SARAWAK IQC '99 Plenary I
The speakers of Sarawak's
First International Quality Congress (Sarawak IQC '99) on October 10-13, 1999
presented various interesting topics on different quality directions.
This
issue, Rakan Sarawak shares with its readers the excerpts of the papers presented
at the congress.
Best Quality Practices:
Qualities of an Exceptional Leader
- Dr Louis Schultz,
President & CEO Process Management
International (PMI), USA
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Dr. Louis Schultz
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There are
three basic elements that drive organisational performance and build qualities
of an exceptional leader.
The first
element is Leadership. It consists of five components, that is, (i) Roles and
Responsibilities, (ii) Appreciation for a System, (iii) Knowledge of Variation,
(iv) Theory of Knowledge and (v) Psychology.
A good leader
do not just motivate and inspect, he or she removes obstacles to allow people
to perform better, understands the workings of the organisation to optimise
the system, identifies and eliminates special causes of variations to stabilise
processes, and understands how people learn, the generation gaps, attitudes,
work habits, independence of people to optimise their abilities.
The second
element is Direction. It is made up of four components, namely (i) Aim, (ii)
Planning, (iii) Implementation, and (iv) Review. Determining and communicating
long term goals of the organisation, as well as the ideal conditions, strategies
and values to achieve these goals, will provide guidance for people to work
together towards a common aim.
The third
element is Action. It involves eight components. They are (i) General Education,
(ii) Intrinsic Technology, (iii) Motivational Approach, (iv) Concepts, (v) Techniques,
(vi) Vehicles, (vii) Strategy, and (viii) Customer Satisfaction.
To become
a leading organisation, focused action must be taken to improve performance
and get ahead. A good foundation of general education, established intrinsic
technology from people's experiences, and a properly motivated group need only
the provision of concepts, techniques and vehicles to achieve the organisational
strategy and ultimately customer satisfaction.
Environmental Systems Leadership:
Its Role in Continuous Quality Improvement
- Mr Victor M Cintron,
Principal Partner BULLTEK Ltd International
Operations, USA
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Mr Victor M Cintron
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ISO Kaizen-Blitz
is both a management shceme and a benchmark approach that integrates the following
definitions :
Kaizen -
Evolution towards gradual continuous improvement based on a robust and agile
management infrastructure. For Kaizen principles to prevail, a relatively consistent
management system must rely on a team working together in consensus towards
visionary and realistic improvements.
Blitz -
Abrupt changes created by changes in market tendency, changes in regulatory
framework, and/or discontinuance of technology.
A major
cause of Blitz in today's competitive markets is the change in technology.
New technology
is emerging rapidly where discontinuance of products and dissemination of information
that can be converted into knowledge are making an impact on environmental disciplines,
e.g., environmental accounting and environmental consciousness at corporate
level.
ISO - The
International Standards with applicable approaches from one to another, and
applicable with the previous terms; Kaizen which is more ISO 9001:2000,
and Blitz which is more assisted by ISO 14001:1996.
The ISO
Kaizen-Blitz approach can coexist and benefit an organisation or society when
implemented synergistically in the organisation's operating management scheme.
The implementation and maintenance of this fundamental and robust management
system based on the International Standard ISO, as a point for advancement,
will assist in providing consistent growth for the product or service by propelling
market revenues, lowering operating costs and reducing risk.
'They are
kaizen through ISO in seacrh of opportunities to blitz'
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