Lecture # 6

QUALITY
ENGINEERING

DR AFSHAN NASEEM

DEPARTMENT OF ENGINEERING MANAGEMENT

NUST COLLEGE OF E&ME
Amazon- Leadership

https://www.youtube.com/watch?v=FxzOxgYM0t0
Disney- Billion Dollar Strategy

https://www.youtube.com/watch?v=9qRqSMc5ICk
 LEADERSHIP
&
STRATEGIC PLANNING
 Leadership
• The ability to positively influence
people and systems to have a
meaningful impact and achieve results
 Strategic Planning
• The process of envisioning an
organization’s future and developing the
necessary procedures and operations to
achieve that future.
The Baldrige “Leadership Triad”

Strategic
Planning

Leadership Operations

Customer and
Market Focus
 Executive Leadership

• Defining and communicating business directions

• Ensuring that goals and expectations are met
• Reviewing business performance and taking
appropriate action
• Creating an enjoyable work environment
• Soliciting input and feedback from customers
• Ensuring that employees are effective
contributors
• Motivating, inspiring, and energizing employees
• Recognizing employee contributions
 Core Leadership Skills

• Vision
• Empowerment
• Intuition
• Self-understanding
• Value congruence
 Leading Practices - Leadership

• Create a customer-focused strategic vision and

clear quality values
• Create and sustain leadership system and
environment for empowerment, innovation, and
organizational learning
• Set high expectations and demonstrate personal
commitment and involvement in quality
• Integrate quality values into daily leadership and
management and communicate extensively
 Leadership Theories

• Trait approach - personal attributes of leader

• Behavioral approach – leaders are made
• Contingency (situational) approach – change with
environment & situation
• Role approach: define roles for all
• Emerging theories:
– Attributional theory – internal & external factors
– Transactional theory- inspire the subordinates
– Transformational leadership theory-long-term perspectiv
– Substitutes for leadership theory- low effectiveness
 Leadership System
• Refers to how decisions are made,
communicated, and carried out at all levels;
mechanisms for leadership development, self-
examination, and improvement
• Effectiveness of leadership system depends in
part on its organizational structure
Common Organizational Structure

Customers

Customer Customer Customer

team team team

Systems and support services

Executive steering committee

CEO
 Leadership and Public
Responsibilities
• Ethics
• Health, safety, and environment
• Community support
 Strategic Planning
“A strategy is a pattern or plan that integrates an
organization’s major goals, policies, and action
sequences into a cohesive whole.”
James Quinn
Formal strategy includes:
• Goals to be achieved
• Policies to guide or limit action
• Action sequences, or programs,
that accomplish the goals
 Tasks Accomplished by Strategic
Planning
• Understand important customer and operational
requirements
• Optimize use of resources and ensure bridging
between short-term and longer-term
requirements
• Ensure that quality initiatives are understood at
all organizational levels
• Ensure that work organizations and structures
will facilitate accomplishment of strategic plan
 Leading Practices - Strategic Planning
• Active participation of top management,
employees, customers, suppliers
• Systematic planning systems for strategy
development and deployment, including
measurement, feedback, and review
• Use of a variety of external and internal data
• Align short-term action plans with long-term
strategic objectives, communicate them, and
track progress
 Strategic Planning Process
Reason for existence Future intent Attitudes and policies

Mission Vision Guiding Principles

Environmental assessment Capabilities and risks

Broad statements of direction

Strategies

Strategic Objectives Things to change or improve

Action Plans
Implementation
 Mission
• Definition of products and services, markets,
customer needs, and distinctive competencies
• Solectron: “…to provide worldwide
responsiveness to our customers by offering
the highest quality, lowest total cost,
customized, integrated, design, supply chain,
and manufacturing solutions through long-term
partnerships based on integrity and ethical
business practices.”
 Vision
• Where the organization is headed and what
it intends to be
– Brief and memorable - grab attention
– Inspiring and challenging - creates
excitement
– Descriptive of an ideal state - provides
guidance
– Appealing to all stakeholders - employees
can identify with
• Solectron: “Be the best and continuously
improve”
 Policy Deployment

• Top management vision leading to long-term

objectives
• Deployment through annual objectives and
action plans
• Negotiation for short-term objectives and
resources
• Periodic reviews
 The Seven Management and Planning
Tools
• Affinity diagrams – organize large no. of ideas
• Interrelationship digraphs – causal relationships
• Tree diagrams – map out paths & tasks
• Matrix diagrams – logical connecting points
• Matrix data analysis – quantitative relationships
• Process decision program charts – conceivable
events & contingency
• Arrow diagrams- sequencing & scheduling tasks
 Leadership in the Baldrige Criteria

The Leadership Category examines how an organization’s

senior leaders address values, directions, and performance
expectations, as well as a focus on customers and other
stakeholders, empowerment, innovation, and learning. Also
examined is how the organization addresses its
responsibilities to the public and supports its key
communities.
1.1 Organizational Leadership
a. Senior Leadership Direction
b. Organizational Performance Review
1.2 Public Responsibility and Citizenship
a. Responsibilities to the Public
 Strategic Planning in the Baldrige Criteria

The Strategic Planning Category examines how an

organization develops strategic objectives and action plans.
Also examined are how chosen strategic objectives and
action plans are deployed and how progress is measured.
2.1 Strategy Development
a. Strategy Development Process
b. Strategic Objectives
2.2 Strategy Deployment
a. Action Plan Development and Deployment
b. Performance Projection
 Assignment # 2
• Case Study 1: Leadership in the Virgin
Group
• Case Study 2: Strategic Planning at
Branch-Smith Printing Division

• Answer questions related to both case studies

• Submission Date: 15th Dec. 2020
Discussion