TTS functions on the premise that the quality of products and processes Is the responsibility of everyone who Is Involved with the creation or institution of the products or services offered by an organization. In other words, TTS capitalizes on the involvement of management, workforce, suppliers, and even customers, in order to meet or exceed customer expectations. Making quality Improvements was once thought to be the sole responsibility of specialists (quality engineers, product designers, and process engineers).
Today, developing quality across the entire firm can be an important function of leadership. A failure on leadership’s part to recognize this opportunity and act on it may result in the loss of TTS implementation responsibilities to other departments with less expertise in training and development. The ultimate consequence of this loss is an ineffective piecemeal of the TTS strategy. Thus, leadership should act as the pivotal change agent necessary for the successful Implementation of TTS. Leadership Is considered as doing right things while management Is doing things right.
Hence for a manager, efficiency is the criteria while effectiveness is the criteria for a leader. Leadership is influencing the people so that all of them do the right things, the right way at the right time willing, on their own, so that the organization rows and the purpose fulfilled What Is the role of leadership In TTS Implementation? Leadership can act as senior management’s tool In Implementing TTS In two fundamental ways. First, by modeling the TTS philosophy and principles within its departmental operations, leadership can serve as a beachhead for the TTS process throughout the company.
Second, leadership, with senior management’s support, can take the TTS process company-wide by developing and delivering the long-term training and development necessary for the major organizational culture shift required by TTS. Implementing TTS requires a team effort headed by your organization’s leadership team. Each person involved in change management has their responsibilities, and it is important for the entire organization to understand the role of leadership in TTS to make delegating responsibility more effective. ) Involvement TTS of any kind of new company policy or program requires participation from all of those departments are and create an implementation team that consists of representatives from each affected group. Management needs to create a structure that identifies various group leaders, the responsibilities of those group leaders and n accountability system that insures that the implementation team meets its timetable for getting the new program or policy in place. 2) Interest Implementing TTS within a company requires a feeling of urgency on the part of the entire company.
It is the Job of management to create that urgency by explaining to the staff why the implementation is necessary. Leadership needs to help the employees understand how the company benefits from the new implementation, but it also needs to get the organization to see the setbacks of not making a change. 3) Monitoring TTS within a company is not an exact process. It is a dynamic procedure that needs to be monitored by management and altered to meet implementation goals. T is the responsibility of leadership to put a monitoring system in place, analyze the data that is being generated during the implementation and make any necessary changes to make the implementation more efficient. 4) Next step Implementing TTS is often done in phases. The company leadership needs to be able to identify when each phase of TTS is complete and be ready to transition the company to the next phase. For example, if the company is bringing in a new footwear program for customer management, then the first phase of the program may be to implement it in the sales department.
Management needs to identify when the proper alterations to the software have been made that will allow it to be implemented in other parts of the company. Implementing a TTS system has become the preferred approach for improving quality and productivity in organizations. TTS, which has been adopted by leading industrial companies, is a participative system empowering all employees to take responsibility for improving quality within the organization.
Instead of using traditional bureaucratic rule enforcement, TTS calls for a change in the corporate culture, where the new work climate has the following characteristics: (I) an open, problem-solving atmosphere; (it) participatory design making; (iii) trust among all employees (staff, line, workers, managers); (v) a sense of ownership and responsibility for goal achievement and problems solving; and, (v) Self-motivation and self-control by all employees. In cultivating the TTS philosophy, strategy implementation must involve a focused effort on the part of every employee within the organization.
It cannot be applied successfully on a piecemeal basis. TTS requires that management, and eventually every member of the organization, commit to the need for continual improvement in the way work is accomplished. Business plans, strategies, and management actions perspective. The challenge is to develop a robust culture where the idea of quality improvement is not only widely understood across departments, but becomes a fundamental, deep-seated value within each function area as well. Leadership therefore can Jumpstarted the TTS process by becoming a role model.
This means that leadership has two specific tasks: “serving our customers, and making a significant contribution to running the business. ” this emphasis on customer oriented service means that leadership must see other departments in the firm as their customer groups for whom making continuing improvements in service becomes a way of life. In their efforts to achieve TTS, leadership can demonstrate commitment to TTS principles by soliciting feedback from its internal customer groups on current hrs services.
Leadership should include suggestions from its customers in setting objective performance standards and measures. In other words, there are a number of specific TTS principles that leadership can model. The current emphasis on quality as a competitive strategy has produced many views regarding the actions necessary to achieve it. Leaders in the quality movement (Deeming, Curran, Crosby, Figment have proposed similar approaches which share certain themes. Hess themes can be summarized as five basic principles: focus on customers’ needs; focus on problem prevention, not correction; make continuous improvements: seek to meet customers’ requirements on time, the iris time, every time; train employees in ways to improve quality; and, Apply the team approach to problem solving. The TTS approach entails identifying the wants and needs of customer groups and then propelling the entire organization toward fulfilling these needs.
A customer’s concerns must be taken seriously, and organizations should make certain that its employees are empowered to make decisions that will ensure a high level of customer satisfaction. This can be achieved by promoting an environment of self- initiative and by not creating a quagmire of standard operating procedures and many policies. Flexibility is the key, especially in a business environment that is diverse and constantly changing, as most are today.
In modeling these aspects of the TTS process, leadership would need to identify human resource concerns of other departments and undertake to continually improve its performance, especially in any trouble areas that come to light. The effective use of quality improvement teams, and the TTS system as a whole, can be reinforced by applying basic principles of motivation. In particular, the recognition of team accomplishments as opposed to hose of individuals, and the effective use of goal setting for group efforts, are important in driving the TTS system.
Leadership is in a position to help institutionalize team approaches to TTS by designing appraisal and reward systems that focus on team performance. Summary and Conclusion In summary, leadership’s role in the TTS implementation process includes: 1 . Initiating agreement on goals and measures that cascade throughout the organization; 2. Providing the agreed resources (people, money, training, machines, 4. Monitoring progress in achieving goals, not to apportion blame, but to aim for improvement; and, 5.
Measuring improvement and reward both the achievement of goals and the ways they are achieved. Beyond modeling TTS, leadership, with senior management’s support, can play a leading role in implementing a quality strategy across the firm. An organization’s culture is all about its values, beliefs, norms and informal practices shared by its employees. The culture influences the ability of an organization to perform and attain competitive advantages.
The corporate quality culture means visible or working behavior of most of the people of an organization. Organizational cultures, where quality management tools and techniques are effective, are those where results are more important than politics and bureaucracy and where workers and staffs are sure that the top management wants to know the truth and not Just an acceptable version of the actual happening. Cultures don’t change overnight, it requires a long time to change the mindset to accept the new phenomenon and come into effectiveness to run new programs in an organization.
Culture is the pattern of shared beliefs and values that provides the members of an organization the rules of behavior or accepted norms for conducting operations. It is the philosophies, ideologies, values, assumptions, beliefs, expectations, attitudes and norms that knit the organization together and are shared by employees. Institutionalizing a strategy requires a culture that accepts and supports it. For organizations in which, a strategy is based on quality initiatives, like ISO standards and TTS philosophy requires a significant, if not sweeping, change in the way people think.
Successful organizations have a core culture around which the rest of the organization revolves. It is important for the organization to have a sound basis of core values into which management and other employees will be drawn. Without this core, the energy of members of the organization will dissipate as they develop plans, make decisions, communicate it and carry on operations without fundamental criteria of relevance to guide them.