Question

In the book "Principle Centered Leadership" explain TQL Total Quality Leadership and Deming chapters.

Answer 1

Total quality leadership implies managing keeping quality as the focus. The aim is to manage keeping in mind the requirements of the consumer. It’s not simply a method, but a business ethos where all in the firm are dedicated to fulfilling consumer requirements.

TQL is a philosophy which begins with the consumer, and not by means of a bottom line profit-loss statement.

It is quite data-oriented & demands the monitoring of several variables inside & external to the firm. These numerical computes are utilized to guide the quest for enhanced performance, & are identified as means instead of as ends; as guides to deeper realities, instead of matters to be controlled.

In TQL there is liberty, still there is control. There is liberty to find new markets, to formulate new systems, to obtain more mastery over the procedures. And there is the control of a info-based approach to enhancement.

Deming’s fourteen points on Quality Management, a central concept on executing TQM, is a collection of management practices to aid firms enhance their quality& their productivity.

These are as follows:

1. Develop a constancy of purpose for enhancing commodities.(firms must allocate resources for long-run planning, research, learning & for continual enhancement of the design of their commodities)
2. Accept the new philosophy.(governmental regulations denoting hurdles must be eliminated, transformation of firms is required)
3. Stop reliance on inspection to obtain quality.(quality must be devised & built in the processes to avoid defects)
4. Stop the system of awarding business on only price ; rather, minimize total expenses by working with one supplier.(firms should establish long-run relations with suppliers)
5. Improve continuously & forever each process for planning, manufacturing & service.(management & staff must search constantly for new methods of enhancing quality)
6. Introduce training on the work.(training for every level is essential &is not optional)
7. Take on & establish leadership.(managers are required to lead & not just supervise)
8. Do away with fear.(make personnel feel sufficiently secure to provide ideas & clarify questions)
9. Knock down barriers between personnel areas.(functioning as teams will solve several issues)
10. Eradicate slogans/ catchphrases/ targets for the workers.(issues with quality / productivity are affected by the system & not by persons. Posters /slogans lead to frustration/ resentment)
11. Eradicate numerical quotas for the workers & numerical objectives for the management.(to fulfil quotas personnel will manufacture defective items )
12. Eradicate hurdles that deprive personnel of the satisfaction of workmanship & the annual rating practise .(individual performance appraisals are a hurdle to pride of achievement)
13. Establish a dynamic agenda of learning & self-improvement for all.(continual learning for all)
14. Put each one in the firm to work for realising the transformation.(commitment on part of the top-level management & staff is needed)