Enrique.
Bienvenidos a nuestra lista. Encantado conocerle.
Concerning factors of leadership in TQ efforts, I would like to bring to
your attention a model disseminated by the Center for Quality of
Management in Cambridge, Massachusetts. It is called the TQM
Infrastructure for Mobilization and Phase-In.
The seven pieces are the following:
In the "Push" for TQ, consider these first four elements.
What must be done (Orientation Phase) as part of introducing TQ
1. Goal Setting
2. Organization setting
How to do it (Empowerment Phase)
3. Training and education
4. Promotion
...all of which inform TQM activities. In the Alignment Phase, we have
the Synchronization of all parts of the company on what must be done.
5. Diffusion of success stories
6. Incentives and awards
7. Diagnosis and monitoring
In the model, the output of TQM activities loops back to #5, Diffusion,
and to #7, Diagnosis. In the latter's case, the PDCA Cycle incorporates
process learnings into organizational behavior.
Another loop back stretches from output to #5 Diffusion of success
stories. This list has mentioned the power of stories. In a real,
practical sense, best-in-class companies are using this technique to feed
enthusiasm for TQM activities. Presentation of TQ stories about success
with the 7-Step Problem Solving Method (reactive improvement) or the
9-Step Structured Task Implementation Process (proactive improvement), or
PDCA advances, etc. are a proven, successful means of instilling TQ
principles and participation in an organization.
There are Best-In-Class companies following this model.
Insofar as leadership is concerned, I have a prototype model of
self-assessment for companies to determine where they stand in
implementation of the seven pieces I have mentioned here. In the form of
a matrix, the model for assessment currently has five "levels" i.e. stages
of development in a company: 1. beginning 2. assimilating 3. formalizing
4. innovating and 5. leading.
Each of these levels is considered in four areas: activity, involvement,
focus/scope, and process. The matrix allows a company to view its current
"footprint" against the Infrastructure model.
To give you a sample of the assessment contents, let me take a section on
your topic of leadership. For the five stages of development, several
questions are asked so that respondents can consider their company's
footprint. Here are three sample questions:
1. Who plans the method of setting goals for TQM implementation in the
organization?
2. Who leads the process for setting the goals and with whom is it done?
3. Who articulates the goals and to whom?
For each of these questions there is a metric in each of the five stages
of development.
For more information, you may wish to contact the Center for Quality of
Management, 150 CambridgePark Drive, Cambridge, MA 02240.
This work is still in progress, with Center members working hard on the
complete matrix based upon the Infrastructure Model I presented at the
beginning.
I apologize for leaning toward the pedantic here. I really have little
tolerance for it myself--yet I felt that this brief description might be
of help. Personally, I like to DO things more than I like to spend time
talking them to the moon and back. There's a place for that, too (this
list, sometimes). I don't want to rub our readers the wrong way, because
there's much that is thought provoking on this list for which I am most
grateful.
Suerte con su trabajo,
-- Barry Mallis MARKEM Corporation Keene, NH bmallis@markem.com