Are you a business leader? Do you have responsibility for a broad part of your organization? Is quality important to you? Sure, delivering quality in the products or services that are delivered to customers is important, but that can be delegated! Are you sure that the total responsibility for quality should be in fact borne by the operational part of your organization? What about responsibility for the quality of the current business, its financial performance, its contribution to society, or its ability to sustain its future performance? Can these responsibilities for quality be delegated to the operational component in your organization?
Have you ever sat in a quality training program (whether it be Total Quality Management, Lean training, or Lean Six Sigma training) and wondered how learning about Fishbone diagrams, Pareto charts, control statistics, etc. can make you a better leader? Are these the tools of leadership or is there something that is missing?
If you are frustrated by what you have been through it is most likely because you have not found a guide who can take you on this journey. That is the purpose of this training. To enable management teams to become the quality leaders that they need to be to manage a successful business.
The first step in this process is to become proficient in the basic aspects of quality as it applies to the job of the executive function. That is the purpose of this first program. It was designed by Dr. Gregory H. Watson, one of today’s thought leaders in quality who has focused on developing programs that enable executives to create quality as a competitive difference in their organizations. His 1994 book, Strategic Benchmarking, opened management’s vision to a different way of learning about how to manage their organizations. After then, Dr. Watson has been engaged in a private consulting practice dedicated to helping executives and their companies learn how to manage quality in a more comprehensive way.
His retirement from this active consultancy has led to a unique opportunity to package his experiences and lessons learned into a series of executive-directed quality engagements. Each module in this basic proficiency training consist of lectures that are punctuated with workshop activities for the leaders of an organization to perform. Step-by-step, a logical progression expands business leader thinking from a myopic understanding of quality as applying merely to products or service activity of operations, but also to come to understand and exercise their own responsibility for developing the system that will establish quality as a discipline that leads to cultural differentiation, which is a sustainable competitive advantage.