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Total Quality Management
Chapter 2: Leadership

Atit Patumvan
Faculty of Management and Information Sciences,
Naresuan University

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2

Agenda

• Deﬁnitions

• Characteristics of Quality Leader

• Leadership Concepts

• The 7 Habits of Highly Effective People

• Ethics

• The Deming Philosophy

• Role of TQM Leaders
Atit Patumvan, Faculty of Management and Information Sciences, Naresuan University

3

Agenda (cont.)

• Implementation

• Quality Council

• Core Values, Concepts and Framework

• Quality Statements

• Strategic Planning

• Communication

• Decision Making

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Characteristic of Quality Leaders

1.Priority attention to external/external customers

2.Empower, rater than control subordinates

3.Emphasize improvement, rather than maintenance

4.Emphasize prevention

5.Encourage collaboration rather than competition

6.Train and coach, rater than direct and supervise

5

Characteristic of Quality Leaders (cont.)

7.Learn from problems

8.Continually try to improve communications

9.Continually demonstrate their commitment to quality

10.Choose supplier on basis of quality, not price

11.Establish organizational systems to support quality effort

12.Encourage and Recognize team effort


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Leadership Concepts

• Understand human natures-basic needs, wants and
abilities of people

• Gives security and independence, rewards and
punishments, word of praise, trust and distrust


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7 habits of highly effective people

1. Be Proactive - don’t let fate control you, you control it

2. Begin with the End in Mind - have a vision and plan

3. Put First Things First - learn to prioritize

4. Think Win-Win - seek mutual beneﬁts

5. Seek First to Understand, Then to Be Understood

6. Synergy - teams are better than individuals

7. Sharpen the Saw - renew one’s physical, spiritual, mental and
emotional dimension

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Deming Philosophy

1.Create and Publish Aims/Purpose of Firm

2.Learn the New Philosophy

3.Understand Purpose of Inspection

4.Stop Awarding Business on Price Alone

5.Improve Constantly and Forever the System

6.Institute Training

7.Teach and Institute Leadership

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Deming Philosophy (cont.)

8. Drive Out Fear, Create Trust, and Create Climate for Innovation

9. Optimize the Efforts of Team, Groups and Staff Areas

10.Eliminate Exhortations for the Work Force

11.Eliminate Numerical Quotas for the Work Force and Management
by Objective

12.Remove Barriers That Rob People of Pride of Workmanship

13.Encourage Education and Self-Improvement for Everyone

14.Take Action to Accomplish The Transformation

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Role of TQM Leaders

• All are responsible for quality improvement especially
the senior management & CEO’s

• Senior management must practice MBWA

• Ensure that the team’s decision is in harmony with the
quality statements of the organization

• Senior TQM leaders must read TQM literature and
attend conferences to be aware of TQM tools and
methods

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Role of TQM Leaders (cont.)

• Senior managers must take part in award and
recognition ceremonies for celebrating the quality
successes of the organization

• Coaching others and teaching in TQM seminars

• Senior managers must liaise with internal ,external
and suppliers through visits,focus groups,surveys

• They must live and communicate TQM.

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TQM Implementation

• Begins with Sr. Managers and CEO’s

• Timing of the implementation process

• Formation of Quality council

• Union leaders must be involved with TQM plans
implementation

• Everyone in the organization needs to be trained in quality
awareness and problem solving

• Quality council decides QIP projects.

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Quality Council

The quality council includes CEO and Senior
managers of the functional areas -
research,manufacturing,ﬁnance,sales ,marketing
etc. and one co-ordinator and a union
representative.


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Duties of the Quality Council

1.To develop the Quality statements eg. Vision,
Mission, Quality policy statements, Core values etc.

2.To develop strategic long-term plans and annual
quality improvement program.

3.Make a quality training program

4.Monitor the costs of poor quality.


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Duties of the Quality Council (cont.)

5.Determine the performance measures for the
organization

6.Always ﬁnd projects that improve the processes and
produce customer satisfaction.

7.Establish work-group teams and measure their
progress.

8.Establish and review the recognition and reward
system for the TQM system

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Core Values, Concepts, and Framework

• Visionary Leadership

• Customer-Driven Excellence

• Organization and Personal Learning

• Valuing Employees and Partners

• Agility

• Focus on the Future

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Core Values, Concepts, and Framework
(cont.)

• Management for Innovation

• Management by Fact

• Public Responsibility and Citizenship

• Focus on Results and Creating Value

• Systems Perspective


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Baldrige Criteria Framework


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Quality Statements

• Vision statement – a short declaration of what the
organization hopes to be tomorrow.

• Mission statement – a statement of purpose –who
we are,who are our customers,what we do , and
how we do it.

• Quality policy – is a guide for everyone in the
organization ,how they should provide products and
services to the customers.

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Strategic Planning

• Strategic business planning is similar to strategic quality planning.

• 7 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.


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Communications

• Interactive

• Formal


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Strategic Quality Goals and Objectives

• Goals must be focused

• Goals must be concrete

• Goals must be based on statistical evidence

• Goals must have plan or method with resources

• Goals must have a time-frame

• Goals must be challenging yet achievable

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