LESSON 5: LEADERSHIP TOTAL QUALITY MANAGEMENT TABLE OF CONTENTS 01 DEFINITION OF LEADERSHIP 02 IMPORTANCE OF LEADERSHIP IN TQM 03 4 TYPES OF LEADERSHIP 04 Seven habits of Highly Effective People by Stephen R. Covey LET THAT BRAIN CELLS WORK! 4 PICS, 1 WORD _E_ D _ _ L E S H Z A LEADE R LEAD A leader is one who heads an organization, department, or ER ● group of people to carry out certain tasks assigned to them or accepted by them as a single entity to the satisfaction of one and all. ● Defines a leader in total quality management as a person who inspires, by appropriate means, sufficient competence to influence a group of individuals to become willing followers in the achievement of organizational goals. HINT: It is the action of leading a group of people or an organization. LEADERSH IP LEADERSHIP • • The ability of a leader to manage or lead a group of people effectively to carry out the task. “ The action of leading a group of people or an organization”(Oxford Dictionary) Why is leadership important in TQM?is the most important element for Leadership achieving TQM. It requires the manager to provide an inspirational vision and strategic direction which will be understandable for all the employees, as well as setting values that will lead the lower-level employees. 4 TYPES OF LEADERSHIP AUTOCRATIC DEMOCRATI C LAISSEZFAIRE TRANSFORMATIONAL AUTOCRATIC • Autocratic Leadership Also known as Authoritarian Leadership. • Autocratic Leadership style can easily be summed up by the command, “Do as you’re told.” • In Autocratic Leadership, direction comes from the top, a singular figure who leads a company or team. An autocratic leader determines strategy, policies, procedures, and the direction of the organization, dictating everything to subordinates. Authoritarian leaders are not focused on collaboration with those in their circle, they are rarely interested in feedback, and they prefer to hold all of the power and be in charge. DEMOCRATIC • • • Also known as Participative Leadership The Democratic Leadership approach involves gathering input from your subordinates and team members so everyone has a chance to contribute to the decision-making process. Democratic leaders are still the decision-makers, but their approach allows others to feel engaged and have a stake in the final outcome. Democratic leaders excel at sparking creativity among subordinates, and projects are enhanced when positive contributions come from all sides. LAISSEZ-FAIRE • • It involves empowering your employees, being hands-off, and trusting them to accomplish the task at hand without constant questions or micromanagement. Laissez-faire leaders leave decisions to their employees while staying available to provide feedback when necessary TRANSFORMATION TransformationalAL Leadership involves developing a grand vision and rallying your employees around it. Under this style, the team is eager to transform and evolve – personally and professionally – in order to achieve the overall goal. With the organization and employees aligned, teams working under a transformational leader are united for a singular cause, and willing to commit their effort, time, and energy to the organization. TRUE OR FALSE 01 Democratric leaders leave decisions to their employees while staying available to provide feedback when necessary TRUE FALSE FALSE Laissez-faire leaders leave decisions to their employees while staying available to provide feedback when necessary 02 Autocratic Leadership Also known as Authoritarian Leadership TRUE FALSE TRUE 03 Democratic Leadership style can easily be summed up by the command, “Do as you’re told.” TRUE FALSE FALSE Autocratic Leadership style can easily be summed up by the command, “Do as you’re told.” 04 Transformational Leadership involves developing a grand vision and rallying your employees around it. TRUE FALSE TRUE Seven Habits of Highly Effective People by Stephen R. Covey Seven Habits of Highly Effective People by Stephen R. Covey 1: Be Proactive Focus and act on what you can control and influence instead of what you can’t. 2. Begin With the 3: Put First Things First End in Mind 4: Think WinWin Define clear measures of success and a plan to achieve them. Collaborate more effectively by building high-trust relationships Prioritize and achieve your most important goals instead of constantly reacting to urgencies. Seven Habits of Highly Effective People by Stephen R. Covey 5. Seek First to Understand, Then to Be Understood Influence others by developing a deep understanding of their needs and perspectives 6: Synergize Develop innovative solutions that leverage differences and satisfy all key stakeholders 7: Sharpen the Saw Increase motivation, energy, and work/life balance by making time for renewing activities relationships 7 TOOLS FOR THE QUALITYJOURNEY 7 TOOLS FOR QUALITY CONTROL 04 01 CHECK SHEETS 05 02 03 HISTOGRAM CONTROL CHARTS PARETO DIAGRAM CAUSE AND EFFECT DIAGRAM 06 SCATER DIAGRAM 07 FLOW CHART Objectives: •The aim of this lesson is to present the methods (tools and techniques) which may be used in the quality improvement process. •It is also important to understand that some of the tools which are presented in this lesson may be used by top and middle management in their planning and checking activities while other tools have been developed in order to satisfy the needs of the masses (blue collar workers, supervisors, employees in administration etc.). THE SEVEN+TOOLS FOR QUALITY CONTROL ‘The seven tools of quality control’ is a phrase which originated from Japan and which is inseparable from quality circles. A Quality Circle is: • A small group • Voluntarily carrying out quality control activities • Within its own work area. One of the reasons for the success of the so-called quality circles in Japan is that in the ‘Deming cycle’ a substantial part of the activities—‘check’, ‘action’ and ‘planning’—have been transferred to the ‘process level’ (operator level). This ‘transfer’ of responsibility and competence is shown in Figure 7.1. 1. CHECK SHEETS There are two different types of ‘checks’ in the quality improvement cycle (the PDCA cycle). For both types of checks a specifically designed sheet (form) may be very helpful. TYPES OF CHECKS 1. ‘do phase’ 2. ‘the check phase’ ‘Do Phase In the ‘do phase’ of the PDCA cycle there are usually some standards (standard operations) which must be followed. Such as; *‘must-be operations’ –these are the constraints on carrying out the work. These constraints consist of restrictions which must be adhered to, in performing the work; items which ensure the safety of employees or assure product quality are the most important of these. ‘The Check Phase • In this type of check the results are compared with the plan and the causes behind any significant gaps are identified and studied. • The keywords in this check are study, learn and understand variations. • If the variations are understood it is possible to continue the rotation of the PDCA cycle in an efficient way. But profound understanding is only possible if meaningful data is available and meaningful data will only be available if it has been well planned. • In the plan phase of the PDCA cycle the necessary data collection must be planned so that the collection can be done in the do phase and so that the necessary data analysis can be done in the check phase • • • In order to carry out the data collection and analysis effectively it is a good idea to design a check sheet which simplifies the whole process. Such a check sheet must be specifically designed for each PDCA application because the need for data varies from application to application. As a rule of thumb check sheets need both ‘result data’ and ‘cause data’. Examples of result data are number of defects/failures, production size or inspection size. Examples of cause data come from ‘the six Ms’ (men, machines, materials, methods, management and mileu). 2. THE PARETO DIAGRAM • The Pareto diagram is a graphic depiction showing both the relative distribution as well as the absolute distribution of types of errors, problems or causes of errors. • It is generally known that in most cases a few types of errors (problems or causes) account for 80–90% of the total number of errors in the products and it is therefore important to identify these few major types of errors. This is what the Pareto diagram is used for. • The Pareto diagram indicates the type of error (problem) to be reduced first to improve the production process. • The Pareto diagram is often used as the first step of a quality improvement programme. • The Pareto diagram has proved to be useful for establishing cooperation around the solution of common problems as simply looking at the diagram tells the persons involved what the greatest problems are. • When this is known to everybody, the next step is to find and remove the causes of these problems. • The cause-and-effect diagram may be useful in further quality improvement work. 3. THE CAUSE AND EFFECT DIAGRAM •The cause-and-effect diagram is also called an Ishikawa diagram because the diagram was first introduced by Dr. Kaoru Ishikawa in 1943 in connection with a quality programmed at the Kawasaki Steel Works in Japan. •Sometimes the diagram is also called a fishbone diagram. •Cause-and-effect diagrams can be extremely useful tools for hypothesizing about the causes of quality defects and problems. •The diagram’s strength is that it is both simple to use and understand and it can be used in all departments at all levels. • Returning to the underlying connection between quality tools, when the first cause-and-effect diagram has been drawn, it is necessary to identify the most important causes, including the eventual testing of some of them. • Most causes can be put down to men, materials, management, methods, machinery and milieu (the environment), cf. Figure 7.3 • On completion of the data analyses and with the most important causes identified, quality planning can begin. • Quality planning involves both determining which preventive methods to use in controlling identified causes and setting goals for ‘planned action’. • Since it is not such a good idea to ‘attack’ all the causes at the same time, the Pareto diagram may be a valuable tool. 4.HISTOGRAMS • A histogram is a graphic summary (a bar chart) of variation in a specific set of data. • The idea of the histogram is to present the data pictorially rather than as columns of numbers so that the readers can see ‘the obvious conclusions’ which are not always easy to see when looking more or less blindly at columns of numbers. This attribute (simplicity) is an important asset in QC circle activities. 5. CONTROL CHARTS may be used partly to control variation and partly in the identification and control of the causes which give rise to these variations Shewhart (1931) Shewhart defined a production process as, in principle, a specific mixture of causes. Changing just one of the causes, e.g. change of operator, results in a completely different production process. Causes Of Quality Variation ( Shewhart) • Random Causes (System Causes) • Specific Causes RANDOM CAUSES •‘Random’ causes are characterized by the fact that there are many of them and that the effect of each of these causes is relatively small compared to the special causes. •Shewhart’s prefer system causes instead. •Deming (1982) uses the designation ‘common causes’ and emphasizes that it is these causes which must be ‘attacked’ if the system is to be improved. This is our justification for calling them system causes. SPECIFIC CAUSES • there are only a small number of specific causes and the effect of each specific cause may be considerable. An example of a specific cause is when new employees are allowed to start work without the necessary education and training. ATTRIBUTE CONTROL CHARTS In many cases the data are not a result of measuring a continuous variable, but are the result of counting how often a specific event or attribute FOUR TYPES OF ATTRIBUTE CONTROL CHART 01 03 P CHART is a control chart to analyze and control the proportion of failures or defects in subgroups or samples of size n. 02 NP CHART is a control chart to analyze and control the number of failures or defects in subgroups or samples of size n. C CHART is a control chart to analyze and control the number of non-conformities (defects, failures) with constant sample size 04 U CHART is a control chart to analyze and control the proportion of non-conformities (defects, failures) with a varying sample size. 6. SCATTER DIAGRAMS AND THE CONNECTION WITH THE STRATIFICATION PRINCIPLE Stratification principle Stratification principle was discussed in relation to the cause-and-effect diagram and the Pareto diagrams. Stratification it enables an effective causal analysis to be carried out and so improves the design of effective prevention methods Effective causal analysis will only be effective if measurements of production results are supplemented by data on the most important causes EXAMPLES * by data on people (which operator) * materials (which supplier) *machines (type, age, factory) * time (time of day, which day, season) * environment (temperature, humidity) 7. FLOW CHARTS - Last tool in ‘the seven+tools for quality control’. John T.Burr (Costin, 1994) said: • Before you try to solve a problem, define it. • Before you try to control a process, understand it. • Before trying to control everything, find out what is important. • Start by picturing the process. • Making and using flow charts are among the most important actions in bringing process control to both administrative and manufacturing processes. • The easiest and best way to understand a process is to draw a picture of it—that’s basically what flow charting is. Quality tools are only effective if they are used in the right way and the basic rules to follow are: 1. Educate your people in understanding the aims and principles of the different tools. 2. Train your people in applying the tools. 3. The best training is ‘on the job training’. RELATIONSHIP BETWEEN THE TOOLS AND THE PDCA CYCLE * As a conclusion to this chapter we present Table 7.10 which gives the reader an overview of the seven+tools for quality control and their potential application in the PDCA cycle. * The seven+tools for quality control can be applied in different parts of the PDCA cycle. Three of the methods may be applied in the planning phase (P), all of them may be applied in the Do and Check phases while three of the methods may be applied in the Action phase. Only one of the methods—flow charts—may be applied in all the phases of the PDCA cycle. THANK YOU FOR LISTENING!
