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LEADERSHIP

LEADERSHIP. Presented to NAOSMM Conference July 30, 2013 Steven S. Funck. http://www.blessedquietness.com/journal/warroom.htm. LEAD – FOLLOW – GET OUT OF THE WAY. Kennedy – Belknap Collision. USS John F. Kennedy 75-76 Cruise Book, Liskey Lithograph, Norfolk, Va. 1976. CONTENTS

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LEADERSHIP

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  1. LEADERSHIP Presented to NAOSMM Conference July 30, 2013 Steven S. Funck

  2. http://www.blessedquietness.com/journal/warroom.htm

  3. LEAD – FOLLOW – GET OUT OF THE WAY Kennedy – Belknap Collision USS John F. Kennedy 75-76 Cruise Book, Liskey Lithograph, Norfolk, Va. 1976

  4. CONTENTS INTRODUCTION PAGE 2 SECTION 1: INVENTORY MANAGEMENT PAGE 2 SECTION 2: PROCUREMENT PAGE 5 SECTION 3: OBSOLETE MATERIAL PAGE 8 SECTION 4: REGULATIONS PAGE 10 SECTION 5: TOTAL QUALITY MANAGEMENT PAGE 12 SECTION 6: LEADERSHIP PAGE 14 CONCLUSION PAGE 16 ENDNOTES PAGE 17

  5. TQM • 1. Create consistency of purpose toward improvement of product and service, … • 2. Adopt the new philosophy. … Learn responsibility and take on leadership. • 3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection by building quality into the product in the first place. • 4. End the practice of awarding business on the basis of price. Instead, minimize total cost. Move toward a single supplier… Build long-term relationships of loyalty and trust. • 5. Improve constantly. • 6. Institute training. • 7. Institute Leadership. The aim of supervision should be to help people and machines and gadgets to do a better job. • 8. Drive out fear. • 9. Break down barriers between departments. • 10. Eliminate slogans, exhortations, and targets. Such exhortations only create adversarial relationships. • 11. Eliminate work quotas, management by objectives and substitute leadership. • 12. Remove barriers that rob hourly and midlevel management of pride. • 13. Institute a vigorous program of education and self-improvement. • 14. Top management will accomplish the transformation. • Serlen, B., W. Edwards Deming: The Man Who Made Japan Famous for Quality, NYU Business Fall 1988 as cited in Schuler, R.S., Harris, D.L., Managing Quality, Addison-Wesley Publishing Co., Reading MA. , 1992, p. 23

  6. Continuous Process Improvement DEMING CYCLE vectorstudy.com

  7. Business Science DEMING CYCLE web2.newtown-h.schools.nsw.edu.au vectorstudy.com

  8. Covey, S. R., Principle-Centered Leadership, Summit Books, New York, N.Y., 1990, p. 269- 276. • Habit 1: Be proactive – The Principle of Self-Awareness, Personal Vision, and Responsibility. • Habit 2: Begin with the end in mind – The Principle of Leadership and Mission. • Habit 3: Put first things first – The Principle of Managing Time and Priorities Around Roles and Goals. • Habit 4: Think Win- Win – The Principle of Mutual Benefit. • Habit 5: Seek first to understand before being understood – The Principle of Empathic Communications. • Habit 6: Synergize – The Principle of Creative Cooperation. • Habit 7: Sharpen the saw – The Principle of Continuous improvement.

  9. Covey, S. R., Principle-Centered Leadership, Summit Books, New York, N.Y., 1990, p. 264. • To achieve total quality managers must become leaders, drawing from their people their greatest capacity to contribute ideas, creativity, innovative thinking, attention to detail and analysis of process and product to the workplace. In other words, management must become empowering leaders.

  10. Salacuse, J. W., Leading Leaders, American Management Association, New York, N.Y. 2006, p.4. • Lack of authority does not necessarily mean lack of power. If power means the ability to determine the course of events, then clearly both Marshall and Johnson had the power that made them effective leaders in their organizations. Similarly, persons called upon to lead other leaders may have limited legal authority to direct their associates’ actions, but through various strategies and tactics they may gain the ability – the power – to cause other leaders to act in desired ways for the benefit of the organization.

  11. LEADERSHIP CHALLENGES • Position in the Organization • Personalities • Lack of PhD • Lack of Respect

  12. Meeting Those Challenges • Be Professional • Demonstrate results • Strive for Constant Improvement • Take Initiative • Training • Exhibit “Principle Centered Leadership” • CSMM

  13. DISCUSSION

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