LEADERSHIP

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

The story is told of three executives traveling on the same flight to an international conference. One executive was British, one Japanese, and one American. They were hijacked by terrorists and immediately before execution were offered an opportunity to make a last request. The Englishman asked to sing a verse of “God Save the Queen.” The Japanese executive wanted to give a lecture on Japanese management. Upon hearing this, the American said: “Let me be the first one to be shot. I simply can’t take another lecture on Japanese management.”

The point of this story is that many U.S. managers are growing weary of such comparisons, in which they appear to be second best. One such comparison involved a visit to several Japanese companies by seven Leadership Forum executives. The experience left them with a profound belief that the reason why Japanese companies are beating U.S. companies has little to do with trade barriers, culture, cost of capital, sympathetic unions, or a supportive government. They found that the primary reason is simply that the United States is being outled and outmanaged. With some notable exceptions, U.S. firms are lagging behind because they lack
clear, consistent, and persistent leadership from the top. Joseph Jaworski, chairman of the American Leadership Forum, is among the many CEOs who suggest that quality depends upon a vision of excellence and that a vision becomes reality through excellent, compelling leadership.



Some principles and practices of total quality management (TQM) may differ among firms and industries, but there is unanimous agreement as to the importance of leadership by top management in implementing TQM. Such leadership is a prerequisite to all strategy and action plans.

According to Juran, it cannot be delegated.

Those firms that have succeeded in making total quality work for them have been able to do so because of strong leadership.

A U.S. General Accounting Office (GAO) study concluded, “Ultimately, strong visionary leaders are the most important element of a quality management approach.”

Dr. Curt Reimann, director of the Malcolm Baldrige National Quality Award, has reviewed hundreds of applications, including those of the award winners. His review of key excellence indicators of quality management is insightful and helpful for an award applicant or anyone using the Baldrige criteria as a benchmark to evaluate the quality of management.

He summarizes the characteristics of excellent leadership as follows:

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.



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 in the U.S. They are active in promoting quality outside the company.



Aggressive targets— Going beyond incremental improvements
and looking at the possibility of making large gains, getting the whole work force thinking about different processes — not just improving processes.



Strong drivers— Cycle time, zero defects, six sigma, or other targets to drive improvements. Clearly defined customer satisfaction and quality improvement objectives.



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
communications.



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. Interdepartmental improvement teams.


Customer contact— CEO and all senior managers are accessible
to customers.