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LEARNING TO LEAD
Excellent leaders are made as well as born. To be the best, learn the essential skills of leadership through formal training course and on-the job experience.

FOCUSING ON QUALITY The aim of leadership is to help others to achieve their personal best. This involves setting high but
realistic performance goals for yourself and your staff, finding ways to improve operations and procedures, and striving for total quality in all areas.

ALWAYS STRIVE TO PREACH QUALITY AND PRACTISE IMPROVEMENT.

APPLYING STANDARDS work closely with subordinates to set Measurable quality standards that they can seek to achieve or exceed.
Leader discusses possible areas for improvement in standards of work

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The most common quality definition in manufacturing is conformance, which is the degree to which a product characteristic meets preset standards.

"A manager of people needs to understand that all people are different. This is not ranking people. He needs to understand that the performance of anyone is governed largely by the system that he works in, the responsibility of management. Deming

SETTING STANDARDS
Before you or your staff can achieve quality Goals you need to be very clear about your own Expectations regarding how things Should be done and the standards of performance that must be Reached. Once you have defined These expectations you can Communicate them clearly to staff reemphasizing your own Commitment and the fact that achieving excellence is everyones responsibility

ENSURE THAT YOU INVOLVE ALL STAFF MEMBERS IN QUALITY IMPROVING SCHEMES.

RAISING STANDARDS
Maintaining and exceeding standards is an ongoing process involving everyone. Encourage staff to analyze problem areas and to work together To find solutions. Involve them in looking for ways to improve products. Processing Find solutions involve them in looking for ways to improve products, processes and performance and if extras skills are needed, arrange the RFHHA. All Right Reserved, www.rfhha.org

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necessary training. This approach no only generates ideas And innovation, but creates an atmosphere of participation and increased motivation, which in turn results in raised quality standards.

IMPROVING STANDARDS OF QUALITY

TARGET STANDARDS LEADERSHIP Lead your team towards total quality by constantly improving every process and product. STRATEGY Seek to uphold and develop the organizations vision, Mission values and direction, PEOPLE Ensure that staffs are motivated, wellmanaged and empowered to improve continuously. HOW TO ACTIVATE QUALITY Ensure that all staff drives towards continuous improvement in all aspects of performance. Recognized and appreciate individuals and team for the success of their efforts. Determine all objectives with the aim of reaching the highest quality standards. Communicate strategic aims clearly to everybody and review and update them regularly. Train all staff in the skills and capabilities they need to meet their quality targets. Practice two-way communication top-down and bottom-up, through all available media: Ensure money is managed efficiently and RESOURCES Aim to use financial and other resources efficiently to achieve the organization objectives. everyone understands what is happening financially and why. Use the best technology available and consistently update it to state-of-the-art levels. PROCESSES Ensure that all vital processes, Including management are consistently highly effective. Develop performance measures and feedback to maintain the improvement momentum. Stimulate people to formulate Innovative and creative ideas for improving processes.

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The common element of the business definitions is that the quality of a product or service refers to the perception of the degree to which the product or service meets the customer's expectations. Quality has no specific meaning unless related to a specific function and/or object. Quality is a perceptual, conditional and somewhat subjective attribute. The business meanings of quality have developed over time. Various interpretations are given below: 1. ISO 9000: "Degree to which a set of inherent characteristics fulfills requirements."[1] The standard defines requirement as need or expectation. 2. Six Sigma: "Number of defects per million opportunities."[2] 3. Subir Chowdhury: "Quality combines people power and process power."[3] 4. Philip B. Crosby: "Conformance to requirements."[4][5] The requirements may not fully represent customer expectations; Crosby treats this as a separate problem. 5. Joseph M. Juran: "Fitness for use."[5] Fitness is defined by the customer. 6. Noriaki Kano and others, present a two-dimensional model of quality: "must-be quality" and "attractive quality."[6] The former is near to "fitness for use" and the latter is what the customer would love, but has not yet thought about. Supporters characterize this model more succinctly as: "Products and services that meet or exceed customers' expectations." 7. Robert Pirsig: "The result of care."[7] 8. Genichi Taguchi, with two definitions: a. "Uniformity around a target value."[8] The idea is to lower the standard deviation in outcomes, and to keep the range of outcomes to a certain number of standard deviations, with rare exceptions. b. "The loss a product imposes on society after it is shipped."[9] This definition of quality is based on a more comprehensive view of the production system. 9. American Society for Quality: "A subjective term for which each person has his or her own definition. In technical usage, quality can have two meanings: a. The characteristics of a product or service that bear on its ability to satisfy stated or implied needs; b. A product or service free of deficiencies."[5] 10. Peter Drucker: "Quality in a product or service is not what the supplier puts in. It is what the customer gets out and is willing to pay for."[10] 11. W. Edwards Deming: concentrating on "the efficient production of the quality that the market expects,"[11] and he linked quality and management: "Costs go down and productivity goes up as

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improvement of quality is accomplished by better management of design, engineering, testing and by improvement of processes."[12] 12. Gerald M. Weinberg: "Value to some person". References
1. ^ TC 176/SC (2005). ISO 9000:2005, Quality management systems -- Fundamentals and vocabulary. International Organization for Standardization. 2. ^ Motorola University. "What is Six Sigma?". Motorola, Inc.. Retrieved 2008-07-20. 3. ^ Chowdhury, Subir (2005). The Ice Cream Maker: An Inspiring Tale About Making Quality The Key Ingredient in Everything You Do. New York: Doubleday, Random House. ISBN 978-0385514781. 4. ^ Crosby, Philip (1979). Quality is Free. New York: McGraw-Hill. ISBN 0070145121. 5. ^
a b c

American Society for Quality, Glossary - Entry: Quality, retrieved 2008-07-20

6. ^ Kano, Noriaki (1984-04-01). "Attractive quality and must-be quality". The Journal of the Japanese Society for Quality Control: 3948. 7. ^ .Pirsig, Robert M. (1974). Zen and the art of motorcycle maintenance : an inquiry into values. New York, N.Y.: Morrow. ISBN 0688002307. Cited by: Jones, D.R. (September 1989). "Exploring quality: what Robert Pirsig's "Zen and the Art of Motorcycle Maintenance" can teach us about technical communication". IEEE Transactions on Professional Communication (IEEE) 32 (3): 154158. 8. ^ Taguchi, G. (1992). Taguchi on Robust Technology Development. ASME Press. ISBN 978-9992910269. 9. ^ .Ealey, Lance A. (1988). Quality by design: Taguchi methods and U.S. industry. Dearborn, Mich.: ASI Press. ISBN 9781556239700. Cited by: Sriraman, Vedaraman, A primer on the Taguchi system of quality engineering, retrieved 2008-07-20 10. ^ Drucker, Peter (1985). Innovation and entrepreneurship. Harper & Row. ISBN 9780060913601. 11. ^ Edwards Deming, W. (1986). Out of the Crisis. Cambridge, Mass.: Massachusetts Institute of Technology, Center for Advanced Engineering Study. ISBN 0-911379-01-0. 12. ^ Walton, Mary; W. Edwards Deming (1988). The Deming management method. Perigee. pp. 88. ISBN 0399550003. 13. ^ p.169, Rochfort Scott, Hamerton

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