower e0ampleL fnancial, such as the %alance %etween
principal 9$3: and interest 9$:L and human, such as the %alance %etween training 9$3: and
meeting schedule 9$:. Sou need the %alance to %e efective. "therwise, you will have
neither a lawn mower nor a mowed lawn. Eollowing are the D ha%its.
$* Be 1ro4!5tive
.* Begin 7it0 t0e en/ in ;in/
9* ,+t 6rst t0ings 6rst #re*CoveyEs Ti;e ;!n!ge;ent ;!triG )
:* T0in@ 7in47in
'* See@ 6rst to +n/erst!n/, t0en to 8e +n/erstoo/
3* Synergy
&* S0!r1en t0e s!7
.*:*.* H!8it $44 Be ,ro!5tive
.eing proactive means taking responsi%ility for your life** the a%ility to choose the
responses to a situation. $roactive %ehavior is the outcome of conscious choice %ased on
values whereas reactive %ehavior is %ased on feelings. Oeactive people let circumstances,
conditions or their environment tell them how to respond. $roactive people let carefully
thought*a%out, selected and internali)ed values tell them how to respond. +t is not what
happens to us %ut our response that diferentiates the two %ehaviors. 7o one can make you
misera%le unless you choose to let him or her.
The language we use is a real indicator of our %ehavior. 3omparisons are given in the ta%le
;@.; %elow.
Re!5tive ,ro!5tive
T!8le $9*$44 Co;1!rison 8et7een re!5tive !n 1ro!5tive 8e0!vior o !n in/ivi/+!l*
There is nothing + can do. (et us look at our alternatives.
'he makes me so mad. + control my own feelings.
+ have to do that. + will choose an appropriate
response.
+ cannot. + choose.
+ must. + prefer.
TOTAL
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15
Things are getting worse. >hat initiative can we use#
.*:*9* H!8it .44 Begin 7it0 t0e En/ in Min/
The most fundamental application of this ha%it is to %egin each day with an image, picture
or paradigm of the end of your life as your frame of reference. 4ach part of your life can %e
e0amined in terms of what really maters to you** a vision of your life as a whole.
/ll things are created twice** there is a mental or frst creation and a physical or second
creation to all things. To %uild a house you frst create a %lueprint and then construct the
actual house. Sou create a speech on paper %efore you give it. +f you want to have a
successful organi)ation you %egin with a plan that will produce the appropriate end. Thus,
leadership is the frst creation and management is the second. (eadership means doing the
right things and management means doing things right.
+n order to %egin with the end in mind, develop a personal philosophy or creed. 'tart %y
considering the e0amples mentioned %elow8
V 7ever compromise with honesty
V Oemem%er the people involved
V Maintain a positive attitude
V 40ercise daily
V Neep a sense of humor
V Do not fear mistakes
V Eacilitate the success of su%ordinates
V 'eek divine help
V Oead a leadership %ook monthly
.y centering our lives on correct principles, we create a solid foundation for the
development of the life support factors of security, guidance, wisdom and power. $rinciples
are fundamental truths. They are tightly interwoven threads running with e0actness,
consistency, %eauty and strength through the fa%ric of life.
.*:*:* H!8it 944 ,+t Dirst T0ings Dirst
Ia%it one says, Sou1re the creator. Sou are in charge.! Ia%it two is the frst creation and is
%ased on imagination** leadership %ased on values. Ia%it three is practicing self*
management and requires ha%its one and two as prerequisites. +t is the day*%y*day,
moment*%y*moment management of your time.
T0e Fti;e ;!n!ge;ent ;!triGH is s0o7n in t!8le $9*.*
The time management matri0! is shown in ta%le =.=. 2rgent means it requires immediate
attention and important has to do with results that contri%ute to your mission, goals and
values. 4fective, proactive people spend most of their time in quadrant ++, there%y reducing
the time spent in quadrant +.
Eour activities are necessary to %e efective.
Dirst, write down your key roles for the week 9such as research manager, 2nited >ay
3hairperson and parent:. Se5on/, list your o%Hectives for each role using many quadrant ++
activities. These o%Hectives should %e tied to your personal goals or philosophy developed
in ha%it =.
T0ir/, schedule time to complete the o%Hectives.
Do+rt0, adapt the weekly schedule to your daily activities.
TOTAL
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16
.*:*'* H!8it :44 T0in@ >in4>in
>in*win is a frame of mind and heart that constantly seeks mutual %eneft in all human
interactions. .oth sides come out ahead. +n fact, the end result is usually a %etter way. +f
win*win is not possi%le, then the alternative is no deal. +t takes great courage as well as
consideration to create mutual %enefts, especially if the other party is thinking win*lose.
>in*win em%races fve interdependent dimensions of life** character, relationships,
agreements, systems and processes. 3haracter involves the following traits8
V +ntegrity
V Maturity** a %alance %etween %eing considerate of others and the courage to e0press
feelings
V /%undance mentality 9there is plenty out there for everyone:
Oelationship means that the two parties trust each other and are deeply committed to win*
win. /greements require the fve elements of desired results, guidelines, resources,
accounta%ility and consequences. >in*win agreements can only survive in a system that
supports it** you cannot talk win*win and reward win*lose. +n order to o%tain win*win, a four*
step process is needed. +t is as follows8
;. 'ee the pro%lem from the other viewpoint.
=. +dentify the key issues and concerns.
@. Determine accepta%le results.
A. 'eek possi%le new options to achieve those results.
.*:*3* H!8it '44 See@ 6rst to +n/erst!n/, t0en to 8e +n/erstoo/
'eek frst to understand involves a paradigm shift since we usually try to %e understood
frst. 4mpathic listening is the key to efective communication. +t focuses on learning how
the other person sees the world, how they feel etc. The essence of empathic listening is not
that you agree with someone. +t is that you fully and deeply understand the person,
emotionally as well as intellectually. 7e0t to physical survival is the greatest need of a
human %eing of psychological survival** to %e understood, a6rmed, validated and
appreciated.
The second part of the ha%it is to %e understood. 3ovey uses three sequentially arranged
-reek words** ethos, pathos and logos. 4thos is your personal credi%ility or character,
pathos is the empathy you have with the other person1s communication and logos is the
logic or reasoning part of your presentation.
.*:*&* H!8it 3RSynergy
;. Synergy ;e!ns t0!t t0e 70ole is gre!ter t0!n t0e 1!rts. Together, we can
accomplish more than any of us can accomplish alone.
=. This can %est %e e0emplifed %y the musical group FT0e Be!tles*H They as a group
created more music than each individual created after the group %roke up.
@. T0e 6rst 6ve 0!8its 8+il/ to7!r/ 0!8it siG* +t focuses the concept of win*win
and the skills of empathic communication on tough challenges that %ring a%out new
alternatives which did not e0ist %efore.
A. 'ynergy occurs when people a%andon their humdrum presentations and win*lose
mentality and open themselves up to creative cooperation.
B. >hen there is a genuine understanding, people reach solutions that are %etter than
they could have achieved acting alone.
.*:*(* H!8it &44 S0!r1en t0e S!7 #Rene7!l)
;. Ia%it seven is taking time to s0!r1en t0e s!7 so t0!t it 7ill 5+t !ster. +t is
personal $3** preserving and enhancing the greatest asset you have, which you is. +t
is renewing the four dimensions of your nature** physical, spiritual, mental and
socialKemotional.
TOTAL
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17
=. All o+r /i;ensions of your nature should %e used regularly in wise and %alanced
ways.
@. Oenewing the 10ysi5!l /i;ension means following good nutrition, rest and
rela0ation, and regular e0ercise.
A. The s1irit+!l /i;ension is your commitment to your value system. Oenewal comes
from prayer, meditation and spiritual reading.
B. The ;ent!l /i;ension is continuing to develop your intellect through reading,
seminars and writing. These three dimensions require that time %e set aside** they
are quadrant ++ activities.
C. T0e so5i!l !n/ e;otion!l dimensions of our lives are tied together %ecause our
emotional life is primarily, %ut not e0clusively, developed out of and manifested in
our relationship with others.
D. >hile this activity does not require time, it does require e0ercise. +n the his %ook,
3ovey states that correct principles are natural laws and that -od, the 3reator and
the Eather of us all, is the source of them and also the source of our conscience.
F. Ie su%mits that to the degree people live %y this inspired conscience, they will grow
to fulfll their naturesL to the degree that they do not, they will not rise a%ove the
animal plane.
.*'* Et0i5s
4thics is not a precept that is mutually e0clusive from quality. +ndeed, quality and ethics
have a common care premise, which is to do the right things right.
.*'*$* De6nition
;. 4thics is the 8o/y o 1rin5i1les or st!n/!r/s of human conduct that govern the
%ehavior of individuals and organi)ations.
=. +t governs the actions and 0el1s one to /e5i/e 70!t the right thing to do is. 'ome
people learn it while growing up and some do it during an organi)ation1s ethics
training program.
@. 4thics can ;e!n /iAerently to /iAerent 1eo1le, especially when given an
organi)ation1s international workforce and the varying cultural norms.
A. .ecause individuals have diferent concepts of what is right, the organi)ation will
need to develop the standards or code of ethics for the organi)ation.
.*'*.* T0e Root C!+ses o Unet0i5!l Be0!vior
&uch of the unethical behavior in organi'ations occurs in the following cases(
). "rgani)ations favor their own interests a%ove the well %eing of their customers,
employees or the pu%lic.
*. "rgani)ations reward 8e0!vior t0!t viol!tes et0i5!l st!n/!r/s, such as
increasing sales through false advertising.
+. "rgani)ations encourage se1!r!te st!n/!r/s o 8e0!vior !t 7or@ t0!n !t
0o;e, such as secrecy and deceit versus honesty.
,. +ndividuals are willing to a%use their position and power to enhance their interests,
such as taking e0cessive compensation for themselves of the top %efore other
stakeholders receive their fair share.
-. M!n!geri!l v!l+es eGist t0!t +n/er;ine integrity, such as the pressure
managers e0ert on employees to cover up mistakes or to do whatever it takes to get
the Ho% done, including cutting corners.
.. "rgani)ations and individuals overemphasi)e the short-term results at the
e/pense of themselves and other in the long run. 0or e/ample, behavior is good
based on the degree of utility, pleasure or good received, regardless of the
e#ect on others.
TOTAL
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18
1. "rgani)ations and managers %elieve their knowledge is infalli%le and miscalculate
the true risks, such as when fnancial managers invest organi)ational funds in high*
risk options trading.
Tendency toward unethical %ehavior most likely comes from the interaction of the root
causes of pressure, opportunity and attitude.
2nethical %ehavior is especially prevalent if employee morale is low. Eor e0ample, poor
working conditions, employee downsi)ing, and unacknowledged good work and denied
promotions can all contri%ute to an employee1s poor attitude.
.*'*9* Et0i5s M!n!ge;ent ,rogr!;
/n ethics management 1rogr!; nee/s to !//ress 1ress+re, o11ort+nity !n/
!ttit+/e. Managing ethical %ehavior requires commitment, new policies and procedures,
continuous improvement and investments in appraisal, prevention and promotion.
The 6rst ste1 is !11r!is!l. +t is the analysis of the costs associated with +net0i5!l
8e0!vior* These costs can %e divided into the t0ree root 5!+ses of pressure,
opportunity and attitude.
;. 3osts from pressure are those costs from well*intended %ut unethical decisions made
under pressure. They include %ut are not limited to errors, waste, rework, lost
customers and warranties.
=. 3osts from opportunity are the costs from intentional wrongdoing. They include %ut
are not limited to theft, overstated e0penses, e0cessive compensation and nepotism.
@. 3osts from attitudes are those costs from mistaken %eliefs in unethical forms of
%ehavior. They include %ut are not limited to errors, waste, rework, lost customers
and health care. The second step is prevention. +t is the development of a system
that will minimi)e the costs. .ecause management has a good idea of the appraisal
costs, this step can proceed concurrently with step ;.
;: $ressure can %e addressed %y %eing involved in the development of goals and values
and developing policies that allow for individual diversity, dissent and decision*
making input.
=: "pportunity can %e addressed %y developing policies that encourage and protect
whistle%lowers. +t requires the e0istence of om%udsmen who can work confdentially
with people to solve ethical pro%lems internally.
@: /ttitude can %e addressed %y requiring ethics training for all personnel, recogni)ing
ethical conduct in the workplace, requiring performance appraisals to include ethics
and encouraging open discussion concerning ethical %ehavior issues.
The third step is promotion. +t is the continuous advertising of ethical %ehavior in order to
develop an ethical organi)ational culture that is clear, positive and efective.
To %e clear, the 10iloso10y nee/s to %e written with input from all personnel and posted.
'tandardi)ed ethics training should %e given to everyone for the following purposes8
i. To teach them how to clarify ethical issues
ii. To encourage them to get the facts %efore acting
iii. To encourage them to consider all the consequences %efore acting
iv. To show them how to test their actions in advance
This testing can %e accomplished %y asking the following questions8
;. +s it legal#
=. +s it right#
@. +s it %enefcial for all involved#
TOTAL
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19
A. Iow would + feel if it was pu%lished on the front page of a newspaper#
To 8e 1ositive, the culture should %e a%out doing what is right, encouraging principled
organi)ational dissent and rewarding ethical %ehavior.
To %e efective, the philosophy should %e set and adopted %y senior management, with
input from all personnel. 'enior management should act in the same manner as they want
others to act and make no e0ceptions.
Din!l Co;;ent
Quality is dependent on et0i5!l 8e0!vior. Doing 70!t is rig0t in t0e 6rst 1l!5e is a
proven way to reduce costs, improve competitiveness and create customer satisfaction.
Many companies are hiring ethics consultants to help them achieve their goals.
2nethical %ehavior %y 4nron and >orld3om e0ecutives in =??= resulted in %ankruptcy for
those companies.
.*3* THE DEMING ,HILOSO,HY
Deming1s philosophy is given in the ;A points. Most of these points were given in a seminar
for =; presidents of leading ,apanese industry in ;<B?. The rest were developed and the
original ones were modifed over a period of three decades.
.*3*$* Cre!te !n/ ,+8lis0 t0e Ai;s !n/ ,+r1oses o Org!niB!tion
Management should demonstrate constantly their commitment to this statement. +t should
include investors, customers, suppliers, employees, community and a quality philosophy.
The statement is a forever*changing document requiring input from everyone.
"rgani)ations should develop a long*term view of atleast ten years and plan to stay in
%usiness %y setting long*range goals. Oesources should %e allocated for research, training
and continuing education to achieve the goals. +nnovation is promoted to ensure that a
product or service does not %ecome o%solete. / family organi)ational philosophy is
developed to send the message that everyone is the part of organi)ation.
.*3*.* Le!rn t0e Ne7 ,0iloso10y
Top management and everyone should learn the new philosophy. The organi)ations should
seek never*ending improvement and refuse to accept non*conformance. 3ustomer
satisfaction should always %e the num%er one priority %ecause dissatisfed customers will
not continue to purchase non*conforming products and services. /n organi)ation should
concentrate on defect prevention rather than on defect detection. .y improving the
process,
Quality and productivity will also improve. 4veryone in an organi)ation including union
should %e involved in quality Hourney and change his or her attitude regarding quality. /
supplier should %e helped to improve quality %y providing statistical evidence of
conformance and shared information relative to customer e0pectations.
.*3*9* Un/erst!n/ t0e ,+r1ose o Ins1e5tion
Management should understand that the purpose of inspection is to improve the process
and reduce its cost. Eor most of the part, mass inspection is costly and unrelia%le. >here
appropriate, it should %e replaced %y never*ending improvement using statistical
techniques. 'tatistical evidence is required of self and supplier. 4very efort should %e
made to reduce and then eliminate acceptance sampling. Mass inspection is managing for
failure and defect prevention is managing for success.
TOTAL
"UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere
20
.*3*:* Sto1 A7!r/ing B+siness 8!se/ on ,ri5e Alone
/n organi)ation should stop awarding %usiness %ased on the low %id %ecause price has no
value without quality. The goal is to have a single supplier for each item to develop a long*
term relationship %etween loyalty and trust, there%y providing improved products and
services. $urchasing agents should %e trained in statistical process control and require it
from suppliers. They should follow the materials throughout the entire life cycle in order to
e0amine how customer e0pectations are afected and provide feed%ack to the suppliers
regarding the quality.
.*3*'* I;1rove Const!ntly !n/ Dorever t0e Syste;
Management should take more responsi%ility for pro%lems %y actively fnding and
correcting pro%lems so that quality and productivity could %e continually and permanently
improved and costs could %e reduced. The focus is on preventing pro%lems %efore their
occurrence. Mariation is e0pected %ut there should %e a continual striving for
its reduction using control charts. Oesponsi%ilities are assigned to teams to remove the
causes of pro%lems and continually improve the process.
.*3*3* Instit+te Tr!ining
4ach employee should %e oriented toward the organi)ation1s philosophy of commitment to
never*ending improvements. Management should allocate resources to train employees to
perform their Ho%s in the %est possi%le manner. 4veryone should %e trained in statistical
methods and these methods should %e used to monitor the need for further training.
.*3*&* Te!50 !n/ Instit+te Le!/ers0i1
/ responsi%ility of management is to improve supervision. +t should provide supervisors
with training in statistical methods and these ;A points so the new philosophy can %e
implemented. +nstead of focusing on a negative and fault*fnding atmosphere, supervisors
should create a positive and supportive one where pride in workmanship can &ourish. /ll
communication should %e clear from top management to supervisors to operators.
.*3*(* Drive o+t De!r, Cre!te Tr+st !n/ ! Cli;!te or Innov!tion
Management should encourage open and efective communication and teamwork. Eear is
caused %y a general feeling of %eing powerless to control important aspects of one1s life. Ti
is caused %y a lack of Ho% security, possi%le physical harm, performance appraisals, and
ignorance of organi)ation goals, poor supervision and not knowing the Ho%. Driving fear out
of the workplace involves managing for success. Management can %egin %y providing
workers with adequate training, good supervision and proper tools to do the Ho% as well as
removing physical dangers. >hen people are treated with dignity, fear can %e eliminated.
/s the result, people start working for the welfare of the organi)ation. +n this climate, they
will provide ideas for improvement.
.*3*N* O1ti;iBe t0e EAorts o Te!;s, Gro+1s !n/ St!A Are!s
Management should optimi)e the eforts of teams, work groups and staf areas to achieve
the aims and purposes of the organi)ation. +nternally, %arriers do not e0ist not only within
epartments %ut also among the following8
V (evels of management
V Departments
V 'hifts
EGtern!lly, t0ey eGist 8et7een t0e org!niB!tion !n/ its 5+sto;ers !n/ s+11liers*
T0ese 8!rriers eGist 8e5!+se o t0e ollo7ing re!sons2
V $oor communication
V +gnorance of the mission of organi)ation
V 3ompetition
V Eear
TOTAL
"UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere
21
V $ersonal grudges or Healousies
To 8re!@ /o7n t0e 8!rriers, ;!n!ge;ent nee/s ! long4ter; 1ers1e5tive* It
s0o+l/ o1t or t0e ollo7ing 50!nges in or/er to 8re!@ /o7n t0e 8!rriers2
V /ll the diferent areas should work together
V 3hange in attitude
V "pening of communication channels
V $roHect teams organi)ed
V Training in teamwork implemented
Multi*functional teams such as used in concurrent engineering are an e0cellent method.
.*3*$%* Eli;in!te EG0ort!tions or t0e >or@ Dor5e
40hortations that ask for increased productivity without providing specifc improvement
methods can handicap an organi)ation. They do nothing %ut e0press desires of
management.
They do not produce a %etter product or service %ecause workers get limited %y the
system.
Those goals should %e set that are achieva%le and are committed to the long*term success
of the organi)ation. The improvements in a process cannot %e made without the availa%ility
of tools and methods.
.*3*$$!* Eli;in!te N+;eri5!l "+ot!s or t0e >or@ Dor5e
+nstead of quotas, management should learn and institute methods for improvement.
Quotas and work standards focus on quantity rather than quality. They encourage poor
workmanship in order to meet their quotas. Quotas should %e replaced with statistical
methods of process control. Management should provide and implement a strategy for
never*ending improvements and work with work force to re&ect new policies.
.*3*$$8* Eli;in!te M!n!ge;ent 8y O8Me5tive
+nstead of management %y o%Hective, management should learn the capa%ilities of
processes and the procedure to %e employed for their improvement. +nternal goals set %y
management without a method are a %urlesque. Management %y numerical goal is an
attempt to manage without knowledge of what to do. /n e0cellent analysis supporting this
point is given %y 3astellano and Ooehm.
.*3*$.* Re;ove B!rriers T0!t Ro8 ,eo1le o ,ri/e o >or@;!ns0i1
(oss of pride in workmanship e0ists throughout an organi)ation %ecause of the following
reasons8
;. >orkers do not know how to relate themselves to the organi)ation1s mission.
=. They are %eing %lamed for system pro%lems.
@. $oor designs lead to the production of Hunk.
A. +nadequate training is provided.
B. $unitive supervision e0ists.
C. +nadequate or inefective equipment is provided for performing the required
work.
Oestoring pride will require a long*term commitment %y management. >hen workers are
proud of their work, they will grow to the fullest e0tent of their Ho%. Management can
perform the following tasks to restore the pride of their workers8
a. -iving their employees operational Ho% descriptions.
%. $roviding the proper tools and materials.
c. 'tressing on a workers1 understanding regarding hisKher role in the total
process
.y restoring pride, everyone in the organi)ation will %e working for the common good. /
%arrier for people on salary is the annual rating of performance.
.*3*$9* En5o+r!ge E/+5!tion !n/ Sel4I;1rove;ent or Everyone
TOTAL
"UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere
22
/n organi)ation needs people who improve with education. Management should commit
itself to continuously train and educate people. Deming1s ;A points and the organi)ation1s
mission should %e the foundation of education program. 4veryone should %e retrained
%ecause of the fact that an organi)ation1s requirements change to meet the changing
environment.
.*3*$:* T!@e A5tion to A55o;1lis0 t0e Tr!nsor;!tion
Management has to accept its primary responsi%ility for the never*ending improvement of
the process. +t has to create a corporate structure to implement the philosophy. / cultural
change is required from the previous %usiness as usual! attitude. Management should %e
committed, involved and accessi%le if the organi)ation is to succeed in implementing the
new philosophy. Iillerich G .rads %y 3o., the makers of (ouisville 'lugger %ase%all %at,
have used Deming1s ;A points since ;<FB and now have D?W of the professional %ase%all
%at market.
.*3*$'* Con5l+sion o t0e De;ing ,0iloso10y
$* 3reate and pu%lish the aims and purposes of the organi)ation
.* (earn the new philosophy
9* 2nderstand the purpose of inspection
:* 'top awarding %usiness %ased on price alone.
'* +mprove constantly and forever the 'ystem
3* +nstitute training
&* Teach and institute leadership
(* Drive out fear,create trust,and create a climate for innovation
N* "ptimi)e the eforts of teams,groups,and staf areas
$%* 4liminate e0hortations for the work force
$$* 4liminate numerical quotas for the work force K 4liminate management %y
o%Hectives
$.* Oemove %arriers to pride of workmanship
$9* 4ncourage education and self*improvement for all
$:* Take action to accomplish the transformation*
.*&* ROLE OD T"M LEADERS
4veryone is responsi%le for quality, especially senior management and the 34". Iowever,
only the latter can provide the leadership system to achieve results.
Eor instance, in the ;<F?s, -eneral 4lectric1s 34", ,ack >elch, instit+te/ le!/ers0i1
tr!ining courses at all levels of the organi)ation. The -eneral 4lectric training courses
taught leadership approaches and models and provided the opportunity for teams to
develop solutions for real %usiness pro%lems.
Many of the solutions the teams developed were implemented. ,ack >elch supported the
development of a leadership system whereas quality control leaders were developed at all
levels and in all functions of the organi)ation including research, marketing, manufacturing,
sales, fnance and human resources.
'enior managers need to %e provided with the skills to implement quality control
techniques and actively participate in the quality council. 'enior management has
numerous responsi%ilities.
+t should practice the 10iloso10y o M!n!ge;ent 8y >!n/ering Aro+n/ #MB>A)*
Management should get o+t o t0e o<5e and visit customers, suppliers, departments
within the organi)ation and plants within the organi)ation. That way, managers learn what
is happening with a particular customer, supplier or proHect.
MB>A can su%stantially reduce paperwork. 4ncourage su%ordinates to write only
important messages that need to %e part of the permanent record.
TOTAL
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23
Dor eG!;1le, Ninko1s e0ecutives perform normal operating duties for two or three days at
one location. This approach is an e0cellent technique for gaining frsthand information. The
idea is to let employees think for themselves.
'enior management1s role is no longer to make the fnal decision, %ut to make sure the
team1s decision is aligned with the quality statements of the organi)ation. $ush pro%lem
solving and decision making to the lowest appropriate level %y delegating authority and
responsi%ility.
'enior managers should stay informed on the topic of quality improvement %y reading
%ooks and articles, attending seminars and talking to other TQM leaders. The leader sends
a strong ;ess!ge to t0e s+8or/in!tes 70en 0eLs0e !s@s i t0ey 0!ve re!/ !
1!rti5+l!r 8oo@ or !rti5le.
The needed resources should %e provided to train employees in the TQM tools and
techniques, the technical requirements of the Ho% and safety. Oesources in the form of the
appropriate equipment to do the Ho% should also %e provided.
Senior ;!n!gers should fnd time to cele%rate the success of their organi)ation1s quality
eforts %y personally participating in award and recognition ceremonies. This activity is an
e0cellent opportunity to reinforce the importance of the efort and to promote TQM.
/ phone call or handshake com%ined with a sincere Ft0!n@ yo+ or ! Mo8 7ell /oneH is a
powerful form of recognition and reward. "ne of the duties of the quality council is to
esta%lish or revise the recognition and reward system. +n particular, senior management1s
incentive compensation should include quality improvement performance. /lso, provisions
should %e made to reward teams as well as creative individuals.
'enior managers should %e visi%le and actively engaged in the quality efort %y serving on
teams, coaching teams and teaching seminars. They should lead %y demonstrating,
communicating and reinforcing the quality statement. /s a rule of thum%, they should
spend a%out one*third of their time on quality.
/ very i;1ort!nt role of senior managers is listening to internal and e0ternal customers
and suppliers through visits, focus groups and surveys. This information is translated into
core values and process improvement proHects.
Anot0er very i;1ort!nt role is 5o;;+ni5!tion. The o%Hective is to create awareness
of the importance of TQM and provide TQM results in an ongoing manner.
The TQM message should %e Fsol/H to personnel, for if they do not F8+yH it. TQM will
never happen. +n addition to internal eforts, there should %e e0ternal activities with
customers and suppliers, media and advertising in trade maga)ines and interaction with
the quality community.
By ollo7ing t0e 1re5e/ing s+ggestions, senior mangers should %e a%le to drive fear
out of the organi)ation, %reak down %arriers, remove system road%locks, anticipate and
minimi)e resistance to change, i.e. in general change the culture. "nly with the
involvement of senior management can TQM %e a success.
.*&*$* Con5l+sion o Role o T"M le!/ers
;. /ll are responsi%le for quality improvement especially the senior management G
34"1s
=. 'enior management must practice M.>/
@. 4nsure that the team1s decision is in harmony with the quality statements of the
organi)ation
A. 'enior TQM leaders must read TQM literature and attend conferences to %e aware of
TQM tools and methods
B. 'enior managers must take part in award and recognition ceremonies for cele%rating
the quality successes of the organi)ation
C. 3oaching others and teaching in TQM seminars
TOTAL
"UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere
24
D. 'enior managers must liaise with internal ,e0ternal and suppliers through visits,
focus groups, surveys
F. They must live and communicate TQM.
.*(* IM,LEMENTATION
$* The T"M i;1le;ent!tion 1ro5ess 8egins 7it0 senior ;!n!ge;ent !n/, most
importantly, with the 34"1s commitment. The importance of the senior
management1s role cannot %e overstated.
.* (eadership is essential /+ring every 10!se of the implementation process and
particularly at the start. +n fact, indiference and lack of involvement %y senior
management are frequently cited as the principal reasons for the failure of quality
improvement eforts.
9* Delegation and rhetoric are insu6cient. +nstead, involvement is required. Senior
;!n!ge;ent nee/s to 8e e/+5!te/ in t0e T"M 5on5e1ts*
:* +n addition to formal education, managers s0o+l/ visit s+55ess+l T"M
org!niB!tions, re!/ sele5te/ !rti5les !n/ 8oo@s !n/ !tten/ se;in!rs !n/
5oneren5es. The ne0t step is for senior management to develop an
implementation plan.
'* Ti;ing o t0e i;1le;ent!tion 1ro5ess 5!n 8e very i;1ort!nt. +s the
organi)ation ready to em%ark on the total quality Hourney# There may %e some
foreseea%le pro%lems, such as a reorgani)ation, change in senior management
personnel, interpersonal con&icts, a current crisis, or a time*consuming activity.
These pro%lems may postpone implementation to a more favora%le time.
3* The ne0t step is the formation of the Quality 3ouncil. +nitiation of these duties is a
su%stantial part of the implementation of TQM. T0e /evelo1;ent o 5ore v!l+es, !
vision st!te;ent, ! ;ission st!te;ent !n/ ! =+!lity 1oli5y st!te;ent, 7it0 in1+ts
ro; !ll 1ersonnel, s0o+l/ 8e 5o;1lete/ 6rst*
The active involvement of ;i//le ;!n!gers and frst*line supervisors is essential
to the success of the TQM efort. They are accounta%le for achieving many of the
organi)ationRs performance goals and o%Hectives. They form enduring links in the
communication chain from senior management to the front*line workers. >ithout
middle managementRs early and active support, the TQM efort could fail.
'enior management needs to ens+re t0!t ;!n!gers !t !ll levels 0!ve !n
o11ort+nity, as soon as possi%le, to develop ownership in the TQM efort. +t should
also %e ensured that they have a chance to acquire the insight and skills necessary
to %ecome leaders.
/way to accomplish this concept is to have a retreat. The retreat will focus on TQM
training, leadership skills and active involvement in the development of the
organi)ationRs statements.
+f there is a union, there should %e early discussions with the representatives on
TQM. Managers should involve union leaders %y sharing with them implementation
plans for TQM. /s the quality efort progresses, managers and union leaders should
work together on quality improvement activities. Eor e0ample, the 2nited /uto
>orkers have worked closely with the %ig three automakers in their TQM activities.
/t this stage of the implementation process, it is important to communicate TQM to
the entire organi)ation. 3ommunication is important throughout the implementation
stage and is necessary to create TQM awareness, interest, desire and action.
Everyone nee/s to 8e tr!ine/ in =+!lity !7!reness !n/ 1ro8le; solving.
This training is conducted when the employee is placed in a proHect team or the work
group is ready for the training.
3ustomer, employee and supplier surveys should %e conducted to %enchmark the
attitudes of these three stakeholders. +nformation from these surveys provides ideas
for quality improvement proHects.
TOTAL
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T0e =+!lity 5+rri5le /eter;ines t0e =+!lity i;1rove;ent 1roMe5ts* In
!//ition, the council esta%lishes the proHect teams and work groups and monitors
their progress. The organi)ation has to %e patient and should not rush the teams for
solutions that do not eliminate the root causes. There is often a tendency to rush the
implementation process. T43'T/O, a small %usiness, was a%le to achieve savings of
more than X@ million the frst year of its TQM program. "n the other hand, Narlee, a
Malcolm .aldrige 7ational Quality /ward >inner, did not achieve result until the third
year %ut then there was more than a @??W increase in the organi)ation1s %ottom
line.
.*(*$ Con5l+sion o T"M i;1le;ent!tion
;. .egins with 'r. Managers and 34"1s
=. Timing of the implementation process
@. Eormation of Quality council
A. 2nion leaders must %e involved with TQM plans implementation
B. 4veryone in the organi)ation needs to %e trained in quality awareness and pro%lem
solving
C. Quality council decides Q+$ proHects.
.*N* "UALITY COUNCIL
In or/er to 8+il/ =+!lity into t0e 5+lt+re, a Quality 3ouncil is esta%lished to
preside over all direction. +t acts as a driver for the TQM engine. +n a typical
organi)ation, the council is composed of the 34", the senior managers of the
functional areas such as design, marketing, fnance, production and quality and a
coordinator or consultant. +f there is a union, consideration should %e given to having
a representative in the council.
'ome organi)ations such as Eriendly +ce 3ream of >il%aham, M/, include front*line
representatives from every area. / coordinator is necessary to assume some of the
added duties that a quality improvement activity requires. The individual selected for
the coordinator1s position should %e a %right young person with e0ecutive potential.
That person will report to the 34".
The responsi%ility of the coordinator is to %uild t7o47!y tr+st, propose team needs
to the council, share council e0pectations with the team and %rief the council on
team progress. +n addition, the coordinator will ensure that the teams are
empowered and know their responsi%ilities. The coordinator1s activities are to assist
the team leadersL share lessons learned among teams and have regular leaders1
meetings.
+n smaller organi)ations where managers may %e responsi%le for more than one
functional area, the num%er of mem%ers will %e smaller. /lso, a consultant would
most likely %e employed rather than a coordinator.
In gener!l, t0e /+ties o t0e "+!lity Co+n5il !re !s ollo7s2
;. Develop, with input from all personnel, the core values, vision statement, mission
statement and quality policy statement.
=. Develop the strategic long*term plan with goals and the annual quality improvement
program with o%Hectives.
@. 3reate the total education and training plan.
A. Determine the performance measures for the organi)ation approve those for the
functional areas and monitor them.
B. 3ontinually determine those proHects that improve the processes, particularly those
that afect e0ternal and internal customer satisfaction.
C. 4sta%lish multi*functional proHect and departmental or work group teams and
monitor their progress.
TOTAL
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26
D. 4sta%lish or revise the recognition and reward system to account for the new ways of
doing %usiness.
In large organi'ations, 2uality councils are also established at lower level of the
corporation. Their duties are similar %ut relate to that particular level in the organi)ation.
+nitially, these activities will require additional work %y council mem%ers. Iowever, in the
long term, their Ho%s will %e easier. These councils are the instruments for perpetuating the
idea of never*ending quality improvement.
On5e t0e T"M 1rogr!; is 7ell est!8lis0e/, ! ty1i5!l ;eeting !gen/! ;ig0t
in5l+/e t0e ollo7ing t0ings2
$rogress report on teams
3ustomer satisfaction report
$rogress on meeting goals
7ew proHect teams
Oecognition dinner
Event+!lly, 7it0in t0ree to 6ve ye!rs, the Quality 3ouncil activities will %ecome so
ingrained in the culture of the organi)ation that they will %ecome a regular part of the
e0ecutive meeting. >hen this state is achieved, a separate Quality 3ouncil is no longer
needed. Quality %ecomes the frst item on the e0ecutive1s meeting agenda.
3orning1s Telecommunications $roducts Division1s 9T$D: leadership system or quality
council duties are shown in
fgure ;A.;.
Con5l+sion "+!lity Co+n5il
;. The quality council includes 34" and senior managers of the functional areas
*research, manufacturing, fnance, sales, marketing etc. and one co*coordinator and
a union representative.
=. Duties* To develop the Quality statements e.g. Mision, Mission, Quality policy
statements, 3ore values etc.
@. To develop strategic long*term plans and annual quality improvement programme.
A. Make a quality training programme
TOTAL
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27
B. Monitor the costs of poor quality.
C. Determine the performance measures for the organi)ation
D. /lways fnd proHects that improve the processes and produce customer satisfaction.
F. 4sta%lish work*group teams and measure their progress.
<. 4sta%lish and review the recognition and reward system for the TQM system
.*$%* CORE VALUES, CONCE,TS AND DRAME>ORC
;. 2nity of purpose is a key to leadership system.
=. 3ore values and concepts provide that unity of purpose. The core values and
concepts ena%le a framework for leaders throughout the organi)ation to make the
right decisions.
@. They foster TQM %ehavior and defne the culture.
A. 4ach organi)ation will need to develop its own values.
B. -iven here are the core values, concepts and r!;e7or@ or t0e M!l5ol;
B!l/rige N!tion!l "+!lity A7!r/*
C. They can %e used as a starting point for any organi)ation as it develops its own.
Core Values and Concepts
The Criteria are built on the following set of interrelated Core Values and Concepts:
! Y visionary leadership
"! Y custo#er$driven e%cellence
&! Y organi'ational and personal learning
(! Y valuing wor)force #e#bers and partners
*! Y agility
+! Y focus on the future
,! Y #anaging for innovation
-! Y #anage#ent by fact
.! Y societal responsibility
/! Y focus on results and creating value
! Y syste#s perspective
These values and concepts0 described below0 are e#bedded beliefs and behaviors found in highperfor#ing
organi'ations! They are the foundation for integrating )ey perfor#ance and operational re1uire#ents within a
results$oriented fra#ewor) that creates a basis for action and feedbac)!
.*$%*$* Vision!ry Le!/ers0i1
;. /n organi)ation1s senior le!/ers nee/ to set /ire5tions and high e0pectations
and create a customer*oriented 5le!r !n/ visi8le =+!lity v!l+es*
=. Malues, directions and e0pectations nee/ to !//ress !ll st!@e0ol/ers.
@. T0e le!/ers nee/ to ens+re t0e 5re!tion o str!tegies, systems and methods
for achieving e0cellence.
A. 'trategies and v!l+es s0o+l/ 0el1 g+i/e !ll !5tivities and decisions of the
organi)ation.
B. Senior le!/ers s0o+l/ 5o;;it to t0e /evelo1;ent o t0e entire 7or@or5e.
C. Eurther, they should en5o+r!ge 1!rti5i1!tion, learning, innovation and creativity
%y all employees.
D. T0ro+g0 t0eir 1erson!l roles in planning, communications, review or organi)ation
performance and employee recognition, senior leaders serve as role models,
reinforcing the values and e0pectations and %uilding leadership and initiative
throughout the organi)ation
.*$%*.* C+sto;er4Driven EG5ellen5e
;. Quality is %est Hudged %y the 5+sto;ers.
TOTAL
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28
=. /ll product and service characteristics that 5ontri8+te v!l+e to t0e 5+sto;er and
lead to customer satisfaction, preference and retention should %e the focus of an
organi)ationRs management system.
@. C+sto;er4/riven eG5ellen5e has %oth current and future components**
understanding todayRs customer desires and marketplace oferings as well as future
innovations.
A. V!l+e !n/ s!tis!5tion may %e in&uenced %y many factors throughout the
customerRs overall purchase, ownership and service e0periences.
B. These factors include the organi)ationRs relationship with customers that help 8+il/
tr+st, 5on6/en5e !n/ loy!lty*
C. This concept of =+!lity in5l+/es not only t0e 1ro/+5t !n/ servi5e
50!r!5teristi5s that meet %asic customer requirements %ut also those features and
characteristics that diferentiate them from competing oferings.
D. 'uch diferentiation may %e %ased upon new or modifed oferings, com%inations of
product and service oferings, customi)ation of ofering, rapid response, or special
relationships.
F. C+sto;er4/riven =+!lity is t0+s ! str!tegi5 5on5e1t. +t is directed toward
customer retention, market*share gain and growth. +t demands constant sensitivity
to changing and emerging customer and market requirements and the factors that
drive customer satisfaction and retention.
<. +t also demands awareness of the developments in te50nology !n/ o
5o;1etitorsS oferings and the rapid and &e0i%le responses to customer and market
requirements.
;?.S+55ess re=+ires ;ore t0!n /ee5t !n/ error re/+5tion, merely meeting
specifcations, or reducing complaints.
;;.7evertheless, defect and error reduction and the elimination of causes of
dissatisfaction contri%ute to the customersR view of quality and these are important
parts of the customer*driven quality.
;=.+n addition, the organi)ationRs success in recovering from defects and errors 9making
things right for the customer: is crucial to %uilding customer relationships and to
retaining customers.
.*$%*9* Org!niB!tion!l !n/ ,erson!l Le!rning
/chieving the highest levels of performance requires a well*e0ecuted approach to
organi)ational and personal learning.
"rgani)ational learning refers to %oth continuous improvement of e0isting approaches and
adaptation to change, leading to new goals and approaches. (earning needs to %e
em%edded in the way the organi)ation functions. Le!rning s0o+l/ 8e2
;. /n integral part of daily work
=. $racticed at personal and organi)ational levels
@. Directed at solving pro%lems
A. Eocused on sharing knowledge throughout the organi)ation
B. Driven %y opportunities to efect signifcant change and to do %etter
'ources for learning include employees1 ideas, Oesearch and Development 9OGD:,
customers1 input, %est practice sharing and %enchmarking.
Org!niB!tion!l le!rning 5!n res+lt in t0e ollo7ing2
V 4nhancing value to customers through new and improved products and
services
V Developing new opportunities
V Oeducing errors, defects, waste and related costs
V +mproving responsiveness and cycle time performance
V +ncreasing productivity and efectiveness in the use of all resources.
TOTAL
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29
4nhancing your organi)ationRs performance in fulflling its pu%lic responsi%ilities and
services as a good citi)en 4mployeesR success depends largely on having opportunities for
personal learning and practicing new skills. "rgani)ations invest in employeesR personal
learning through education, training and other opportunities for continuing growth, such as
Ho% rotation. "n the Ho% training ofers a cost efective way to train and to %etter link
training to your organi)ational needs and priorities.
,erson!l le!rning 5!n res+lt in t0e ollo7ing2
V More satisfed and versatile employees who stay with the organi)ation
V "rgani)ational cross*functional learning
V /n improved environment for innovation
Thus, learning is directed not only toward %etter products and services %ut also toward
%eing more responsive, adaptive and e6cient. This gives your organi)ation marketplace
sustaina%ility and performance advantages.
.*$%*:* V!l+ing E;1loyees !n/ ,!rtners
/n organi)ationRs success depends increasingly upon the skills, knowledge, creativity and
motivation of its employees and partners. Maluing employee1s means committing to their
satisfaction, development and well*%eing. +ncreasingly, this involves more &e0i%le, high
performance work practices tailored to employees with diverse workplace and home life
needs.
M!Mor 50!llenges in t0e !re! o v!l+ing e;1loyees in5l+/e t0e ollo7ing2
;. Demonstrating your leadersR commitment to your employeesR success
=. Oecognition that goes %eyond the regular compensation system
@. Development and progression within your organi)ation
A. 'haring your organi)ationRs knowledge so that your employees can %etter serve your
customers and contri%ute to achieving your strategic o%Hectives
B. 3reating an environment that encourages risk*taking.
Dor eG!;1le, 'outhwest /irlines always puts customers second and employees frst.
'outhwest lives up to its promises to employees, so there is no sense of %etrayal to keep
people from enthusiastically contri%uting. +t refuses to lay of employees even when airline
workers are laid of industry wide. +t has the most productive workforce servicing twice the
num%er of passengers per employee of any other airline "rgani)ations need to %uild
internal and e0ternal partnerships to %etter accomplish overall goals.
+nternal partnerships might involve creating network relationships among your work units
to improve &e0i%ility, responsiveness and knowledge sharing.
40ternal partnerships might %e with customers, suppliers and education organi)ations.
'trategic partnerships or alliances are increasingly important. 'uch partnerships might
ofer entry into new markets or a %asis for new products or services. /lso, partnerships
might permit the %lending of your organi)ationRs core competencies or leadership
capa%ilities with the complementary strengths and capa%ilities of partners. Eor instance,
%ecause of 'outhwest /irlines spirit of cooperation with co*workers, they requested three
advertising companies to work together to develop 'outhwestRs marketing campaign.
'uccessful internal and e0ternal partnerships develop longer*term o%Hectives, there%y
creating a %asis for mutual investments and respect. $artners should address the key
requirements for success, means for regular communication, approaches to evaluating
progress and means for adapting to changing conditions. +n some cases, Hoint education
and training could ofer a cost efective method for employee development.
.*$%*'* Agility (agility. the ability to think and draw conclusions quickly; intellectual acuity)
;. 'uccess in glo%al markets demands agility.
=. /ll aspects of e*commerce require and ena%le more rapid, &e0i%le and customi)ed
responses.
TOTAL
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30
@. "rgani)ations face ever*shorter cycles for the introduction of new and improved
products and services, as well as for faster and more &e0i%le response to customers.
A. MaHor improvements in response time often require simplifcation of work units and
processes and the a%ility for rapid changeover from one process to another.
B. 3ross*trained and empowered employees are vital assets in such a demanding
environment.
C. / maHor success factor in meeting competitive challenges are the design*to*
introduction cycle time.
D. To meet the demands of rapidly changing markets, organi)ations need to carry out
stage*tostage integration.
F. Dor eG!;1le, 'outhwest /irlines reduced each planeRs time at the terminal to ten
minutes %ecause of concurrent engineering of activities, from the research concept
to commerciali)ation.
<. /ll aspects of time performance are critical and cycle time has %ecome a key process
measure.
;?.Time improvements often drive simultaneous improvements in organi)ation, quality,
cost and productivity.
;;.Dor eG!;1le, minutes after a court ruling forced southwest to sell one of its four
planes, the ten*minute turn allowed southwest to continue its four plane schedule
with only three planes and also helped the company achieve the %est on time
performance in the airline industry. "ne less plane translates into a =BW reduction in
operating e0penses.
.*$%*3* Do5+s on t0e D+t+re
Eocus on the future requires understanding the short* and long*term factors that afect an
organi)ation and the marketplace. $ursuit of sustaina%le growth and market leadership
requires a strong future orientation and a willingness to make long*term commitments to
key stakeholders.
An org!niB!tionSs 1l!nning s0o+l/ !nti5i1!te ;!ny !5tors s+50 !s t0e ollo7ing2
3ustomersR e0pectations
7ew %usiness and partnering opportunities
The increasingly glo%al marketplace
Technological developments
The evolving e*commerce environment
7ew customer and market segments
4volving regulatory requirements
'ocietal e0pectations
'trategic moves %y competitors
'trategic o%Hectives and resource allocations need to accommodate these in&uences. /
focus on the future includes developing employees and suppliers, creating opportunities for
innovation and anticipating pu%lic responsi%ilities.
.*$%*&* M!n!ging or Innov!tion
;. +nnovation means making meaningful change to improve an organi)ationRs products,
services and processes, and to create new value for the organi)ationRs stakeholders.
=. +nnovation should lead an organi)ation to new dimensions of performance.
@. +nnovation is no longer strictly the purview of research and development
departments.
A. +t is important for all aspects of the %usiness and its processes.
B. "rgani)ations should %e led and managed so that innovation %ecomes part of the
culture and is integrated into daily work.
.*$%*(* M!n!ge;ent 8y D!5t
TOTAL
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31
"rgani)ations depend on the measurement and analysis of performance. 'uch
measurements should derive from %usiness needs and strategy, and should provide critical
data and information a%out key processes, outputs and results. Many types of data and
information are needed for performance management. $erformance measurement should
include the following8
V 3ustomer, product and service performance
V 3omparisons of operation, market and competitive performance
V 'upplier, employee and cost and fnancial performance
/nalysis refers to e0tracting larger meaning from data and information to support
evaluation, decision*making and operational improvement. /nalysis entails using data to
determine trends, proHections and cause and efect relationships that might not otherwise
%e evident. /nalysis supports a variety of purposes such as the following8
$lanning
Oeviewing overall performance
+mproving operations
3hange management
3omparing your performance with competitors1 or with %est practices!
%enchmarks
/ maHor consideration in performance improvement and change management involves the
selection and use of performance measures or indicators. / comprehensive of measures or
indicators tied to customer andKor organi)ational performance requirements represents a
clear %asis for aligning all activities with your organi)ation1s goals. Through the analysis of
data, measures or indicators themselves may %e evaluated and changed to %etter support
an organi)ation1s goals.
.*$%*N* ,+8li5 Res1onsi8ility !n/ CitiBens0i1
;. /n organi)ation1s leaders should stress the need to practice good citi)enship.
=. .asic e0pectations to adhere to %usiness ethics and protection of pu%lic health,
safety and the environment should %e maintained.
@. $rotection of health, safety and the environment includes an organi)ation1s
operations as well as the life cycles of products and services.
A. /lso, organi)ations should emphasi)e resource conservation and waste reduction at
the source.
B. $lanning should anticipate adverse impacts from production, distri%ution,
transportation, use and disposal of products.
C. 4fective planning should prevent pro%lems, provide for a forthright response if
pro%lems occur and make availa%le information and support needed to maintain
pu%lic awareness, safety and confdence.
D. Eor many organi)ations, the product design stage is critical. 4fective design
strategies should anticipate growing environmental concerns and responsi%ilities.
F. "rgani)ations should not only ;eet !ll lo5!l, st!te !n/ 5entr!l l!7s and
regulatory requirements %ut they should treat these and related requirements as
opportunities for improvement %eyond mere compliance.!
<. $racticing good citi)enship refers to leadership and support of pu%licly important
purposes within the limits of an organi)ation1s resources.
;?.(eadership as a rate citi)en also entails in&uencing other organi)ations. Eor e0ample,
an organi)ation might lead or participate in eforts to help defne the o%ligations of
its industry to its communities.
.*$%*$%* Do5+s on Res+lts !n/ Cre!ting V!l+e
$* /n organi)ationRs performance ;e!s+re;ents nee/ to o5+s on @ey res+lts*
TOTAL
"UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere
32
.* Oesults should %e used to create and %alance value for key stakeholders**
5+sto;ers, e;1loyees, sto5@0ol/ers, s+11liers !n/ 1!rtners, 1+8li5 !n/
5o;;+nity*
9* .y creating value for key stakeholders, an organi)ation 8+il/s loy!lty !n/
5ontri8+tes to growing the economy.
:* To meet the sometimes con3icting and changing aims that %alancing value
implies organi)ational strategy should e0plicitly include key stakeholder
requirements.
'* This will help ensure that actions and 1l!ns ;eet /iAering st!@e0ol/er nee/s
and avoid adverse impacts on any stakeholder.
3* The use of a %alanced composite of leading and lagging performance measures
ofers an efective means to communicate s0ort4 !n/ long4ter; 1riorities,
monitor actual performance and provide a clear %asis for improving results.
.*$%*$$* Syste;s ,ers1e5tive
$* The B!l/rige 5riteri! provides a systems perspective for managing an organi)ation
to achieve performance e0cellence.
.* The 5ore v!l+es form the %uilding %locks and the integrating mechanism forms the
system.
9* Iowever, successful management of overall performance requires organi)ation4
s1e5i65 synt0esis !n/ !lign;ent.
:* Synt0esis ;e!ns loo@ing at an organi)ation as a whole and %uild upon key
%usiness requirements, including strategic o%Hectives and action plans.
'* Align;ent ;e!ns using the key linkages among requirements given in the .aldrige
categories, including the key measuresKindicators.
3* Align;ent in5l+/es senior leadersR focus on strategic directions and customers.
&* +t means that senior le!/ers ;onitor, respond to and manage performance %ased
on %usiness results.
(* /lignment includes using measuresKindicators to link key strategies with key
processes and align resources to improve overall performance and satisfy customers.
N* Thus, a systems perspective means ;!n!ging t0e 70ole org!niB!tion !s 7ell
!s its 5o;1onents to !50ieve s+55ess*
"+!lity St!te;ents
"UALITY STATEMENT
Quality statements are part of strategic planning process and once developed, are
occasionally reviewed and updated.
There are three types of quality statements8
$* Vision st!te;ent
.* Mission st!te;ent
9* "+!lity 1oli5y st!te;ent
+n addition to the core values and concepts, the quality statements include the vision
statement, mission statement and quality policy statement. "nce developed, they are only
occasionally reviewed and updated. They are the part of strategic planning process. The
utili)ation of the three statements varies considera%ly from organi)ation to organi)ation. +n
fact, small organi)ations may use only the quality policy statement. /dditionally, there may
%e considera%le overlap among the statements. "ne of the common characteristics of
Malcolm .aldrige 7ational Quality /ward winners is that all have a vision of what quality is
and how to attain it.
Vision St!te;ent
$* Vision St!te;ent2 The vision statement is a short declaration what an organi)ation
aspires to %e tomorrow. / vision statement, on the other hand, descri%es how the future
will look if the organi)ation achieves its mission.
TOTAL
"UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere
33
+t i s a short decl aration of what an organi )ati on aspires to %e tomorrow. +t is an
ideal state which may never %e achieved.
40ample8
To continuousl y enri ch knowledge %ase of practioners in mo%i lity industry
and institutions in the service of humanity! *
'uccessful visions are timeless, inspirational, and %ecome deeply shared within the
organi)ation, such as8
+.M1s 'ervice
/pple1s 3omputing for the masses
Disney theme park1s the happiest place on the earth, and
$olaroid1s instant photography
Mision statement is the short declaration of what an organi)ation aspires to %e tomorrow. +t
is the ideal state that might never %e reached %ut which you continually strive to achieve.
'uccessful visions are timeless, inspirational and %ecome deeply shared within the
organi)ation, such as +.M1s service, /pple1s computing for the masses, Disney theme park
is the happiest place on earth and $olaroid1s instant photography. These shared visions
usually emerge over time. +deally, visions are elevated to a cause.
'uccessful visions provide a succinct guideline for decision*making. Iaving a concise
statement of the desired end provides criteria for sound decision making. Tim Erye of
Motorola +nc. once remarked that he used the company1s vision statement when faced with
di6cult decisions in gray areas that were not covered %y company policy. +t is important
that the leader articulate and act upon the vision and employees understand the vision and
can connect their work to the well*%eing of the organi)ation. / way to reinforce the
signifcance of the vision statement is to include it 9or a portion of it: on employee %adges.
An eG!;1le o ! si;1le, one4senten5e vision st!te;ent is !s ollo7s2
>e will %e the preferred provider of safe, relia%le and cost*efective products and service
that satisfy the electric*related needs of all customer segments.!** Elorida $ower G (ight
3ompany /n e0ample of a more ela%orate vision statement is as follows8
;. 3ustomers receive what they order without nonconformities, on time, in the
right quantity, shipped and %illed on time.
=. 'uppliers meet our requirements.
@. 'alespeople determine customer needs.
A. 7ew products or processes are developed to agree upon requirements, as
scheduled, and at lower costs.
B. $eople enHoy their work.
C. The organi)ation makes a proft.
Mission St!te;ent
Mission St!te;ent2 / mission statement concerns what an organi)ation is all a%out. The
statement answers the questions such as8 who we are, who are our customers, what do
we do and how do we do it. This statement is usually one paragraph or less in length,
easy to understand, and descri%es the function of the organi)ation. +t provides clear
statement of purpose for employees, customers, and suppliers. Descri %es the
functi on of the organi)ation. +t provides the clear statement of purpose for the
employees, customers and suppliers.
An e/ample of mission statement is(
*Eord Motor 3ompany is a worldwide leader in automatic and automotive related
products and services as well as the newer industries such as aerospace,
communications, and fnancial services. "ur mission is to improve continually our
products and services to meet our customers1 needs, allowing us to prosper as a
%usiness and to provide a reasona%le return on to our shareholders, the owners of our
%usiness.
*Eacilitating world class technical education through high quality institutions, academic
e0cellence and innovative research and development programmes, technology
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forecasting and gl o%al manpower pl anning, promoting industry institute
interacti on, inculcating entrepreneurship! *
The mission statement answers the following questions8
;. >ho we are#
=. >ho are the customers#
@. >hat we do#
A. Iow we do it#
This statement is usually one paragraph or less in length, is easy to understand and
descri%es the function of the organi)ation. +t provides a clear statement of purpose for
employees, customers and suppliers.
An eG!;1le o ! ;ission st!te;ent is !s ollo7s2
Dor/ Motor Co;1!ny is ! 7orl/7i/e le!/er in automatic and automotive*related
products and services as well as the newer industries such as aerospace, communications
and fnancial services.
O+r ;ission is to improve continually our products and services to meet our customersR
needs, allowing us to prosper as a %usiness and to provide a reasona%le return to our
shareholders, the owners of our %usiness.JEord Motor 3ompany.
An eG!;1le o ! si;1ler ;ission st!te;ent is !s ollo7s2
To meet customersR transportation and distri%ution needs %y %eing the %est at moving their
goods on time, safely and damage free.** 3anadian 7ational Oailways The last statement
defned the activities as transportation and distri%ution rather than as a railroad. Therefore,
3anadian 7ational Oailways can operate %arges, containeri)ed shipments, trucks, aircraft
and ocean*going vessels.
"+!lity ,oli5y St!te;ent
9* "+!lity ,oli5y St!te;ent2 The quality policy is a guide for everyone in the
organi)ation as to how they should provide products and services to the customers. +t
should %e written %y the 34" with feed%ack from the workforce and %e approved %y the
quality council. / quality policy is a requirement of +'" <???.
+t is a guide for everyone in the organi)ation as to how they provi de products and
servi ces to the customer. >ri tten %y the 34" feed%ack from workforce and
approved %y quality council.
A simple 2uality policy is(
Zero0 is a quality company. Quality is the %asic %usiness principle for Zero0. Quality means
providing our e0ternal and internal customers with innovative products and services that
fully satisfy their requirements. Quality is the Ho% of every employee.
The quality policy is a guide for everyone in the organi)ation as to how they should provide
products and services to the customers. +t should %e written %y the 34" with feed%ack from
the work force and %e approved %y the quality council. 3ommon characteristics of the
quality policy are as follows8
;. Quality is frst among equals
=. Meet the needs of the internal and e0ternal customers
@. 4qual or e0ceed the competition
A. 3ontinually improve the quality
B. +nclude %usiness and production practices
C. 2tili)e the entire work force
/ quality policy is a requirement of +'"KQ' <???.
An eG!;1le o ! si;1le =+!lity 1oli5y is !s ollo7s2
Zero0 is a quality company. Quality is the %asic %usiness principle for Zero0. Quality means
providing our e0ternal and internal customers with innovative products and services that
fully satisfy their requirements. Quality is the Ho% of every employee.** Zero0 3orporation
An eG!;1le o ! ;ore el!8or!te =+!lity 1oli5y st!te;ent is !s ollo7s2
4. M. >iegmann is committed to on*time, error*free delivery of products and services that
meets customer e0pectations ;??W of the time. >e %elieve quality is listening carefully to
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%oth our employees and our customers, esta%lishing a clear understanding of the
requirements %efore doing anything and then doing what we have agreed to do, e0actly.
Quality comes frst, profts will follow. / commitment to total quality is the %est way to
ensure a profta%le future. Total quality is a Hourney rather than a goal. +t is a continuous
improvement of organi)ation.** 4. M. >iegmann
S+;;!ry
The quality statements consist of the core values and concepts given in the vision
statement, the mission statement and the quality policy statement. The core values and
concepts should %e condensed considera%ly for simplicity and pu%lication.
/n e0ample of a statement that includes vision, mission, quality policy and core values is
as follows8
-eon has a clear corporate vision 5 to %e the %enchmark company in the polymers
industry through superior performance, demonstrated %y8 (iving up to its esta%lished
principles of e0cellence in environmental protection, health and safety
Eully satisfying the e0pectations of its customers Developing and commerciali)ing
innovative polymer technology
2tili)ing all resources productively continually improving processes and products
-enerating sustained value for customers, employees, suppliers and investors 3reating an
environment of trust, respect, openness and integrity
** The -eon 3ompany
STRATEGIC ,LANNING
+t sets the long term direction of the organi)ation in which it wants to proceed in future.
3an %e defned Q/s the process of deciding on o%H ecti ves of the organi )ati on,
on changes on this o%Hecti ve, on the resource used to o%tain these o%Hecti ves
and on the policies that are to govern the acquisition use and disposition of these
resourcesQ
Ho7 !n org!niB!tion 5!n /o
str!tegi5 =+!lity 1l!nningQ
The process starts with the
principles that quality and
customer satisfaction are the
center of an organi)ation1s
future. +t %rings together all the
key stakeholders.
The strategic planning can %e
performed %y any organi)ation.
+t can %e highly efective,
allowing the organi)ations to do
the right thing at the right time,
every time.
T0ere !re seven ste1s to
str!tegi5 "+!lity ,l!nning2
;. Discover customer needs
=. 3ustomer positioning
@. $redict the future
A. -ap analysis
B. 3losing the gap
C. /lignment
D. +mplementation
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$* C+sto;er Nee/s2 The frst step is to discover the future needs of the customers. >ho
will they %e# >ill your customer %ase change# >hat will they want# Iow will they want#
Iow will the organi)ation meet and e0ceed e0pectations#
.* C+sto;er ,ositioning2 7e0t, the planners determine where organi)ation wants to %e
in relation to the customers. Do they want to retain, reduce, or e0pand the customer %ase#
$roduct or services with poor quality performance should %e targeted for %reakthrough or
eliminated. The organi)ation1s needs to concentrate its eforts on areas of e0cellence.
9* ,re/i5t t0e +t+re2 7e0t planners must look into their crystal %alls to predict the future
conditions that will afect their product or service. Demographics, economics forecasts, and
technical assessments or proHections are tools that help predict the future.
:* G!1 An!lysis 2 This step requires the planner to identify the gaps %etween the current
state and the future state of the organi)ation. /n analysis of the core values and concepts
is an e0cellent technique for pinpointing gaps.
'* Closing t0e G!12 The plan can now %e developed to close the gap %y esta%lishing
goals and responsi%ilities. /ll stakeholders should %e included in the development of the
plan.
3* Align;ent2 /s the plan is developed, it must %e aligned with the mission, vision, and
core values and concepts of the organi)ation. >ithout this alignment, the plan will have
little chance of success.
&* I;1le;ent!tion2 This last step is frequently the most di6cult. Oesources must %e
allocated to collecting data, designing changes, and overcoming resistance to change. /lso
part of this step is the monitoring activity to ensure that progress is %eing made. The
planning group should meet at least once a year to assess progress and take any corrective
action.

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TQM Questions and Answers Unit 2
4e5nition, characteristics of 2uality leaders, leadership concept, characteristics of e#ective
people, ethics, the 4eming philosophy, role of T6& leaders, implementation, core values, concepts
and frame work, strategic planning communication, decision making
$* De6ne Le!/ers0i1 !n/ /is5+ss t0e 50!r!5teristi5s o =+!lity le!/ers 4 $% ;!r@s
(eadership is a process %y which a person in&uences others to accomplish an o%Hective and
directs the organi)ation in a way that makes it more cohesive and coherent. The activity of
leading a group of people or an organi)ation or the a%ility to do this.
Le!/ers0i1 involves
a. esta%lishing a clear vision,
%. sharing that vision with others so that they will follow willingly,
c. providing the information, knowledge and methods to reali)e that vision,
and
d. coordinating and %alancing the con&icting interests of all mem%ers and
stakeholders.
/ leader steps up in times of crisis, and is a%le to think and act creatively in di6cult
situations. 2nlike management, leadership cannot %e taught, although it may %e learned
and enhanced through coaching or mentoring. 'omeone with great leadership skills today
is .ill -ates who, despite early failures, with continued passion and innovation has driven
Microsoft and the software industry to success.
T0ere !re $. 8e0!viors or 50!r!5teristi5s t0!t s+55ess+l =+!lity le!/ers
/e;onstr!te*
;. They give priority attention to e0ternal and internal customers and their needs. (eaders
place themselves in the customers1 shoes and service their needs from that perspective.
They continually evaluate the customers1 changing requirements.
=. They empower, rather than control, su%ordinates. (eaders have trust and confdence in
the performance of their su%ordinates. They provide the resources, training, and work
environment to help su%ordinates do their Ho%s. Iowever, the decision to accept
responsi%ility lies with the individual.
@. They emphasi)e improvement rather than maintenance. (eader uses the phrase +f it
isn1t perfect, improve it! rather than +f it ain1t %roke, don1t f0 it.! There is always room for
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improvement, ever if the improvement is small. MaHor %reakthroughs sometimes happen,
%ut it1s the little ones that keep the continuous process improvement on a positive track.
A. They emphasi)e prevention. /n ounce of prevention is worth a pound of cure! is
certainly true. +t is also true that perfection can %e the enemy of creativity. >e can1t always
wait until we have created the perfect process or product. There must %e a %alance
%etween preventing pro%lems and developing %etter, %ut no perfect, processes.
B. They encourage colla%oration rather than competition. >hen functional areas,
departments, or work groups are in competition, they may fnd su%tle ways of working
against each other or withholding information. +nstead, there must %e colla%oration among
and within units.
C. They train and coach, rather than direct and supervise. (eaders know that the
development of the human resource is a necessity. /s coaches, they help their
su%ordinates learn to do a %etter Ho%.
D. They learn from pro%lems. >hen a pro%lem e0ists, it is treated as an opportunity rather
than something to %e minimi)ed or covered up. >hat caused it#! and Iow can we
prevent it in the future#! are the questions quality leaders ask.
F. They continually try to improve communications. (eaders continually disseminate
information a%out the TQM efort. They make it evident that TQM is not Hust a slogan.
3ommunication is two waysJideas will %e generated %y people when leaders encourage
them and act upon them. Eor e0ample, on the eve of Desert 'torm, -eneral 3olin $owell
solicited enlisted men and women for advice on winning the war. 3ommunication is the
glue that holds a TQM organi)ation together.
<. They continually demonstrate their commitment to quality. (eaders walk their talkJtheir
actions, rather than their words, communicate their level of commitment. They let the
quality statements %e their decision*making guide.
;?. They choose suppliers on the %asis of quality, not price. 'uppliers are encouraged to
participate on proHect teams and %ecome involved. (eaders know that quality %egins with
quality materials and the true measure is the life*cycle cost.
;;. They esta%lish organi)ational systems to support the quality efort. /t the senior
management level a quality council is provided, and at the frst*line supervisor level, work
groups and proHect teams are organi)ed to improve the process.
;=. They encourage and recogni)e team efort. They encourage, provide recognition, and
reward individuals and teams. (eaders know that people like to know that their
contri%utions are appreciated and important. This action is one of the leader1s most
powerful tools.
.* Dis5+ss le!/ers0i1 5on5e1ts* 4 %9 ;!r@s
+n order to %e successful, leadership requires an intuitive understanding of human nature U
the %asic needs, wants, and the a%ilities of people. To %e efective, a leader understands
that8
;. $eople need security and independence at the same time
=. $eople are sensitive to e0ternal rewards and punishments and yet are also strongly
motivated.
@. $eople like to hear a kind word of praise. 3atch people doing something right, so you
can pat them on the %ack.
A. $eople can process only a few facts at a time. Thus, a leader needs to keep things
simple.
B. $eople trust their gut reaction more than statistical data.
C. $eople distrust a leader1s rhetoric if the words are inconsistent with the leader1s
actions.
9* EG1l!in t0e seven 0!8its o =+!lity le!/ers 4 %& ;!r@s
$) H!8it $2 Be ,ro!5tive2 Take initiative in life %y reali)ing that your decisions 9and how
they align with lifeRs principles: are the primary determining factor for efectiveness in your
life. Take responsi%ility for your choices and the consequences that follow.
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=: Ia%it =8 .egin with the 4nd in Mind 'elf*discover and clarify your deeply important
character values and life goals. 4nvision the ideal characteristics for each of your various
roles and relationships in life.
@: Ia%it @8 $ut Eirst Things Eirst8 / manager must manage his own person. $ersonally. /nd
managers should implement activities that aim to reach the second ha%it. 3ovey says that
rule two is the mental creationL rule three is the physical creation.
A: Ia%it A8 Think >in*>in 8 -enuinely strive for mutually %enefcial solutions or agreements
in your relationships. Malue and respect people %y understanding a QwinQ for all is ultimately
a %etter long*term resolution than if only one person in the situation had got his way.
B: Ia%it B8 'eek Eirst to 2nderstand, Then to %e 2nderstood8 2se empathic listening to %e
genuinely in&uenced %y a person, which compels them to reciprocate the listening and take
an open mind to %eing in&uenced %y you. This creates an atmosphere of caring, and
positive pro%lem solving.
C: Ia%it C8 'ynergi)e8 3om%ine the strengths of people through positive teamwork, so as to
achieve goals no one person could have done alone.
D: Ia%it D8 'harpen the 'aw8 .alance and renew your resources, energy, and health to
create a sustaina%le, long*term, efective lifestyle. +t primarily emphasi)es e0ercise for
physical renewal, prayer 9meditation, yoga, etc.: and good reading for mental renewal. +t
also mentions service to society for spiritual renewal.
:* EG1l!in De;ingEs $: 1oints 4 $% ;!r@s
;: 3onstancy of purpose8 3reate constancy of purpose for continual improvement of
products and service to society, allocating resources to provide for long range needs rather
than only short term profta%ility, with a plan to %ecome competitive, to stay in %usiness,
and to provide Ho%s.
=: The new philosophy8 /dopt the new philosophy. >e are in a new economic age, created
in ,apan. >e can no longer live with commonly accepted levels of delays, mistakes,
defective materials and defective workmanship. Transformation of >estern management
style is necessary to halt the continued decline of %usiness and industry.
@: 3ease dependence on mass inspection8 4liminate the need for mass inspection as the
way of life to achieve quality %y %uilding quality into the product in the frst place. Oequire
statistical evidence of %uilt in quality in %oth manufacturing and purchasing functions.
A: 4nd lowest tender contracts8 4nd the practice of awarding %usiness solely on the %asis of
price tag. +nstead require meaningful measures of quality along with price. Oeduce the
num%er of suppliers for the same item %y eliminating those that do not qualify with
statistical and other evidence of quality. The aim is to minimi)e total cost, not merely initial
cost, %y minimi)ing variation. This may %e achieved %y moving toward a single supplier for
any one item, on a long term relationship of loyalty and trust. $urchasing managers have a
new Ho%, and must learn it.
B: +mprove every process8 +mprove constantly and forever every process for planning,
production, and service. 'earch continually for pro%lems in order to improve every activity
in the company, to improve quality and productivity, and thus to constantly decrease costs.
+nstitute innovation and constant improvement of product, service, and process. +t is
managementRs Ho% to work continually on the system 9design, incoming materials,
maintenance, improvement of machines, supervision, training, retraining:.
C: +nstitute training on the Ho%8 +nstitute modern methods of training on the Ho% for all,
including management, to
make %etter use of every employee. 7ew skills are required to keep up with changes in
materials, methods, product and service design, machinery, techniques, and service.
D: +nstitute leadership8 /dopt and institute leadership aimed at helping people do a %etter
Ho%. The responsi%ility of managers and supervisors must %e changed from sheer num%ers
to quality. +mprovement of quality will automatically improve productivity. Management
must ensure that immediate action is taken on reports of inherited defects, maintenance
requirements, poor tools, fu))y operational defnitions, and all conditions detrimental to
quality.
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F: Drive out fear8 4ncourage efective two way communication and other means to drive
out fear throughout the
organi)ation so that every%ody may work efectively and more productively for the
company.
<: .reak down %arriers8 .reak down %arriers %etween departments and staf areas. $eople
in diferent areas, such as (easing, Maintenance, /dministration, must work in teams to
tackle pro%lems that may %e encountered with products or service.
;?: 4liminate e0hortations8 4liminate the use of slogans, posters and e0hortations for the
work force, demanding Pero Defects and new levels of productivity, without providing
methods. 'uch e0hortations only create adversarial relationshipsL the %ulk of the causes of
low quality and low productivity %elong to the system, and thus lie %eyond the power of the
work force.
;;: 4liminate ar%itrary numerical targets8 4liminate work standards that prescri%e quotas
for the work force and numerical goals for people in management. 'u%stitute aids and
helpful leadership in order to achieve continual improvement of quality and productivity.
;=: $ermit pride of workmanship8 Oemove the %arriers that ro% hourly workers, and people
in management, of their right to pride of workmanship. This implies, among other things,
a%olition of the annual merit rating 9appraisal of performance: and of Management %y
"%Hective. /gain, the responsi%ility of managers, supervisors, foremen must %e changed
from sheer num%ers to quality.
;@: 4ncourage education8 +nstitute a vigorous program of education, and encourage self
improvement for everyone. >hat an organi)ation needs is not Hust good peopleL it needs
people that are improving with education. /dvances in competitive position will have their
roots in knowledge.
;A: Top management commitment and action8 3learly defne top managementRs permanent
commitment to ever
improving quality and productivity, and their o%ligation to implement all of these principles.
+ndeed, it is not enough that top management commit themselves for life to quality and
productivity. They must know what it is that they are committed to*that is, what they must
do. 3reate a structure in top management that will push every day on the preceding ;@
$oints, and take action in order to accomplish the transformation. 'upport is not enough8
action is requiredT
3* Mention t0e /iAeren5es 8et7een le!/ers !n/ ;!n!gers
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3* Mention t0e /iAeren5es 8et7een le!/ers0i1 !n/ ;!n!ge;ent
&* EG1l!in t0e role o T"M le!/ers
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(eadership can act as senior managementRs tool in implementing TQM in two fundamental
ways. Eirst, %y modeling the TQM philosophy and principles within its departmental
operations, leadership can serve as a %eachhead for the TQM process throughout the
company. 'econd, leadership, with senior managementRs support, can take the TQM
process company*wide %y developing and delivering the long*term training and
development necessary for the maHor organi)ational culture shift required %y TQM.
+mplementing TQM requires a team efort headed %y your organi)ationRs leadership team.
4ach person involved in change management has their responsi%ilities, and it is important
for the entire organi)ation to understand the role of leadership in TQM to make delegating
responsi%ility more efective.
;) Involve;ent
TQM of any kind of new company policy or program requires participation from all of the
departments that will %e afected. 3ompany leadership needs to identify what those
departments are and create an implementation team that consists of representatives from
each afected group. Management needs to create a structure that identifes various group
leaders, the responsi%ilities of those group leaders and an accounta%ility system that
insures that the implementation team meets its timeta%le for getting the new program or
policy in place.
=: Interest
+mplementing TQM within a company requires a feeling of urgency on the part of the entire
company. +t is the Ho% of management to create that urgency %y e0plaining to the staf why
the implementation is necessary. (eadership needs to help the employees understand how
the company %enefts from the new implementation, %ut it also needs to get the
organi)ation to see the set%acks of not making a change.
@: Monitoring
TQM within a company is not an e0act process. +t is a dynamic procedure that needs to %e
monitored %y management and altered to meet implementation goals. it is the
responsi%ility of leadership to put a monitoring
system in place, analy)e the data that is %eing generated during the implementation and
make any necessary changes to make the implementation more e6cient.
A: NeGt ste1
+mplementing TQM is often done in phases. The company leadership needs to %e a%le to
identify when each phase of TQM is complete and %e ready to transition the company to
the ne0t phase. Eor e0ample, if the company is %ringing in a new software program for
customer management, then the frst phase of the program may %e to implement it in the
sales department. Management needs to identify when the proper alterations to the
software have %een made that will allow it to %e implemented in other parts of the
company. +mplementing a TQM system has %ecome the preferred approach for improving
quality and productivity in organi)ations. TQM, which has %een adopted %y leading
industrial companies, is a participative system empowering all employees to take
responsi%ility for improving quality within the organi)ation. +nstead of using traditional
%ureaucratic rule enforcement, TQM calls for a change in the corporate culture, where the
new work climate has the following characteristics8
;. an open, pro%lem*solving atmosphereL
=. participatory design makingL
@. trust among all employees 9staf, line, workers,
managers:L
A. a sense of ownership and responsi%ility for goal
achievement and pro%lems solvingL and,
B. 'elf*motivation and self*control %y all employees.
The TQM approach involves more than simply meeting traditional reHection rate standards.
The end result of TQM is the e6cient and efective use of all organi)ational processes in
providing consistent quality at a competitive price. The TQM philosophy is a long*term
endeavor that links people and processes in a system that alters the corporate culture to
%ecome one where quality is the core aspect of %usiness strategy. +n cultivating the TQM
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philosophy, strategy implementation must involve a focused efort on the part of every
employee within the organi)ation. +t cannot %e applied successfully on a piecemeal %asis.
TQM requires that management, and eventually every mem%er of the organi)ation, commit
to the need for continual improvement in the way work is accomplished. .usiness plans,
strategies, and management actions require continual rethinking in order to develop a
culture that reinforces the TQM perspective. The challenge is to develop a ro%ust culture
where the idea of quality improvement is not only widely understood across departments,
%ut %ecomes a fundamental, deep*seated value within each function area as well.
(eadership therefore can Humpstart the TQM process %y %ecoming a role model. This means
that leadership has two specifc tasks8 Qserving our customers, and making a signifcant
contri%ution to running the %usiness.Q This emphasis on customer oriented service means
that leadership must see other departments in the frm as their customer groups for whom
making continuing improvements in service %ecomes a way of life.
+n their eforts to achieve TQM, leadership can demonstrate commitment to TQM principles
%y soliciting feed%ack from its internal customer groups on current hr services. (eadership
should include suggestions from its customers in setting o%Hective performance standards
and measures. +n other words, there are a num%er of specifc TQM principles that
leadership can model.
The current emphasis on quality as a competitive strategy has produced many views
regarding the actions necessary to achieve it. (eaders in the quality movement 9Deming,
,uran, 3ros%y, Eeigen%aum have proposed similar approaches which share certain themes.
these themes can %e summari)ed as fve %asic principles8
;. focus on customersR needsL
=. focus on pro%lem prevention, not correctionL
@. make continuous improvements8 seek to meet customersR requirements on time, the
frst time, every timeL
A. train employees in ways to improve qualityL and,
B. /pply the team approach to pro%lem solving.
To institute TQM as a philosophy within an organi)ation, all employees must come to reali)e
that satisfying customers is essential to the long*run well*%eing of the frm and their Ho%s.
7o longer is the customer*driven focus e0clusive to the marketing department. .ut
customer satisfaction can only %e achieved after frst defning the customer groups. The
new perspective here is that all employees e0ist to serve their customer groups, some
internal and some e0ternal to the frm. The organisation has internal customers to satisfy,
which indirectly provides ultimate satisfaction to e0ternal customers.
The TQM approach entails identifying the wants and needs of customer groups and then
propelling the entire organi)ation toward fulflling these needs. / customerRs concerns must
%e taken seriously, and organi)ations should make certain that its employees are
empowered to make decisions that will ensure a high level of customer satisfaction. This
can %e achieved %y promoting an environment of self*initiative and %y not creating a
quagmire of standard operating procedures and company policies. Ele0i%ility is the key,
especially in a %usiness environment that is diverse and constantly changing, as most are
today. +n modeling these aspects of the TQM process, leadership would need to identify
human resource concerns of other departments and undertake to continually improve its
performance, especially in any trou%le areas that come to light. .ased on this Qcustomer
frstQ orientation, organi)ational mem%ers are constantly seeking to improve products or
services. 4mployees are encouraged to work together across organi)ational %oundaries.
2nderlying these cooperative eforts are two crucial ideas. "ne is that the initial contact
with the customer is critical and in&uences all future association with that customer. The
other idea is that it is more costly to acquire new customers than to keep the customers
you already have. 40emplifying TQM here would mean that leadership would need to train
itself, focusing on %eing customer*driven toward other departments.
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44
Quality improvement programs typically involve the directed eforts of quality improvement
9Q+: teams. 2sing teams and empowering employees to solve quality*related issues using
such tools as statistical process control 9'$3: represent fundamental changes in how many
%usinesses operate. The focus of '$3, also known as statistical quality control 9'Q3:, is
defect prevention as opposed to defect correction. Defect prevention results from
continuously monitoring and improving the process. +n this conte0t QprocessQ refers to
service delivery as well as manufacturing. To ensure that output meets quality
specifcations, monitoring is performed %y periodically inspecting small samples of the
product. '$3 alone will not ensure quality improvementL rather, it is a tool for monitoring
and identifying quality pro%lems.
The efective use of quality improvement teams, and the TQM system as a whole, can %e
reinforced %y applying %asic principles of motivation. +n particular, the recognition of team
accomplishments as opposed to those of individuals, and the efective use of goal setting
for group eforts, are important in driving the TQM system. (eadership is in a position to
help institutionali)e team approaches to TQM %y designing appraisal and reward systems
that focus on team performance.
In s+;;!ry, le!/ers0i1Es role in t0e T"M i;1le;ent!tion 1ro5ess in5l+/es2
;. +nitiating agreement on goals and measures that cascade throughout the
organi)ationL
=. $roviding the agreed resources 9people, money, training, machines, etc.:L
@. /ssigning authority and esta%lish deadlines to put resources into motionL
A. Monitoring progress in achieving goals, not to apportion %lame, %ut to aim for
improvementL and,
B. Measuring improvement and reward %oth the achievement of goals and the ways
they are achieved.
(* Dis5+ss t0e iss+es in t0e i;1le;ent!tion o T"M in !n org!niB!tion
The TQM implementation process %egins with senior management and most importantly
34"1s commitment. (eadership is essential during every phase of the implementation
process and particularly at the start. +n fact, indiference and lack of involvement %y senior
management are frequently cited as the principle reasons for failure of TQM.
'enior management needs to %e educated in the TQM concepts. +n addition, they must visit
successful TQM organi)ations. The ne0t step is for senior managers to develop an
implementation plan. Timing of the implementation process can %e very important. The
ne0t step is the formation of quality council. +nitiation of these duties is a su%stantial part of
the implementation of TQM. The development of core values, a vision statement, a mission
statement and a quality policy statement should %e completed frst.
The active involvement of the middle managers and frst line supervisors is essential to the
success of TQM efort. They are accounta%le for achieving many of the organi)ation1s
performance goals and o%Hectives.
/t this stage, it is important to communicate TQM to the entire organi)ation.
3ommunication is important throughout the implementation stage. +t is necessary to create
awareness, interest, desire and action. 4veryone needs to %e trained in quality awareness
and pro%lem solving.
3ustomer, employee and supplier surveys must %e conducted to %ench mark the attitude
of these three stake holders.
N* >rite ! note on "+!lity Co+n5il 4 %: ;!r@s
+n order to %uild quality in the culture, a quality council is esta%lished to provide overall
direction. +t is the driver for the TQM engine.
+n a typical organi)ation the quality council is composed of the chief e0ecutive o6cer
934":L the senior managers of the functional areas, such as design, marketing, fnance,
production, and qualityL and a 3oordinator or consultant.
D+ties o t0e =+!lity 5o+n5il2
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;. To develop the vision, mission and quality statement of the organi)ation, with the
input from all the personnel.
=. To develop strategic long*term plan with goals and annual quality improvement
program with o%Hectives.
@. 3reate a total education and training plan.
A. Determine and continuously monitor the cost of poor quality.
B. Determine the performance measures of the organi)ation and monitor.
C. 3ontinuously determine those proHects that improves and afect e0ternal and internal
customer satisfaction.
D. 4sta%lish multifunctional proHect and work group teams and monitor their progress.
F. 4sta%lish and revise the recognition and reward system to account for the new way
of doing %usiness.
T0e ty1i5!l =+!lity 5o+n5il ;eeting !gen/! o ! 7ell est!8lis0e/ T"M
org!niB!tion2
a: $rogress reports on teams
%: 3ustomer satisfaction report
c: $rogress on meeting goals
d: 7ew proHect teams
e: Oecognition dinner
f: .enchmarking report
$%* EG1l!in t0e =+!lity st!te;ents - $% ;!r@s
Quality statements are part of strategic planning process and once developed, are
occasionally reviewed and updated. There are three types of quality statements8
$* Vision st!te;ent .* Mission st!te;ent 9* "+!lity 1oli5y st!te;ent
The utili)ation of these statements varies from organi)ation to organi)ation. 'mall
organi)ation may use only the quality policy statement
$* Vision St!te;ent2 The vision statement is a short declaration what an organi)ation
aspires to %e tomorrow. / vision statement, on the other hand, descri%es how the future
will look if the organi)ation achieves its mission. +t is a short declaration of what an
organi)ation aspires to %e tomorrow. +t is an ideal state which may never %e achieved.
EG!;1le2
To continuously enrich knowledge %ase of practioners in mo%ility industry and institutions
in the service of humanity! *
'uccessful visions are timeless, inspirational, and %ecome deeply shared within the
organi)ation, such as8
+.M1s 'ervice
/pple1s 3omputing for the masses
Disney theme park1s the happiest place on the earth, and
$olaroid1s instant photography
.* Mission St!te;ent2 / mission statement concerns what an organi)ation is all a%out.
The statement answers the questions such as8 who we are, who are our customers, what
do we do and how do we do it. This statement is usually one paragraph or less in length,
easy to understand, and descri%es the function of the organi)ation. +t provides clear
statement of purpose for employees, customers, and suppliers. +t descri%es the function of
the organi)ation. +t provides the clear statement of purpose for the employees, customers
and suppliers.
An e/ample of mission statement is(
*Eord Motor 3ompany is a worldwide leader in automatic and automotive related products
and services as well as the newer industries such as aerospace, communications, and
fnancial services.
"ur mission is to improve continually our products and services to meet our customers1
needs, allowing us to prosper as a %usiness and to provide a reasona%le return on to our
shareholders, the owners of our %usiness.
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*Eacilitating world class technical education through high quality institutions, academic
e0cellence and innovative research and development programmes, technology forecasting
and glo%al manpower planning, promoting industry institute interaction, inculcating
entrepreneurship!
9* "+!lity ,oli5y St!te;ent2 The quality policy is a guide for everyone in the
organi)ation as to how they should provide products and services to the customers. +t
should %e written %y the 34" with feed%ack from the workforce and %e approved %y the
quality council. / quality policy is a requirement of +'" <???. +t is a guide for everyone in
the organi)ation as to how they provide products and services to the customer. >ritten %y
the 34" feed%ack from workforce and approved %y quality council.
A simple 2uality policy is(
Zero0 is a quality company. Quality is the %asic %usiness principle for Zero0. Quality means
providing our e0ternal and internal customers with innovative products and services that
fully satisfy their requirements. Quality is the Ho% of every employee.
$$* Mention t0e =+!lity st!te;ent 7it0 res1e5t to !n e/+5!tion!l instit+tion - %:
;!r@s
&e at Nagar(una )ollege of *ngineering and Technolog +N)*T, are committed to ma!ing
the institute a centre of excellence in technological learning and to carring out research,
consultanc and training for ful-lling the needs and expectations of students, parents,
business and societ at large. &e aim to do this #ith a high degree of social sensitivit
through innovation and continual.
/. Nurturing of talent and building a learning environment, to promote creativit and
leadership0
1. 2mprovement of course curriculum through educational research and dialogue #ith
business enterprises characterized b signi-cance, relevance, excellence and rigour0
3. 4uilding of international lin!ages #ith business, 5niversities and 2nstitutes of repute
for global perspectives and standards0
6. )ommitment to personal and professional development of individual +sta7, students
and faculties, over their entire career0
8. 2mbibing of state9of9the9art technolog and improvement of infrastructure conducive
to excellence in learning0
:. ;evie#ing of institutional processes b involvement of facult, students and sta7.
<. &e develop polic b #or!ing closel #ith practicing managers. =ur vie#s are based
on the -ndings from our leading9edge research carried out among our membership
of more than 38,>>> managers dra#n from all sectors and management levels right
across the ?lobe.
@. =ur polic positions also dra# on our practical experience of developing
management training and Auali-cations, enabling us to promote the art and science
of management #ith credibilit to a #ide range of audiences.
$.* De6ne str!tegi5 1l!nning* EG1l!in 8rieIy seven ste1s to7!r/s str!tegi5
1l!nning - %& ;!r@s
+t sets the long term direction of the organi)ation in which it wants to proceed in future. +t
can %e defned Qas the process of deciding on o%Hectives of the organi)ation, on changes on
this o%Hective, on the resource used to o%tain these o%Hectives and on the policies that are
to govern the acquisition use and disposition of these resourcesQ.
The process starts with the principles that quality and customer satisfaction are the center
of an organi)ation1s future. +t %rings together all the key stakeholders. The strategic
planning can %e performed %y any organi)ation. +t can %e highly efective, allowing the
organi)ations to do the right thing at the right time, every time.
T0ere !re seven st!n/!r/ ste1s to str!tegi5 "+!lity ,l!nning2
Discover customer needs
3ustomer positioning
$redict the future
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47
-ap analysis
3losing the gap
/lignment
+mplementation
$* C+sto;er Nee/s2 The frst step is to discover the future needs of the customers. >ho
will they %e# >ill your customer %ase change# >hat will they want# Iow will they want#
Iow will the organi)ation meet and e0ceed e0pectations#
.* C+sto;er ,ositioning2 7e0t, the planners determine where organi)ation wants to %e
in relation to the customers. Do they want to retain, reduce, or e0pand the customer %ase#
$roduct or services with poor quality performance should %e targeted for %reakthrough or
eliminated. The organi)ation needs to concentrate its eforts on areas of e0cellence.
9* ,re/i5t t0e +t+re2 7e0t planners must look into their crystal %alls to predict the future
conditions that will afect their product or service. Demographics, economics forecasts, and
technical assessments or proHections are tools that help predict the future.
:* G!1 An!lysis2 This step requires the planner to identify the gaps %etween the current
state and the future state of the organi)ation. /n analysis of the core values and concepts
is an e0cellent technique for pinpointing gaps.
'* Closing t0e G!12 The plan can now %e developed to close the gap %y esta%lishing
goals and responsi%ilities. /ll stakeholders should %e included in the development of the
plan.
3* Align;ent2 /s the plan is developed, it must %e aligned with the mission, vision, and
core values and concepts of the organi)ation. >ithout this alignment, the plan will have
little chance of success.
&* I;1le;ent!tion2 This last step is frequently the most di6cult. Oesources must %e
allocated to collecting data, designing changes, and overcoming resistance to change. /lso
part of this step is the monitoring activity to ensure that progress is %eing made. The
planning group should meet at least once a year to assess progress and take any corrective
action.
$9* Dis5+ss t0e 5ore v!l+es, 5on5e1ts !n/ r!;e7or@
3ore values and concepts provides the unity of purpose. The core values and concepts
ena%les a framework for leaders throughout the organi)ations to make right decisions.
They foster TQM %ehavior and defne the culture. 4ach organi)ation will need to develop its
own values. Eollowing are some the core values, concepts and framework that can %e used
as a starting point for any organi)ation as it develops its own.
;: Misionary leadership
=: 3ustomer driven e0cellence
@: "rgani)ational and personal learning
A: Maluing employees and partners
B: /gility
C: Eocus on the future
D: Managing for innovation
F: Management %y fact
<: $u%lic responsi%ility and citi)enship
;?: Eocus on results and creating values
;;: 'ystems perspective
$:* >rite ! note on 5o;;+ni5!tion in org!niB!tions* 4 %' ;!r@s
/ll organi)ations communicate with their employees in one manner or the other.
3ommunication deliver the organi)ation1s values, e0pectations, and directions. They
provide information a%out corporate developments and allow feed%ack from all levels. +t is
very important to keep information &owing %ack and forth %etween employees and various
levels of management. The culture must encourage two*way communication so that
information &ows up the ladder as well as down. 3ommunication %arriers in organi)ations
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need to %e removed. 3ommunication must %e efective and not information overload. The
purpose of communication is to in&uence attitudes and %ehavior to attain goals and
o%Hectives. Diferent communication methods are %etter for diferent communication needs.
There are two %asic communication techniques. They are8
i) Inter!5tive2
+t is the most efective communication technique which allows for discussion %etween the
employees and their supervisor, not Hust management talking to employees. The
immediate supervisor is in the %est position to initiate the transfer of information and
create discussion on what needs to %e improved, how to do it, and why it needs to %e done.
Managers can communicate one*on*one or in a group setting.
ii) Dor;!l2
Eormal communication can occur using the printed page or electronics. The most common
printed communications are periodic pu%lications such as email or weekly newsletters. The
internet can %e used for e0ternal communication and the intranet can %e used for internal
communication. Mideo is %ecoming more and more important.
[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[
TOTAL
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