'Eaders develop an environment of trust where the organi%ational mem%erstend to esta%lish a follower ship with the leader. %ooks have %een devoted to the topic of leadership.
'Eaders develop an environment of trust where the organi%ational mem%erstend to esta%lish a follower ship with the leader. %ooks have %een devoted to the topic of leadership.
'Eaders develop an environment of trust where the organi%ational mem%erstend to esta%lish a follower ship with the leader. %ooks have %een devoted to the topic of leadership.
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 TOTAL "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 1 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 $rocter G -am%le ;C. Ro8ert >* ?o0nson ?r* ,ohnson G ,ohnson .*. CHARACTERISTICS OD "UALITY LEADERS There are ;= %ehaviors or characteristics that successful quality leaders demonstrate. These are as follows8 ;. They give priority attention to e0ternal and internal customers and their needs. Le!/ers 1l!5e t0e;selves in t0e 5+sto;ersE s0oes !n/ servi5e t0eir nee/s ro; t0!t 1ers1e5tive. They continually evaluate the customers1 changing requirements. =. T0ey e;1o7er, r!t0er t0!n 5ontrol, s+8or/in!tes. (eaders have trust and confdence in the performance of their su%ordinates. They provide the resources, training and work environment to help su%ordinates do their Ho%s. Iowever, the decision to accept responsi%ility lies with the individual. @. They emphasi)e improvement rather than maintenance. (eaders use the phrase +f it isn1t perfect, improve it! rather than FI it isnEt 8ro@e, /onEt 6G it*H There is always room for improvement, even if the improvement is small. MaHor TOTAL "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 2 %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 TOTAL "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 3 ,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 TOTAL "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 4 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 $layer. @@. ,ust and +mpartial8 B@. -oal 'etting8 TOTAL "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 5 ;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 TOTAL "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 6 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. $%* Integrity2 The most important quality of leader is honesty, strength of character, and courage. (eaders need to have strong integrity. 'o leader must have loyal, honest with hisKher work and also with hisKher team too. +t will also lead to trust and respect. Ionesty, strength of character, and courage will always lead to trust %uilding, creating loyalty. Integrity !n/ Tr+st7ort0iness. Sou want to hire a manager who is going to %e someone that you think that you can trust. "f course, itRs hard to tell this of the %at at TOTAL "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 7 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, TOTAL "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 8 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 "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 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 "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 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 "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 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 "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 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 "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 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 "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 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 "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 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 "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 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 "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 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 $:* Take action to accomplish the transformation* .*&* ROLE OD T"M LEADERS 4veryone is responsi%le for quality, especially senior management and the 34". Iowever, only the latter can provide the leadership system to achieve results. Eor instance, in the ;<F?s, -eneral 4lectric1s 34", ,ack >elch, instit+te/ le!/ers0i1 tr!ining courses at all levels of the organi)ation. The -eneral 4lectric training courses taught leadership approaches and models and provided the opportunity for teams to develop solutions for real %usiness pro%lems. Many of the solutions the teams developed were implemented. ,ack >elch supported the development of a leadership system whereas quality control leaders were developed at all levels and in all functions of the organi)ation including research, marketing, manufacturing, sales, fnance and human resources. 'enior managers need to %e provided with the skills to implement quality control techniques and actively participate in the quality council. 'enior management has numerous responsi%ilities. +t should practice the 10iloso10y o M!n!ge;ent 8y >!n/ering Aro+n/ #MB>A)* Management should get o+t o t0e o<5e and visit customers, suppliers, departments within the organi)ation and plants within the organi)ation. That way, managers learn what is happening with a particular customer, supplier or proHect. MB>A can su%stantially reduce paperwork. 4ncourage su%ordinates to write only important messages that need to %e part of the permanent record. TOTAL "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 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 "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 25 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 "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 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 "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 27 B. Monitor the costs of poor quality. C. Determine the performance measures for the organi)ation D. /lways fnd proHects that improve the processes and produce customer satisfaction. F. 4sta%lish work*group teams and measure their progress. <. 4sta%lish and review the recognition and reward system for the TQM system .*$%* 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 .*$%*.* C+sto;er4Driven EG5ellen5e ;. Quality is %est Hudged %y the 5+sto;ers. TOTAL "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 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 =. $racticed at personal and organi)ational levels @. Directed at solving pro%lems A. Eocused on sharing knowledge throughout the organi)ation B. Driven %y opportunities to efect signifcant change and to do %etter 'ources for learning include employees1 ideas, Oesearch and Development 9OGD:, customers1 input, %est practice sharing and %enchmarking. Org!niB!tion!l le!rning 5!n res+lt in t0e ollo7ing2 V 4nhancing value to customers through new and improved products and services V Developing new opportunities V Oeducing errors, defects, waste and related costs V +mproving responsiveness and cycle time performance V +ncreasing productivity and efectiveness in the use of all resources. TOTAL "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 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 "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 30 @. "rgani)ations face ever*shorter cycles for the introduction of new and improved products and services, as well as for faster and more &e0i%le response to customers. A. MaHor improvements in response time often require simplifcation of work units and processes and the a%ility for rapid changeover from one process to another. B. 3ross*trained and empowered employees are vital assets in such a demanding environment. C. / maHor success factor in meeting competitive challenges are the design*to* introduction cycle time. D. To meet the demands of rapidly changing markets, organi)ations need to carry out stage*tostage integration. F. Dor eG!;1le, 'outhwest /irlines reduced each planeRs time at the terminal to ten minutes %ecause of concurrent engineering of activities, from the research concept to commerciali)ation. <. /ll aspects of time performance are critical and cycle time has %ecome a key process measure. ;?.Time improvements often drive simultaneous improvements in organi)ation, quality, cost and productivity. ;;.Dor eG!;1le, minutes after a court ruling forced southwest to sell one of its four planes, the ten*minute turn allowed southwest to continue its four plane schedule with only three planes and also helped the company achieve the %est on time performance in the airline industry. "ne less plane translates into a =BW reduction in operating e0penses. .*$%*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. .*$%*(* M!n!ge;ent 8y D!5t TOTAL "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 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 TOTAL "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 34 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 TOTAL "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 35 %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 TOTAL "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 36 $* 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.
TOTAL "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 37 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 TOTAL "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 38 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. TOTAL "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 39 =: 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. TOTAL "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 40 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 TOTAL "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 41 3* Mention t0e /iAeren5es 8et7een le!/ers0i1 !n/ ;!n!ge;ent &* EG1l!in t0e role o T"M le!/ers TOTAL "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 42 (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 TOTAL "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 43 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. TOTAL "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 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 TOTAL "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 45 ;. 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. TOTAL "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 46 *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 $redict the future TOTAL "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 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 $:* >rite ! note on 5o;;+ni5!tion in org!niB!tions* 4 %' ;!r@s /ll organi)ations communicate with their employees in one manner or the other. 3ommunication deliver the organi)ation1s values, e0pectations, and directions. They provide information a%out corporate developments and allow feed%ack from all levels. +t is very important to keep information &owing %ack and forth %etween employees and various levels of management. The culture must encourage two*way communication so that information &ows up the ladder as well as down. 3ommunication %arriers in organi)ations TOTAL "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 48 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 "UALITY MANAGEMENT #$%ME&'(), Notes Co;1ile/ By2 Dr* S* B M!ll+r, UBDTCE, D!v!n!gere 49