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Text and References

Quality Management
by Donna C. S. Summers (2nd edition)
Quality & Performance Excellence
by James R. Evans (6th edition)
TQM: Text with Cases (3rd edition)
by John S. Oakland
Total Quality Management(4th edition)
by Besterfields
Principles of Total Quality
by Joel E. Ross

Quality

Freedom from defects

Conformance to specifications

Fitness for the purpose or use

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Superiority of something

Conformance to requirements

Satisfaction of customer

Performance/Expectations

Degree of excellence

"the totality of features and characteristics of

a product or service that bears its ability to
satisfy stated or implied needs."

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Reasons for Quality

Survival in competition

Own satisfaction

Productivity

Technology

Govt. regulations

The Kano Model

A theory of product development and

customer satisfaction

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Five categories of customer preferences

Must-be Quality

One-dimensional Quality

Attractive Quality

Indifferent Quality

Reverse Quality

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Two Aspects of Quality

Quality of design
– (the product or service must be designed
to meet or exceed the customer
expectations)

Quality of conformance to design

– Quality of transformation of design into
real product or service

Primary and Secondary

Design

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Eight Dimensions of Quality

(by David A. Garvin)
1. Performance
primary characteristics
2. Features
secondary characteristics
3. Reliability
consistency of performance over time
4. Conformance
meeting specifications or industry
standards

Eight Dimensions of Quality

(continued)
5. Durability
useful life including repair
6. Serviceability
resolution of problems
7. Aesthetics
sensory characteristics
8. Perceived Quality
repute, brand

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The Ninth Dimension

Response
– Human to human interface

Total Quality Management

Managing the whole to achieve

excellence

Integration of all functions and

processes of an organization in order to
achieve continuous improvement of the
quality of goods and services.

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Some Sayings

Right first time, every time

Prevention is better than detection

Zero defect

Even the best can be improved

Quality means doing it right when no one is

looking. (Henry Ford)

Quality is not a single act. It is a habit.

(Aristotle)

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TQM Model

TQM Framework

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Leadership
(Evans Ch10
Ch10))

The Deming Philosophy

1. Create and Publish the aim and purpose

of the Organization
2. Learn the New Philosophy
3. Understand the Purpose of Inspection
4. Stop Awarding Business Based on Price
Alone

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5. Improve constantly and forever the

System
6. Institute Training
7. Teach and Institute Leadership
8. Drive Out Fear, Create Trust, and Create
a climate for Innovation
9. Optimize the Efforts of Teams, groups,
and Staff Areas

10. Eliminate Exhortations for the Work Force

11. EliminateNumerical Quotas for the Work
Force/Eliminate Management by Objective
12. Remove Barriers That Rob People of Pride
of Workmanship
13. Encourage Education and Self-Improvement
for Everyone
14. TakeAction to Accomplish the
Transformation

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Leadership Competencies
Developed by Human Development and
Leadership Division of the American
Society of Quality
Based on more than 50 authors’
thoughts on leadership.

1-Navigator

Creates shared meaning and provides

direction toward a vision, mission, goal, or
end result.
This competency may entail risk taking
and requires constant evaluation of the
operating environment.

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2-Communicator

Effectively listens and articulates messages

to provide shared meaning.
This competency involves the creation of an
environment that reduces barriers and
fosters open, honest, and honorable
communication.

3-Mentor

Provides others with a role to guide their

actions.
This competency requires the
development of personal relationships
that help others develop trust, integrity,
and ethical decision making.

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4-Learner

Continuously develops personal

knowledge, skills, and abilities through
formal study, experience, reflection, and
recreation.

5-Builder

Shapes processes and structures to

allow for the achievement of goals and
outcomes.
This competency also entails assuming
responsibility for ensuring that
necessary resources are available and
the evaluation of processes to ensure
effective resource use.

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6-Motivator

Influences others to take action in an

enthusiastic manner.
This competency also includes the
evaluation of people’s actions to ensure
that they are performing consistently with
the mission, goal, or end result.

Personal Leadership
Characteristics

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1-Accountability

Taking responsibility for the organization

or community that the leader serves,
along with accountability for his or her
own actions.
This provides the means for measuring
performance and dealing with
performance that is unsatisfactory.

2-Courage

The mental or moral strength to venture

forward, preserve, and withstand
danger, fear, or difficulty with a firmness
of mind and will, allowing leaders to
navigate into the unknown.

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3-Humility

The quality that gives excellent leaders

their ability to mentor, communicate,
and learn, and to understand that they
serve those that follow.

4-Integrity

The ability to differentiate what is right

from wrong and commit to the right
path.

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5-Creativity

The ability to see possibilities, horizons,

and futures that don’t yet exist, enabling
the leader to help create a shared vision
for the organization.

6-Perseverance

Determination to accomplish a task or

purpose, no matter how hard or
troublesome.
This is vital to overcoming obstacles
and motivating subordinates.

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7-Well
Well--being

The ability to stay healthy in both work

and leisure, demonstrating the
importance of being ready to implement
leadership competencies when needed.

Transactional and
Transformational Leadership
James R. Evans
https://online.stu.edu

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Transactional Leadership Theory

Conforms to the existing organizational

structure
Focuses on results
Measures success according to
organization’s system of rewards and
penalties.

Transactional leader is responsible for

maintaining overall performance by
managing individual performance and
facilitating group performance.
Performance reviews are the most common
way to judge employee performance.
Transactional, or managerial, leaders work
best with employees who know their jobs
and are motivated by the reward-penalty
system.

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Dimensions of Transactional
Leadership
Contingent reward
– the process of setting expectations and
rewarding people for meeting them
Passive management by exception
– where a manager does not interfere with
workflow unless an issue arises
Active management by exception
– where managers anticipate problems, monitor
progress and issue corrective measures

Pros & Cons of Transactional

Leadership
Pros:
Rewards those who are motivated by self-
interest to follow instructions
Provides an unambiguous structure for
large organizations and systems requiring
repetitive tasks
Achieves short-term goals quickly
Rewards and penalties are clearly defined

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Cons:
Rewards the worker on a practical level
only, such as money or perks
Creativity is limited since the goals and
objectives are already set
Does not reward personal initiative

Transformational Leadership Theory

Transformational leadership inspires

people to achieve exceptional results.
It gives employees autonomy over
specific jobs, as well as the authority to
make decisions once they have been
trained.

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Four Principal Dimensions of

Transformational Leadership
Inspirational motivation
– providing followers with a sense of
meaning and challenge in their work
Intellectual stimulation
– encouraging followers to question
assumptions, explore new ideas and
methods and adopt new perspectives

Idealized influence
– behaviour that followers strive to emulate
or mirror
Individualized consideration
– special attention to each follower’s needs
for achievement and growth

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Transformational Leadership
Quotations

“A bad system will beat a good

person every time.” (Edwards Deming)

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“If you want something new, you

have to stop doing something old.”
(Peter Drucker)

“Punishing honest mistakes stifles

creativity. I want people moving
and shaking the earth and they are
going to make mistakes.” (Ross Perot)

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“Good leadership consists of

showing average people how to do
the work of superior people.” (John D.
Rockefeller)

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