TQM Report Chapters 1 and 2
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Transcript of TQM Report Chapters 1 and 2
Historical Background of TQM CHAPTER 1
1
Chapter 1
FOUNDATION OF TQM
HISTORICAL BACKGROUND OF TQM
Historical Background of TQM CHAPTER 1
2
Guilds were a very important part of
medieval life and medieval jobs. They
were bands of men and women that
joined together for profit and mutual
protection. Each guild revolved around a
particular craft or the trade of a particular
type of item. The Guilds established
standards, set prices, and determined skills.
A good example of this would be a
merchant guild that dealt in wool.
Instilled pride and dignity in workers
for quality of a given product.
The Industrial Revolution was the
transition to new manufacturing processes
in the period from about 1760 to sometime
between 1820 and 1840. A worker no
longer made the whole product; instead
he made a part only.
It brought a decline in
workmanship. (Productivity improved, cost
decreased. As products became more
complicated and jobs more specialized, it
became necessary to inspect products
after production.)
Child labor comes into play.
(Children were often preferred, because
factory owners viewed them as more
manageable, cheaper, and less likely to
strike. They worked up to 19 hours a day,
with a one-hour total break for little or no
pay.)
This chart is considered to be the
beginning of statistical quality control.
Statistical Quality Control (SQC)
focuses on the detection and control of
quality problems. It involves testing
samples and statistically infers compliance
of all products.)
Historical Background of TQM CHAPTER 1
3
Recognition of the value of the SQC
control became apparent in 1924 (but
unfortunately US managers failed to
determine its value).
The American Society for Quality
(ASQ) publishes standards that promote
and advance quality tools, principles and
practices in workplaces and communities.
Established in 1946 and based
in Milwaukee, Wisconsin, USA, ASQ traces
its beginnings to the end of World War II, as
quality experts and manufacturers sought
ways to sustain the many quality-
improvement techniques used during
wartime.
William Edwards Deming was an
American statistician, professor, author,
lecturer, and consultant. He is perhaps
best known for the "Plan-Do-Check-
Act" cycle popularly named after him.
The end of World War II
compelled Japan to change its focus from
becoming a military power to becoming
an economic one. Despite Japan's ability
to compete on price, its consumer goods
manufacturers suffered from a long-
established reputation of poor quality. So
they invited Deming to learn how to
achieve this aim. Deming suggested that
they can achieve their goal in five years;
not many Japanese believed him.
However, they followed his suggestions
and never looked back.
He has been described variously as
a national folk hero in Japan, where he
was influential in the spectacular rise of
Japanese industry after World War II.
Historical Background of TQM CHAPTER 1
4
Joseph Moses Juran was
a Romanian-born American management
consultant and engineer. Juran acted as a
matchmaker between U.S. and Japanese
companies looking for introductions to
each other.
He revolutionized the Japanese
philosophy on quality management and in
no small way worked to help shape their
economy into the industrial leader it is
today. Dr. Juran was the first to
incorporate the human aspect of quality
management which is referred to as Total
Quality Management.
The term ‘total quality’ was used for
the first time in a paper by Feigenbaum at
the first international conference on
quality control in Tokyo in 1969. The term
referred to wider issues within an
organization.
Kaoru Ishikawa’s synthesis of the
philosophy contributed to Japan’s
ascendancy as a quality leader.
These trips were really NOT
necessary - they could have read the
writings of Deming and Juran.
Nevertheless, “a quality renaissance
began to occur in U.S. products and
services”.
Historical Background of TQM CHAPTER 1
5
Statistical Process Control (SPC) is a
method of monitoring a process during its
operation in order to control the quality of
the products while they are being
produced—rather than relying on
inspection to find problems after the fact.
Historical Background of TQM CHAPTER 1
6
In 1988 a major step forward in
quality management was made with the
development of the Malcolm Baldrige
Award in the United States. The model, on
which the award was based, represented
the first clearly defined and internationally
recognized TQM model. It was developed
by the United States government to
encourage companies to adopt the
model and improve their competitiveness.
The executive director of the
American Supplier Institute, Genichi
Taguchi is well-known for developing a
methodology to improve quality and
reduce costs, known in the United States
as the "Taguchi Methods." He also
developed the quality loss function.
Production of Saturn cars began in
the early 90s and the purpose from the
get-go was to emulate foreign marketing
strategies such as the Japanese ones in
order to put up a fight on the American
market. Such strategies included better
quality control which translated into better
reliability of the finished product and more
control for the workers in the plant.
Soon after the first cars hit the
streets of America, favorable reviews start
pouring in. Sales go well as Saturn cars start
earning one award after another.
The standards in ISO 9000 provide
guidance and tools for companies and
organizations who want to ensure that
their products and services consistently
meet customer’s requirements, and that
quality is consistently improved.
Definition of TQM CHAPTER 1
7
DEFINITION OF TQM
Definition of TQM CHAPTER 1
8
“Only by changing the actions of management will the culture
and actions of an entire organization be transformed.”
“TQM is for the most part common sense.”
- D.H. Besterfield
Definition of TQM CHAPTER 1
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The T-Q-M Acronym
Definition of TQM CHAPTER 1
10
Golden rule explains it: "Do unto others as you would have then do
unto you"
Definition of TQM CHAPTER 1
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Lastly, TQM is…
12
Basic Concepts of TQM CHAPTER 1
BASIC CONCEPTS OF TQM
13
Basic Concepts of TQM CHAPTER 1
6 Basic Concepts of TQM
(According to B. Creech):
1. A committed and involved management to provide long-term top-to-bottom
organizational support.
2. An unwavering focus on the customer, both internally and externally.
3. Effective involvement and utilization of the entire work force.
4. Continuous improvement of the business and production process
5. Treating suppliers as partners.
6. Establish performance measures for the processes.
The purpose of TQM is to provide a quality product or service to customers, which
will in turn, increase productivity and lower cost. With a higher quality product or service
and lower price, competitive position in the market place will be enhanced. These
series of events will allow the business organization to achieve the objectives of profit
and growth with greater ease. Furthermore, the workers will have a job security, which
will create a satisfying environment to work.
The table below shows the difference between the new culture (TQM) and the old
one for typical quality elements.
14
Transformation to TQM CHAPTER 1
TRANSFORMATION TO TQM
15
Transformation to TQM CHAPTER 1
A business organization cannot start the transformation to TQM until it is aware
that the quality of the product or service must be improved. Awareness comes in when
a business organization loses market share or realizes that quality and productivity go
hand-in-hand. It also happens if TQM is mandated by the customer or if management
realizes that TQM is a better way to operate a business and compete in domestic and
foreign market.
Just recently, a new attitude has emerged where quality comes first among the
equals of cost and services. In other words, the customer wants value/quality.
Improvements in quality can directly lead to increase productivity and other
benefits. This concept is shown in the table below. It shows that improved quality results
in a 5.6% improvement in productivity, capacity and profits.
16
Meaning of Quality CHAPTER 1
MEANING OF QUALITY
17
Meaning of Quality CHAPTER 1
When “quality” is used, it is an excellent product or service that satisfies or
exceeds our expectations.
Expectations are based on the intended use and the selling price.
o Ex: a customer expects a different performance from a plain steel
oven than from a chrome plated steel oven because they are a different
grade.
When a product surpasses our expectations, we always consider it as a quality
product, as stated by D. A. Garvin.
Q = P/E
o Where: Q = Quality; P = Performance; E = Expectations
If Q is greater than 1, the customer has a good feeling about the product or
service.
According to ANSI/ASQC Standard A3-1987, quality is the totality of features and
characteristics of a product or service that bear on its ability to satisfy implied or
stated needs.
Stated needs are determined by the contract and are called constraints.
Implied needs are a function of the market and must be identified and defined
and are called parameters.
These needs involve safety, availability, maintainability, reliability, usability, price,
and environment.
Price is easily defined by some monetary unit such as pesos.
Conformance of the product or service to these conditions and specifications is
measurable and provides a quantifiable definition of quality.
If the conditions and specifications do not satisfy the customer needs, they
should be changed.
Needs usually change overtime, thereby requiring a periodic re-evaluation of
conditions and specifications by means of customer surveys.
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Meaning of Quality CHAPTER 1
THE DIMENSIONS OF QUALITY
These dimensions are somewhat independent; therefore, a product can be
excellent in one dimension and average or poor in another.
Marketing has the responsibility of identifying the relative importance of each
dimension of quality.
These dimensions are then translated into the requirements for the development
of a new product or the improvement of an existing one.
Now these are the Dimensions of Quality
Performance – Primary product characteristics
Features – Secondary characteristics, added features
Conformance – Meeting specifications or industry standards workmanship
Reliability – Consistency of performance over time, average time for the unit to
fail
Durability – Useful life, includes repair
Service – Resolution of problems and complaints, ease of repair
Response – Human-to-human interface
Aesthetics – Sensory characteristics, such as exterior finish
Reputation – Past performance and other intangibles
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The Deming Philosophy CHAPTER 1
THE DEMING PHILOSOPHY
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The Deming Philosophy CHAPTER 1
Dr. W. Edwards Deming developed the following 14 points as a theory for
management for improvement of quality, productivity, and competitive position.
1. Create and Publish the Aims and Purposes of the Organization
Management must display continuously their commitment to this
statement.
It must include investors, customers, suppliers, employees, the
community, and a quality philosophy.
The statement is a forever-changing document that needs input from
everyone.
Business organizations must develop a long-term view of at least ten
years and plan to stay in business by having long-range goals.
Resources must be allocated for research, training, and continuing
education to obtain the goals.
Innovation is done so that the product or service does not become
obsolete.
A family organizational philosophy is developed to send a strong
message that everyone is part of the business organization.
2. Learn the New Philosophy
Management and the employees must know the new philosophy.
Business organizations must seek never-ending improvement and not
accept nonconformance to standards.
Customer satisfaction is the top priority because dissatisfied customers
will not continue to buy nonconforming products and services.
The business organization must concentrate on defect prevention rather
than defect detection.
By improving the process, the quality and productivity will improve.
Everyone in the organization, including the union, must be involved in
the quality journey and change his or her attitude about quality.
3. Understand the Purpose of Inspection
Management must understand that the objective of inspection is to
improve the process and reduce its cost.
Mass inspection is costly and unreliable.
Statistical evidence is needed by the business organization and
suppliers.
Every effort should be made to reduce and then eliminate acceptance
sampling.
Mass inspection is managing for failure and defect prevention is
managing for success.
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The Deming Philosophy CHAPTER 1
4. Stop Awarding Business Based on Price Alone
Business organizations must stop awarding based on low bid because
price has no meaning without quality.
The aim is to have suppliers for each item to develop a long-term
relationship of loyalty and trust, thereby providing improved products
and services.
Purchasing agencies must be trained in statistical process control and
require it from suppliers.
They must follow the materials throughout the entire life cycle in order to
evaluate how customer expectations are affected and provide
feedback to the supplier regarding the quality.
5. Improve Constantly and Forever the System
Management of the business organization must take more responsibility
for problems by actively finding and correcting problems so that quality
and productivity are continually improved to reduce the cost.
The focus is to prevent problems before they will happen.
Responsibilities are assigned to teams to eradicate the causes of
problems and continually improve the process.
6. Institute Training
Every personnel must be oriented to the business organization’s
philosophy of commitment to never-ending improvements.
Management must distribute resources to train personnel to do their jobs
in the best manner possible.
Everyone should be trained in statistical methods, and these methods
should be used to monitor and evaluate the need for further training.
7. Teach and Institute Leadership
One of the responsibilities of management is to improve supervision.
They must provide supervisors with training in statistical methods and
these 14 theories so that the new philosophy can be implemented.
All communication must be cleared from top management, to
supervisors, and to operators.
8. Drive Out Fear, Create Trust, and Create a Climate for Innovation
Management must encourage transparency, effective communication
and teamwork.
Fear is caused by a general feeling of being powerless to control
important aspects of one’s life.
It is caused by a lack of job security, possible physical harm,
performance appraisals, and ignorance of organization goals, poor
supervision and not knowing the job.
Driving fear out of the workplace involves managing for success.
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The Deming Philosophy CHAPTER 1
Management can begin by providing employees with adequate
training, good supervision, and proper tools to do the job, and removing
physical dangers.
When employees are treated with love and dignity, fear can be
eliminated; they will work for the general good of the business
organization.
This kind of organizational climate will provide more ideas for
improvement.
9. Optimize the Efforts of Teams, Groups and Staff Areas
Management must optimize the efforts of teams, workgroups, and staff
areas to realize the aims and purposes of the business organization.
Barriers exist internally among levels of management, among
departments, within departments, and among shifts.
Externally, they exist between the organization and its customers and
suppliers.
These barriers exist because of poor communication, ignorance of
organization’s vision and mission, competition, fear, and personal
grudges or jealousies.
To break down the barriers, management will need a long-term
perspective.
10. Eliminate Exhortations for the Work Force
Exhortations that ask for increased productivity without providing
specific improvements methods may hinder business organization’s
success.
They do not produce a better product or service, because the
employees are limited by the system.
Goals should be set that are attainable and are committed to the long-
term success of the business organization.
Improvements in the process cannot be made unless the tools and
methods are available.
11. Eliminate Numerical Quotas for Work Force and Management by Objectives
Eliminate Numerical Quotas for the Work Force
Management must learn and adopt methods and tools for
improvements.
Quotas and work standards focus on quantity rather than quality.
They encourage poor workmanship in order to meet their quotas.
Management must provide and implement a strategy for
continuous improvements and work with employees to reflect the
new policies.
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The Deming Philosophy CHAPTER 1
Eliminate Management by Objective
Management must learn the capabilities of the process and how
to improve them.
Internal goals set by management, without method and tools are
weak.
Management by numerical goal is an attempt to manage without
knowledge of what to do.
12. Remove Barriers that Rob people of Pride of Workmanship
Reasons why workers are losing pride in their workmanship:
Workers do not know how to relate to the organization’s vision and
mission.
They are being blamed for system problems.
Poor designs lead to the production of “junk”.
Inadequate training is provided.
Punitive supervision exists.
Inadequate or ineffective equipment is provided for performing the
required work.
When employees are proud of their work, they will grow to the fullest
extent of their job.
Management must give employees operational job descriptions,
provide the proper tools and materials, and stress their understanding of
their role in the total process.
By gaining pride, everyone in the business organization will be working
for the common good.
13. Encourage Education and Self-Improvement for Everyone
A long-term commitment to continuously train and educate employees
must be made by management.
E. Deming’s 14 theories and the business organization’s vision and
mission should be the foundation of the education program.
Everyone should be retained as the organization requirements change
to meet the changing needs of the environment.
14. Take Action to Accomplish the Transformation
Management has to adopt the main responsibility for the continuous
improvement of the process.
It has to create an organizational structure to implement the philosophy.
Management must be committed, involved, and accessible if the
business organization is to succeed in implementing the new philosophy.
24
Chapter 2
LEADERSHIP
EFFECTIVENESS
CONCEPTS AND DEFINITIONS OF
LEADERSHIP
Concepts and Definitions of Leadership CHAPTER 2
25
What a leader should know:
1. People need security and independence at the same time.
2. People are sensitive to external rewards and punishments and yet are also
strongly self-motivated.
3. People like to hear a kind word of praise.
4. People can process only a few facts at a time, thus, a leader needs to keep
things simple.
5. People trust their gut reaction more than statistical data.
6. People distrust a leader’s rhetoric if the words are inconsistent with leader’s
action or deeds.
L – Loyalty to God, country and people
E – Enthusiasm and effort
A – Advocacy, action and accomplishment
D – Dedication, discipline, dignity, decency, devotion and decisiveness
E – Excellence and exemplary work
R – Reliability, responsibility, respect and reconciliation
S – Sincerity, service, self-sacrifice, social justice
H – Humility, honesty, honor, helpfulness, and hard work
I – Integrity, interest, initiative, and idealism
P – Patience, perseverance, peace, progress and prosperity
Concepts and Definitions of Leadership CHAPTER 2
26
IMPEDIMENTS OF TQM
Impediments of TQM CHAPTER 1
27
Impediments of TQM
Many business organizations, especially small ones with a niche, are comfortable
with their present condition. They are satisfied with the amount of work being
performed, the profits realized, and the perception that the customers are satisfied.
Organizations like this do not need TQM until they begin to lose market share. It is also
possible that they might unknowingly be practicing TQM.
Once a business organization embarks on TQM, there will be a resistance to
change. People become accustomed to doing things in a particular way and it
becomes the preferred way. People become closed to innovations, and TQM is viewed
as another thing that is deemed to fail. Managers fear diminished authority and
responsibility. Also, time spent on daily business hinders TQM implementation. It is hard
for individuals to change their way of doing things; it is much more difficult for a business
organization to make a cultural change.
Thus, a considerable amount of training in the six stated concepts is needed to
overcome these impediments to TQM. Also, the channels of communication will need
to be improved and developed.
Impediments of TQM CHAPTER 1
28
Implementation of TQM Process CHAPTER 2
IMPLEMENTATION OF TQM PROCESS
Implementation of TQM Process CHAPTER 2
29
Implementation of TQM Process CHAPTER 2
Indifference and lack of involvement by
management are frequently regarded as the
main reasons for the failure of quality
improvement programs and activities.
Managers should visit successful TQM
business organizations, read selected articles
and books, attend seminars and conferences
and join professional org for quality assurance.
This means that the managers should
find tips and advices from the pros, to make
their org. successful.
The org must be ready. Is the business
org ready to embrace and adopt total quality
journey? They may encounter problems such as
reorganization, change in management
personnel, interpersonal conflicts, current crisis
or a time consuming activity.
These problems may delay or postpone
the implementation time.
Initiation of the duties is an important part
of the implementation of the TQM. The
formulation of core values, vision and mission
statement and quality policy statement should be
undertaken.
30
Implementation of TQM Process CHAPTER 2
They are responsible and accountable for
attaining many of the business org’s goals and
objectives.
Management needs to ensure that
managers at all levels have the opportunity as
soon as possible.
One way to attain this concept is to have
a retreat. The retreat will focus on TQM training,
leadership skill, and active involvement in the
dev of the business org’s statements.
Managers should involve union officers by
sharing with them the implementation plans and
programs for TQM. They may work together on
quality improvement program and activities.
At this moment, it is important to
communicate TQM to the entire business org.
communication is important not only during the
implementation stage; communication must be
a continuous process. It is necessary to create
TQM awareness, interest, desire and action.
Training and development is conducted
when the employee is placed in a project team or
the work group is ready for training.
31
Implementation of TQM Process CHAPTER 2
32
The Role of Management CHAPTER 2
THE ROLE OF MANAGEMENT
33
The Role of Management CHAPTER 2
Management and the CEO is the
most responsible for quality.
MBWA – Management by
Wandering Around. The management
should go out of the office and visit
customers, suppliers and other part of
the business organization.
The exceeding part is the
function and role of the management.
Very important role of the
management: LISTENING AND
COMMUNICATION.
The management should listen to
internal and external customers and
suppliers through visits, focus groups,
and surveys.
Communication creates
awareness of the importance of TQM
and provides TQM result in an ongoing
manner.
34
Quality Council of TQM CHAPTER 2
QUALITY COUNCIL OF TQM
35
Quality Council of TQM CHAPTER 2
TQM council must be organized
to provide overall directions in any
business organization.
Functional area managers are
design manager, finance, marketing,
product and quality.
Coordinator is necessary to
assume some of the added duties that
a quality improvement activity requires.
Given are the main duties of a
coordinator.
In smaller business organization
where managers may be responsible for
more than one functional area, a
consultant would be most welcome
instead of a coordinator.
Basic duties of the Total Quality
Management Council according to
Dale H. Besterfield
36
Quality Council of TQM CHAPTER 2
The council is the instrument for accepting the
idea of continuous quality improvement.
Once the TQM program is well organized, there
are an agenda to be followed.
37
Core Values of TQM CHAPTER 2
CORE VALUES OF TQM
38
Core Values of TQM CHAPTER 2
Core values and concepts promote
TQM behavior and define the
organizational structure. Every
organization shall need to develop its
own values. Given here are the core
values for the Malcolm-Baldrige
National Quality Award.
Value, satisfaction and preferences may be
influenced by many factors throughout the
customers overall purchase, ownership and
service experiences. These factors include
the organization’s relationship with
customers that help build, trust, confidence
and loyalty.
It is reflected toward customer retention
and market-share gain demands
constant sensitivity to emerging
customer and market requirements and
measurements of the factors that have
customer retention and satisfaction.
39
Core Values of TQM CHAPTER 2
Reinforcement of values and setting
expectation requires adequate
personal commitment and
involvement.
The leaders must commit to growth and
development of the entire personnel and
should encourage participation and
creativity by all.
The team continuous improvement refers
to both incremental and “breakthrough”
improvement. The approach to
improvement needs to be included in the
way the organization functions. Being
included means:
(1) Improvement is part of the daily
work of all work units;
(2) Improvement process seek to
eliminate problems at their source
(3) Improvement is driven by
opportunities to do better as well as
by problems that must be
corrected.
40
Core Values of TQM CHAPTER 2
41
Core Values of TQM CHAPTER 2
Employee success largely depends upon
meaningful opportunities to learn and to
practice new skills. Organization need to
invest in the development of the
employees through education, training,
and creating opportunities for continuing
growth.
To address these challenges we need to
require and acquire following data: skills,
satisfaction motivation, safety and well-
being of employees
Major improvement response-time often
requires simplification of work
organizations and work processes.
42
Core Values of TQM CHAPTER 2
A main issue in competitive environment is
the design-to-introduction (product
generation) cycle time.
From the point of view public
responsibility, the design stage involves
decision regarding resource use and
manufacturing process.
Planning needs to determine or anticipate
many times of changes, including those
that may affect customers’ expectation
of products and services, technological
developments, changing customer
segments, evolving regulatory
requirements and community/ societal
expectations or thrusts by competitors.
43
Core Values of TQM CHAPTER 2
44
Core Values of TQM CHAPTER 2
In most organization, core values are
understood or assumed or seldom
discussed. Exploring and discussing
values enhances harmony and
teamwork.
45
Core Values of TQM CHAPTER 2
46
TQM Statements CHAPTER 2
TQM STATEMENTS
The quality statements include the vision statements, mission
statement, and quality policy statement. Once established, they are
only occasionally reviewed and updated. They are part of the
strategic planning process, which includes goals and objectives.
47
TQM Statements CHAPTER 2
It is the realistic picture of what it wants to
become and what is possible. The statement
is short and consists of a few sentences.
This statement is usually one paragraph or less in length
and is easy to understand. It describes the function of
the org. It provides a crystal clear statement of purpose
for employees, customers and suppliers.
It should be written by the CEO with feedback
from the employees and approved by the quality
council.
Characterstics:
1. Quality is first among equals
2. Meet the needs of the internal and external
customers
3. Equal or exceed the competition
4. Continually improve the quality
5. Include businesses and production practices
6. Utilize the entire personnel
48
Strategic Planning CHAPTER 2
STRATEGIC PLANNING
49
Strategic Planning CHAPTER 2
Strategic planning can be performed by any organization. It can be highly effective,
allowing organizations to do the right thing at the right time, every time, as stated by
John R. Dew.
strategic quality plans
business plans
Goals and Objectives
1.) Goals must be measurable.
2.) Goals must be based on statistical knowledge of the system.
3.) Goals must be definitive, specific, and understandable, using results rather than
behaviours or attitudes.
4.) Goals must have a plan or method of utilizing resources for their achievement.
5.) Goals must be challenging, yet available.
6.) The characteristics of objectives are identical to those given here for goals.
Seven Steps to Strategic Planning
1.) Customer Needs
2.) Customer Positioning.
3.) Predict the Future
4.) Gap Analysis
5.) Closing the Gap
6.) Alignment
7.) Implementation
50
Characteristics of an Effective Leadership CHAPTER 2
CHARACTERISTICS OF EFFECTIVE
LEADERSHIP
51
Characteristics of an Effective Leadership CHAPTER 2
Effective leaders build a climate of trust where people can freely express their ideas
and concerns. Effective leaders are not only skilled in the dynamics of planned
change and goal-achievement; they also empower others. Leadership is the
simultaneous provision of direction and empowerment.
Characteristics of Effective Leaders
1.) They give priority attention to external and internal customers and their needs.
Leaders place themselves in the customer’s shoes and service their needs from that
perspective. They continually evaluate the customer’ changing requirements.
2.) They empower, rather than control, subordinates. Leaders have trust and
confidence in the performance of their subordinates. They provide the resources,
training, and work environment to help subordinates do their jobs. However, the
decision to accept responsibility lies with the individual.
3.) They emphasize improvement rather than maintenance. Leaders use the phrase, “If
it isn’t perfect, improve it rather than, if it ain’t broke, don’t fix it. There is always
room for improvement, even if the improvement is small.” “Major breakthroughs
sometimes happen, but it’s the little ones that keep the continuous process
improvement on a positive track.
4.) They emphasize prevention. An “ounce of prevention is worth a pound of cure” is
certainly true. It is also true that perfection can be the enemy of creativity. There
must be a balance between preventing problems and developing better
processes.
5.) They encourage collaboration rather than competition. When functional areas,
departments, or work groups are in competition, they may find subtle ways of
working against each other or withholding information. Instead, there must be
collaboration among and within units.
6.) They train and coach, rather than direct and supervise. Leaders know that the
development of the human resource is a necessity. As coaches they help their
subordinates learn to do a better job.
7.) They learn from problems. When a problem exists, it is treated as an opportunity
rather than something to be minimized or covered up. What caused it? And how
can we prevent it in the future? - are the questions asked by leaders.
8.) They continually try to improve communications. Leaders continually disseminate
information about the TQM effort.
52
Characteristics of an Effective Leadership CHAPTER 2
9.) They continually demonstrate their commitment to quality. Leaders walk their talk –
their actions, rather than their words, communicate their level of commitment. They
let the quality statements be their decision-making guide.
10.) They choose suppliers on the basis of quality not price. Suppliers are encouraged to
participate on project teams and become involved. Leaders know that quality
begins with quality materials and the true measure is the life-cycle cost.
11.) They establish organizational systems to support the quality effort. At the senior
management level a quality council is provided, and at the first-line supervisor
level, work groups and project teams are organized to improve the process.
12.) They encourage and recognize team effort. They encourage, provide recognition,
and reward individuals and teams. Leaders know that people like to know that their
contributions are important. This action is one of the leader’s most powerful tools.
53
End of Report TQM Group 1
END OF REPORT
By Group 1
▪ Balitaan ▪ Castillo ▪ Elloran ▪ Lasconia ▪ Menor ▪ Nabo ▪ Papa ▪ Peacita ▪
Total Quality Management