Leadership In TQM

Group Members:

Musfirah Abbas
Umer Farooq
Abu Bakar Khan
Umair Anwer
Zafar Jawed
Faisal Tariq

Contents
Introduction to Leadership
5 Levels of Leadership
Leadership & TQM
Demings 14 Points
Conclusion

Introduction to Leadership

Musfirah Abbas

MBA(ENGG) 0825

Leadership & Nelson Mandela

A leader.. is like a shepherd. He stays
behind the flock letting the most nimble go
out ahead, where upon the others follow, not
realizing that are all along they are being
directed from behind.

Leadership & Bill Gates

As we look ahead into the next century,
Leaders will be those who empower others

Leadership & Napoleon

If you build an army of 100 lions and
their leader is a dog, in any fight, the
lions will die as a dog. But if you build
any army of 100 dogs and their leader is
a loin, all dogs will fight like a lion.

Leadership & Abraham Lincoln

Great leaders are teachers not
tyrants. They help their followers
see and understand more. They
inspire them to become more and
motivate them to do more.

Leadership

The 5 Level
of Leadership

Umer Farooq

MBA(ENGG) 0834

1
Position

Position is lowest level of leadership

Never a leader at this level, only a boss
Have subordinates not team members
Rely on rules, regulations, policies and organization charts to control their
people.
People will only follow within stated boundaries of their authority
Does not require effort or ability to achieve this level.
Your only influence comes by way of your job title--a poor substitute for
influence.
Every leader aspire to grow beyond this level.

2
Permission
First real step into leadership
When you like people and treat them like individuals, you begin to
develop influence with them.
People do more than merely comply with orders and start to follow.
Build solid, lasting relationships.
Work together with their leader and change working environment
Agenda is not preserving position but instead its getting to know their
people and figuring out how to get along with them.

3
Production

Qualify and separate true leaders

Result oriented.
Not only productive individual but team also..
No one can fake Level 3.
Level 2 Level 3 jump requires self-discipline, work ethic ,
organization or skill to be productive.
Take people to the next level of effectiveness.
Results of hitting level 3: work gets done, morale improves, profits go
up, turnover goes down, and goals are achieved.

4
People
Development
Leaders must transition from producer to developers
People are any organizations most valuable asset.
Leaders become great not because of their power but because of their
ability to empower others.
You now have more leaders on team
Focus on people development, 20% on personal productivity and 80%
on development.
Teamwork and performance goes to very high level here.
Level 4 leaders change the lives of people they lead.

5
Pinnacle
Highest and most difficult level of leadership.
Levels 1-4 can be learned.
Level 5 requires not only effort, skill and intentionality, but also a high
level of talent.
Only naturally gifted leaders ever make it to this level.
Create a legacy of leadership in organization they serve.
Reproducing place which make greatest impact of their lives.
Handle as many great challenges.

The Role of Leadership

in Total Quality Management
(TQM)

Abu Bakar Khan

MBA(ENGG) 0812

The Role of Leadership in TQM

Overlooked in the past
Without sound leadership, the quality control process would be likely
far less effective.
Participation of all of its members.
Continuous success.

Create the proper environment

Team work environment.
Lead with kindness and intention.

Lead by example
Leader can get people to willingly follow them
Do what you say to build trust

Consider the wants of all stake holders

Owners, employees, suppliers, local communities and
the general public these stake holders form a vital
part

Leader teach, train & coach employees

Define tasks
Clearly define the objectives

Develop challenging objectives & targets

Foster constant growth
Improving the standards of goals
Increase Productivity

Demings 14 Points on Total Quality

Management

Umair Anwar

Zafar Javed

Faisal Tariq

DR. W. Edwards Deming

Was an American engineer, statistician,
professor, author, lecturer, and management
consultant.
Deming received his electrical engineering
degree from the University of Wyoming and
his Ph.D. in mathematical physics.

R. W. Edwards Deming
Deming was a professor of statistics at New York University's
graduate school of business administration.
He also taught at Columbia University's graduate school of business.
Awards: National Medal of Technology and Innovation, Shewhart
Medal, Wilks Memorial Award

14 Points on Total Quality Management

DR. W. Edwards Deming offered 14 key principles for management
to follow for significantly improving the effectiveness of a business or
organization.
Many of the principles are philosophical. Others are more
programmatic.
The points were first presented in his very famous book Out of the
Crisis

Constancy of Purpose

Create constancy of purpose for continual improvement

of products and service
Developing the organizations goals and philosophy
Long term view
Stating the Organizations goals and philosophy
Self examination where are we
Developing a Mission Statement

2
Adopt The New Philosophy
Awaken to the challenge, learn your responsibilities, and take on leadership
for change

Understanding the Philosophy of never-Ending Improvement

Customer satisfaction
Managing for success instead of failure
Identify and remove barriers to achieving quality
Get everyone involved in the quality journey

Cease the need for mass inspection

Eliminate the need for mass inspection as the way of

life to achieve quality by building quality into the
product in the first place.
Replacing mass inspection with Never-Ending
improvement
Develop a plan that minimizes the total cost of
incoming materials and final product
Inspect all or none rule
Commit to examining the process over time

End the Practice of Awarding Business on

Price Tag

Instead, minimize total cost. Move toward a single supplier for any one
item, on a long- term relationship of loyalty and trust.
Changing the philosophy of purchasing
Price has no meaning without a measure of quality being purchased
do not make cost the sole decision factor
Move from multiple to single source relationships
Long term relationship between the vendor and buyer
The lowest price or bidder means poorer quality

Improve every process

Improve constantly and forever the system of production and service, to improve
quality and productivity, and thus constantly decrease costs.
Improving the system
Management has responsibility for the system
Continual reduction of waste
Continual improvement in quality in every activity
Use of Control Charts, flow Charts, Check Sheets, Pareto Diagrams,
Brainstorming, Fishbone (cause and Effect), Histograms, Scatter Diagrams for
managing quality
Shewhart Cycle Plan/Do/Check/Act

6
Institute training on the job
Build a foundation of common knowledge
Allow workers to understand their role

7
Adopt and institute leadership
Dont simply supervise

Provide support and resources so that each staff member can do his or
her best.
Be a coach instead of a policeman

8
Drive out fear
Allow people to perform at their best
Ensuring that they are not afraid to express ideas .
Encourage them to look for better ways to do things.

9
Break down barriers between staff areas
People in research, design, sales and production must work as
a team to reduce the problems of production

10
Eliminate slogans, exhortations and targets
for the workforce
Let people know exactly what you want
Dont make them guess
Dont let words and nice sounding phrases effective leadership

11
ELIMINATE ARBITRARY NUMERICAL
TARGETS
Numerical targets are irrelevant
Focus on quality, not quantity
Continuous improvement in quality and productivity will motivate
workers.
Substitute leadership

12
PERMIT PRIDE OF WORKMANSHIP
Allow everyone to express their potential
Treat all employees the same
Do not encourage the competition in the
workplace
Everyone is the integral part of
organizational success

13
ENCOURAGE EDUCATION
Employees must be up to date
Employees must grow
Encourage self improvement
Prepare for future changes and challenges

14
TAKE ACTION TO ACCOMPLISH THE
TRANSFORMATION
Put everybody in the company to accomplish
the transformation.
Use of PDCA cycle
Create a vision and program to include and
inspire every employee

Conclusion