A MONTHLY SUPPLEMENT OF RAKAN SARAWAK BULLETIN

(People, events, activities and programmes which make for a total quality-managed Sarawak Civil Service)

ISSN 1394-5726

 
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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
 

Dr. Louis Schultz

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
 

Mr Victor M Cintron

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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