Let's explore some leadership principles in Total Quality Management [TQM]

1. TQM - Leadership

2. What is leadership?
• A simple definition is that
leadership is the art of motivating
a group of people to act toward
achieving a common goal.
• In a business setting, this can
mean directing workers and
colleagues with a strategy to meet
the company's needs.

3. Characteristics
of Quality
Leaders
1. Give priority attention to customers and their needs
2. Empower, rather than control, subordinates.
3. Emphasize improvement rather than maintenance.
4. They emphasize prevention.
5. Encourage collaboration rather than competition.
6. They train and coach, rather than direct and supervise.
7. Learn from problems.
8. They continually try to improve communications.
9. They continually demonstrate their commitment to
quality.
10. Choose suppliers on the basis of quality, not price.
11. Establish organizational systems to support the quality
effort.
12. Encourage and recognize team effort.

4. Leadership
Pyramid

5. Stephen R Covey: The 7 Habits of Highly Successful
People
1. Be Proactive: Proactive people think beforehand
and are ready to face a situation. Reactive people
react as per the situation and react on whims and
emotions.
2. Begin with the end in mind: “If you don’t know
where to go then you will reach nowhere” goes
an old saying. Start a task with set goals. Goals
are important as they tell you where to go. They
help in focusing your approach as well.
3. Put first things first: Because of multitude of
tasks and assignments one needs to prioritize.
4. Think win-win: Think about mutual benefits
rather than your own benefit alone. Everybody
wants to have an upper hand in life and in
business dealings. But this is practically not
possible. So best way is to find is the middle of
the road.
5. Seek first to understand then to be
understood: First give other people ample time to
express themselves. This will help on many fronts.
The other person gets enough opportunity to say
what he wants to say. You get an opportunity to
understand other’s perspective. You get enough
time to strategize accordingly.
6. Synergy: The best example of teamwork can be
learnt from a pleasant orchestra.
7. Sharpen the saw: Skill building or practice is very
important. Nobody is perfect and perfection is a
thing which can never be achieved in one’s
lifetime. Moreover, it always pays to practice as
much as you can.

6. Time
Management
Matrix

7. Deming's 14-Point Philosophy [1/4]
- A Recipe for Total Quality
1. Create constancy of purpose
• Strive for constant improvement in products & services, with the aim of
becoming competitive and ensuring consistency in the way business is
done, which will ensure retention of employment.
• Do not just adjust at the end of the production process but evaluate if
improvements are necessary during the process and get started
immediately.
2. The new philosophy
• A new (economic) time offers new chances and challenges, and
management must take responsibility for being open to such changes.
• Without change, a company can not sustain itself in a time when
innovation occurs every day.
3. Cease dependence on inspection
• End the dependence on inspections and final checks to ensure quality. It is
better to that quality checks take place during the process so that
improvements can be made earlier.
4. End ‘lowest tender’ contract
• Move towards a single supplier for any one item. Stop doing business and
negotiate with suppliers based on the lowest price. It is worthwhile in the
long term to build a good and long-standing relationship with suppliers,
which fosters trust and increases loyalty.

8. Deming's 14-Point Philosophy [2/4]
- A Recipe for Total Quality
5. Continually seek out problems
• Improve constantly and forever. Continuous process improvement of
production and service results in improved quality and productivity, which
in turn leads to cost reduction.
6. Institute training on the job
• Training and development of employees is necessary for the survival of an
organization. By integrating it into the organization, it will be considered as
normal for the employees, as part of their Personal Development Plan.
7. Institute supervision
• Adopt and institute leadership. Leadership needs to be stimulated. By
leading and supervising, managers can help employees and make machines
work better.
• Their helicopter view ensures that they can see everything that happens on
the workplace.
8. Drive out fear
• Fear is paralyzing. Fear must be eliminated on the work floor so that
everyone can work effectively for the company, feel safe and take risks.
• Transparent communication, motivation, respect and interest in each other
and each other’s work can contribute to this.

9. Deming's 14-Point Philosophy [3/4]
- A Recipe for Total Quality
9. Break down barriers
• By eliminating the boundaries between departments, cooperation can be
better and different expert teams will understand each other better.
• This can be done by, for example, the creation of multifunctional teams.
10. Eliminate exhortations
• Remove ‘stimulating’ slogans from the workplace. Such slogans, warnings
and exhortations are perceived as being patronizing.
• Quality and production problems do not arise from the individual
employee, but from the system itself.
11. Eliminate targets
• No more focus on achieving certain margins; that impedes professionals
from performing their work well and taking the necessary time for it.
• Rushing through the work can cause production errors. Managers should
therefore focus on quality rather than quantity.
12. Permit pride of workmanship
• Let employees be proud of their craftsmanship and expertise again.
• Employees feel more satisfaction when they get a chance to execute their
work well and professionally, without feeling the pressure of deadlines.

10. Deming's 14-Point Philosophy [3/4]
- A Recipe for Total Quality
13. Institute education
• Integrate and promote training, self-development and improvement for
each employee. By encouraging employees to work for themselves and to
see their studies and training as a self-evident part of their jobs, they can
elevate themselves to a higher level.
14. The transformation is everyone’s job
• Transformation is the work of everyone. Set forth concrete actions to
implement and realize transformation and change throughout the
organization.

11. Strategic
Planning
- How an organization can do
strategic quality planning?
• The process starts with the principles that
quality and customer satisfaction are the center
of an organization’s future. It brings together all
the key stakeholders.
• There are seven steps to strategic Quality
Planning:
1. Discover customer needs
2. Customer positioning
3. Predict the future
4. Gap analysis
5. Closing the gap
6. Alignment
7. Implementation

12. Strategic Planning [1/2]
- How an organization can do strategic quality planning?
1. Customer Needs:
• The first step is to discover the future needs of the customers. Who will they
be? Will your customer base change? What will they want? How will they
want? How will the organization meet and exceed expectations?
2. Customer Positioning:
• Next, the planners determine where organization wants to be in relation to the
customers. Do they want to retain, reduce, or expand the customer base.
• Product or services with poor quality performance should be targeted for
breakthrough or eliminated.
• The organization’s needs to concentrate its efforts on areas of excellence.
3. Predict the future:
• Next planners must look into their crystal balls to predict the future conditions
that will affect their product or service. Demographics, economics forecasts,
and technical assessments or projections are tools that help predict the future.
4. Gap Analysis :
• This step requires the planner to identify the gaps between the current state
and the future state of the organization.
• An analysis of the core values and concepts is an excellent technique for
pinpointing gaps.

13. Strategic Planning [2/2]
- How an organization can do strategic quality planning?
5. Closing the Gap:
• The plan can now be developed to close the gap by establishing goals and
responsibilities.
• All stakeholders should be included in the development of the plan.
6. Alignment:
• As the plan is developed, it must be aligned with the mission, vision, and core
values and concepts of the organization. Without this alignment, the plan will
have little chance of success.
7. Implementation:
• This last step is frequently the most difficult. Resources must be allocated to
collecting data, designing changes, and overcoming resistance to change.
• Also part of this step is the monitoring activity to ensure that progress is being
made.
• The planning group should meet at least once a year to assess progress and
take any corrective action.

14. Communication
All organizations communicate in one
way or the other.
For the communication to be
effective, there must be room for
feedback.
It is very important to keep the
information flow between employees
& various level of management.
Before communicating any message,
organization must know what are the
goals & consequences of the message
before the message is communicated.

15. Communication
- Interactive
The most effective
communication allows for
discussion between the
employees and their
supervisor, NOT just
management talking to
them.
The immediate supervisor is
in the best position to
initiate the transfer of
information & create
discussions on what needs
to be improved, how to do
it, and why it needs to be
done.

16. Communication
- Formal
Although face-to-face interaction may be a primary communication method, it
is best to supplement it with other formal communication channel to reinforce.
In multinational organization, communication must be tailored for different
cultures & languages.
Large, multi-site organizations found video as a productive medium for
discussion.

17. Hoshin Kanri [1/2]
• One of the approaches for strategic planning in
Japanese companies
• Ho = Direction
• Shin = Focus
• Kan = Alignment
• Ri = Reason
• Japanese TQM is founded on these principles
that everyone in an organization is recognized as
being expert in their own job, and that human
seek recognition and want to be involved and
are motivated by desire to be recognized as a
contributor to the success of the community to
which they belong.

18. Hoshin Kanri [2/2]
Hoshin Kanri can be
summarized as below
Evolve the vision & goals to realize it.
Develop strategy, policy, benchmarking & targets.
Deploy targets to all levels through a cascaded process &
create a policy at each level of management.
Establish a feedback loop of results to complete the Plan-
Do-Check-Act [PDCA] cycle which is the Shewhart cycle.

19. Hoshin Kanri
- Example

20. Creating Line of Sights [1/2]
The strategic objective & KPI of a company must be linked to its strategies & regularly
reviewed.
Line of Sight [LOS] performance management creates a clear & visible links between goals
& objectives employees are trying to achieve; the measures & metrics that will help guide
them toward those outcomes; and the activities & initiatives occurring daily at the
workplace.
LOS can b defined as, “An employee understanding the strategic objectives of an
organization and how to contribute to those objective”.

21. Creating Line of Sights [2/2]
Critical
elements
of LOS
Define & Clarify the business priorities & objectives
Align the organization around specific & measurable goals & objectives
Identify & measure the suit of cascaded metrics that best enable those outcomes
Implement the right tools to monitor
Create the awareness & skills necessary to identify gaps, trends & deviations from course
Enable the ability to quickly deploy & mobilize course corrections in real-time
Provide the skills & systems to manage those improvements to completion
Structure a feedback system that enables timely information on those course corrections across all
managers & stakeholders in the LOS program

22. THANK
YOU