1 Core Values and Concepts Visionary leadership Customer-driven excellence Organizational and personal learning Valuing employees and partners Agility Focus on the future Managing for innovation Management by fact Social responsibility Focus on results and creating value Systems perspective
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Core Values and Concepts Visionary leadership Customer-driven excellence Organizational and personal learning Valuing employees and partners Agility Focus on the future Managing for innovation Management by fact Social responsibility Focus on results and creating value Systems perspective
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TQM
QA
QC
I
Inspection
Quality Control
Quality Assurance
TQM
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Q - QUALITY DEFINITIONS
Quality is customer satisfaction/delight Quality means conformance to specified requirements Quality means fitness for use Quality means value for money Quality means zero defects
Quality means guarantee of confidence Quality is efficiency and productivity Quality is a collective attitude of mind
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• Quality is a thought revolution in management• Quality is an investment for profitability• § Quality means on time delivery• § Quality is a systematic approach to
excellence• § Quality is the ultimate expression of
craftsmanship• § Quality is a never ending cycle of
improvement• § Quality means pride of ownership• § Quality means consistently producing
conforming products• § Quality means credibility• • QUALITY IS ALL OF THE ABOVE
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Quality dimensions of a service
Reliability
Tangibles Assurance
Empathy Q Access
Courtesy Communication
Responsiveness
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Company Values• Listen to, understand and satisfy the customer• Communicating and listening to the company’s
staff and stakeholders• Observing social and ethical values• Developing a win-win relationship with our
suppliers• The customer above all• Respect for the individual• Morals and integrity in business• Going beyond our customers’ expectations• Placing people at the centre of the company• Respecting general interests
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1 VISIONARY LEADERSHIP
Senior leaders should set directions Create a customer focus Clear and visible values and high
expectations Ensure the creation of strategies, systems
and methods for achieving excellence Stimulate innovation Build knowledge and capabilities
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Contd. VISIONARY LEADERSHIP Inspire and motivate entire workforce Encourage all employees to contribute, to
develop and learn Be responsible to the Governance body for
actions and performance Governance Body responsible ultimately to all
stakeholders for the ethics vision actions performance of the organization 7
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Contd. VISIONARY LEADERSHIP
Review of organizational performance Employee recognition
Serve as Role Models through - ethical behaviour, reinforcing values - personal involvement in planning, communication, coaching, development of future leaders
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2 Customer Driven Excellence
Take into account all product and service features & characteristics
Modes of customer access that add value to customers
Customer - acquisition satisfaction preference referral retention loyalty market share gain and growth
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Contd.. Customer Driven Excellence
Understanding today’s customer desires – current
Anticipating future customer desires and market potential
Help build relationships, trust, confidence and loyalty
Using data to determine trends, projections, cause and effect analysis etc.
Why analyse ? - for planning
- reviewing overall performance
- improving operations
- change management
- comparing with competitors
- ‘best practices’ benchmarks
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9 Social Responsibility
•Responsibilities to the public•Ethical behaviour
•Need to practice good citizenship
•Protection of public health, safety ,and environment through organization’s operations and also life cycles of products and services
•Resource conservation and waste reduction at the source•Disposal of products•Meet all local laws and regulatory requirements 25
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Contd. Social Responsibility
Practicing good citizenship (within the limits of organization’s resources)
Improving educationImproving healthcareImproving environmental excellenceImproving resource conservationImproving community serviceImproving best practicesSharing non-proprietary information
Influencing other organizations to partner for these purposes – leading or participating in efforts to help others. 26
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10 Systems Perspective
Synthesis : looking at your organization as a whole
Alignment : using the key linkages among requirements
Integration : individual components of your performance, management