2. LEADERSHIP CONCEPTS Copyright 2006 John Wiley & Sons, Inc.3-2

3. Leadership leadership is lifting of man’s visions to higher sights, raising of man’s performance to a higher standard, the building of man’s personality beyond its normal limitations. Definition: Acc to Narayana murthy, chairman and chief mentor of Infosys, A great leader is one who is not only good in creating vision, creating big picture, but also ensuring that he goes in to the nitty-gritty, into the details of making sure that his vision is actually translated into reality through of execution. Copyright 2006 John Wiley & Sons, Inc.3-3

4. LEADERSHIP PRINCIPLES Copyright 2006 John Wiley & Sons, Inc.3-4 SHAPE PROMOTE PROTECT EXEMPLIFIES THE ORGANIZATION’S VALUES

5. CHARACTERISITICS OF QUALITY LEADERS Priority attention to external and internal customers and their needs. Empower rather than control, subordinates Improvement rather than maintenance Emphasis prevention Emphasis collaboration rather than competition 3-5

6. Train and coach, rather than direct and supervise Learn form the problems Continually try to improve communications Continually demonstrate their commitment to quality Choose suppliers on the basis of quality not price Establish organizational systems to support the quality effort Encourage and recognize team effort. Copyright 2006 John Wiley & Sons, Inc.3-6

7. LEADERSHIP CONCEPTS People, paradoxically need security and independence at the same time. People are sensitive to external rewards and punishments and yet are also strongly self – motivated. People like to hear a kind of word of praise. Catch people doing something right, so you can pat them on the back. People can process only a few facts at a time, thus a leader needs to keep things simple. Copyright 2006 John Wiley & Sons, Inc.3-7

8. cont…, People trust their get reaction more than statistical data. People distrust a leaders' rhetoric if the words are inconsistent with leaders actions. Copyright 2006 John Wiley & Sons, Inc.3-8

9. 7 HABITS OF HIGHLY EFFECTIVE PEOPLE Be proactive Begin with the end in mind Put first things first Think win-win Seek first to understand, then to be understood Synergy Sharpen the saw (Renewal) Copyright 2006 John Wiley & Sons, Inc.3-9

10. ROLE OF SENIOR MANAGEMENT Management by Wandering Around (MBWA) Strategy of problem solving and decision making Strong information base Recognition and reward system Spending most of the time in quality Communication Identify and encourage potential employee.3-10

11. Accept the responsibility To play a role model Establish policies related to TQM Assume leadership in bringing about a cultural change Check whether the quality improvement programmes are conducted as planned Attend TQM training programme It is the duty of senior management to train and educate their employees The senior management must find time to celebrate the success of their organization’s quality efforts Communication is vital role of senior management. Copyright 2006 John Wiley & Sons, Inc.3-11

12. QUALITY PLANNING The following are the important steps for quality planning a.Establishing quality goals b.Identifying customers c.Discovering customer needs d.Developing product features e.Developing process features f.Establishing process controls and transferring to operations Copyright 2006 John Wiley & Sons, Inc.3-12

13. STRATEGIC QUALITY PLANNING Goals – Long term planning Objectives – Short term planning Goals should, a. Improve customer satisfaction, employee satisfaction and process b. Be based on statistical evidence c. Be measurable d. Have a plan for its achievement e. Have a time frame for achieving the goal f. Finally, it should be challenging yet achievable. 3-13

14. THINGS TO BE THINK FOR QUALITY PLANNING Business having larger market share and better quality, earn returns much higher than their competitors. Quality and market share each has a strong separate relationship to profitably. Planning for product quality must be based on meeting customer needs not just meeting product specifications For same products. We need to plan for perfection. For other products we need to plan for value. Copyright 2006 John Wiley & Sons, Inc.3-14

15. QUALITY STATEMENTS Quality statement include the vision statement, mission statement and Quality policy statement. They are the part of strategic planning process The utilization of these three policy statement are vary from organization to organization Small organization use only Quality policy statement. Copyright 2006 John Wiley & Sons, Inc.3-15

16. VISION STATEMENT It is a short declaration of what an organization aspires to be tomorrow. Example: Disney theme park - Happiest place on earth Polaroid - Instant photography Successful visions provide a guideline for decision making. To be world class enterprise in professional electronics- Bharat electronics. MISSION STATEMENT It answers the following questions, Who are the customers? What we do? How we do it? Copyright 2006 John Wiley & Sons, Inc.3-16

17. It describes the function of the organization. It provides a clear statement of purpose for employees, customers & suppliers. To meet customers transportation and distribution needs by being the best at moving their goods on time, safely and damage free. QUALITY POLICY STATEMENT It is guide for everyone in the organization as to how they should provide products and services to the customers. Copyright 2006 John Wiley & Sons, Inc.3-17

18. CHARACTERISITICS Quality is first among equals Meet the needs of the internal & external customers Equal or exceed competition Continuously improve the quality Utilize the entire work force Quality policy requirement of ISO/QS 9000. Copyright 2006 John Wiley & Sons, Inc.3-18