Leadership for TQM

• Attitude and Involvement of Top

Management
• Communication
• Culture
• Management Systems
• Management is doing things right; leadership
is doing the right things.
• Peter Drucker
Define Leadership
• There is no universal definition of leadership and
indeed many books have been devoted to the topic
of leadership.
• James McGregor described leadership as one who
instills purposes, not one who controls by brute
force.
• A leader strengthens and inspires the followers to
accomplish shared goals.
The Malcolm Baldrige National Quality Award’s
definition of Leadership
An organization’s senior leadership should:
• Set direction and create a customer focus.

• Create clear and visible values, and high expectations

• These directions values and expectations should balance the

needs of all your stakeholders.

• Ensure the creation of strategies, systems, and methods for

achieving excellence, stimulating innovations, and building
knowledge and capabilities
The Malcolm Baldrige National Quality Award’s
definition of Leadership

• 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.
The Malcolm Baldrige National Quality Award’s
definition of Leadership

• Senior leadership should serve as role models through their

ethical behavior and their personal involvement in
planning, communications, coaching and development of
future leaders.

• As a role models, they can reinforce values and expectations

while building leadership, commitment, and initiative
throughout your organization.
Getting quality results is not a short-term, instant-
pudding way to improve competitiveness;
implementing total quality management requires
hands-on, continuous leadership

Armand V. Feigenbaum
 Characteristics of Excellent Leadership

1. Visible, committed, and knowledgeable

2. A missionary zeal
3. Aggressive targets
4. Strong drivers
5. Communication of values
6. Organization
7. Customer Contact
Dr.Curt Reimann
Director
Malcolm Baldrige National Quality Award
1. Visible, committed, and
knowledgeable
• They promote the emphasis on quality and know the details
and how well the company is doing.
• Personal involvement in education, training and recognition.
• Accessible to and routine contact with employees, customers
and suppliers.
2. A missionary zeal
• The leaders are trying to effect as much change as possible
through their suppliers, through the government and through
any other vehicle that promotes quality.

• Active in promotion of quality outside the company.

 3. Aggressive targets

• Going beyond incremental improvements and looking at the

possibility of making large gains, getting the whole
workforce thinking about different processes-not just
improving processes.
4. Strong drivers

• Cycle time, zero defects, six sigma or other targets to drive

improvements. Clearly defined customer satisfaction and quality
improvement objectives.
5. Communication of values

• Effecting cultural change related to quality.

• Written policy, mission, guidelines and other documented statements

of quality values, or other bases for clear and consistent
communication.
6. Organization

• Flat structures that allow more authority at lower levels.

• Empowering employees. Managers as coaches rather

than bosses.

• Cross-functional management processes and focus on

internal as well as external customers. Inter-
departmental improvement teams.
7. Customer Contact

• CEO and all senior managers are accessible to customers

 The Westinghouse Total Quality Model

Total Quality
Requirements

Customer
Orientation Customer Orientation

Human Resource
Excellence Participation Training Motivation

Product/Process Product/ Process/

Suppliers
Leadership Services Procedure Information

Management
Leadership Culture Planning Communication Accountability

The model is built upon the foundation of management Leadership

 Framework of IBM’s Market Driven Quality Program

“Driver” System Measures

Goal
Of Progress
Leadership Systems Customer Satisfaction
Quality Results
• Vision • Information/Analysis
• Involvement •Planning •Improved Quality
• Policy •Human Resources •Lower Costs
Market Success/
•Quality Assurance
• Management Competitiveness

Market Driven Quality Model