Quality Leadership Chp- 5

Sec- I

Authors

DR. GUNMALA SURI

DR. PUJA CHHABRA SHARMA

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Dr. Gunmala Suri & Dr. Puja Chhabra Sharma
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Section - I

Chapter
5
Quality
Leadership

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INTRODUCTION
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 your
stakeholders. Your leaders should ensure the creation of
strategies, systems, and methods for achieving
excellence, stimulating innovation, and building
knowledge and capabilities. The values and strategies
should help guide all activities and decisions of your
organization. Senior leaders should inspire and motivate
your entire workforce and should encourage all
employees to contribute, to develop and learn, to be
innovative, and to be creative.
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ATTRIBUTES OF QUALITY LEADERS

There are certain characteristics that successful quality leaders
demonstrate. They give priority attention to external and
internal customers and their needs. They continually evaluate
customers changing requirements.
They empower and not control, subordinates. Leaders
have trust and confidence in performance of
subordinates. They provide resources, training, and
work environment to subordinates.
They emphasize improvement. Major breakthroughs
happen, but the little ones keep the continuous process
improvement on a positive track.
They emphasize prevention. It is true that perfection can
be the enemy of creativity. There must be a balance
between preventing and developing better, but not
perfect, processes.
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They encourage collaboration rather than competition.

There must be collaboration among and within units.
They train and coach, rather than direct and supervise.
Leaders know that the development of the human resource
is a necessity. They help their subordinates learn to do a
better job.
They learn from problems. When a problem exists, it is
treated as an opportunity. What caused it? and How can
we prevent it in the future? are the questions quality
leaders usually ask.
They continually try to improve communication. Leaders
continually disseminate information about the TQM effort.
They make it evident that TQM is not just a slogan.
Communication is the glue that holds a TQM organization
together.
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ROLE OF TQM LEADERS

Every one is responsible for quality, the senior

management and the CEO; The latter can provide the
leadership system to achieve results. In the 1980s,
General Electrics CEO, Jack Welch, instituted leadership
training courses at all levels of the organization. The
General Electric training courses taught leadership
approaches and models and provided opportunity for
teams to develop solutions to real business problems.
Many of the solutions the teams developed were
implemented.

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DEMINGS 14 POINTS FOR TOP

MANAGEMENT
Deming is the father of Japanese quality movement. He
gave 14 points for top management. These initiatives of
Deming transformed the nation. Let us identify role of top
management for TQM to happen from the 14 points given
by Deming.

1. Create and Publish Purpose & Aims for Improvement

2. Learn the New Philosophy
3. Avoid Dependence on Mass Inspection
4. Stop Practice of Awarding Business on Price Tag Alone
5. Improve System Constantly
6. Institute Training
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7. Teach and Institute Leadership

8. Drive out Fear: Create Trust and Climate for
Innovation
9. Break Barriers between Staff Areas
10. Eliminate, Exhortations for Work Force
11 (a) Eliminate Numerical Quota for Work Force
(b) Eliminate Numerical Goals for People in
Management
12. Remove Barriers that Rob People of Pride of
Workmanship
13. Encourage Education and Self-improvement for
Every One
14. Take Action to Accomplish the Transformation
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STRATEGIES FOR TOP MANAGEMENT

Let us have a look at the strategies advocated by experts to
be adopted by the top management to lead organization on
TQM principles. Some of the Strategies are given below:
1. Proactive management
2. Bold change management
3. Do It Right First Time (DIRFT)
4. Continuous preventive action
5. Care for little things and accumulate gains
6. Ensure economic performance
7. Practice management by walking around (MBWA)
8. Measure success
9. Never rest on past laurels, continue to improve
10.Build a virtual organization
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End of Chapter

5
THANKS

PPTs By: Afaque Alam

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