Quality management

1. PRINCIPLES OF TQM 2 Lesson 8

2. LEADERSHIP
DEFINITION
Chemers MM
2002]
Process of social influence in which one person can enlist the aid
and support of others in the accomplishment of a common task.
Alan Keith Leadership is ultimately about creating a way for people to
contribute to making something extraordinary happen.
Ken "SKC"
Ogbonnia
Effective leadership is the ability to successfully integrate and
maximize available resources within the internal and external
environment for the attainment of organizational or societal
goals.
Ann Marie E.
McSwain
Leadership is about capacity: the capacity of leaders to listen
and observe, to use their expertise as a starting point to
encourage dialogue between all levels of decision-making, to
establish processes and transparency in decision-making, to
articulate their own values and visions clearly but not impose
them. Leadership is about setting and not just reacting to
agendas, identifying problems, and initiating change that makes

3. CONTINUOUS PROCESS
IMPROVEMENT
The set of on-going systems engineering and management activities
used to select, tailor, implement, and assess the processes used to
achieve an organization goals.
STATE-OF-THE-ART
State-of-the-art refers to the highest level of general development,
as of a device, technique, or scientific field achieved at a particular
time. It also refers to such a level of development reached at any
particular time as a result of the common methodologies employed at
the time.

4. SUPPLIER AND PARTNERSHIP
A strategic alliance is when two or more businesses join together for
a set period of time.
Alliance means "cooperation between groups that produces better
results that can be gained from a transaction.
‘’A strategic alliance is a partnership between firms whereby
resources, capabilities and core competences are combined to pursue
mutual interests.“
Non-equity strategic alliances, equity strategic alliances, and joint
ventures are the three basic types of strategic alliances.

5. MEASURES OF PERFORMANCE
For superior results you can't simply call each other partners. You
must function as partners. Alliances go beyond doing things between
firms that become transactions afterwards – like licensing, co-
locating resources, starting to outsource, or trading a lower price for
a longer term. Such tactics may be involved in alliances; alone they
produce one-time gain. In an alliance, continued creativity leads to
regular improvement, outperforming what any single change can do.

6. BEFORE ENTERING A STRATEGICAL
ALLIANCE
Define expected outcomes from the relationship for all the parties in
the strategic alliance.
Define and document the elements provided by each party, and the
benefits a successful alliance brings to each.
Identify the results that will cause the alliance to be most beneficial
for your business and define the structure and operating issues that
need to be addressed to achieve these results.
Protect your company's intellectual property rights through legal
agreements and restrictions when transferring proprietary
information.
Define the basics of how you will operate.