How to Spot Total Quality Leaders and Predict Success of   
                        Quality Programs
                                   
                                    By:  John J. Kendrick
  Journal:  Quality Watch
  Date:  April 1992
  pps:  13
  
  
  OUTLINE:
  
   Challenge of becoming a "total quality leader" TQL.

   A TQL is unique and vital to the US' competitive future 
   How to identify a TQL

   What is the job of a TQL

OVERVIEW:

   Total quality leader has a chance to become a hero in the     
nation's quality "revolution".

   If you don't already have the skills, which are
considered highly intuitive, you probably can't acquire them
through training or education.

   This individual unique and vital to the US' competitive     
future is a term invented by Stephen Coine and William     
Bryan.

   They have completed a comprehensive study of 14 quality     
leaders from 13 top US companies known for quality.

   First time, quality leaders can be identified and not
only for experience, background, and education but also a     
clear-cut database set of criteria that identify the
specific characteristics and personal values.

   The most important by product of the study is the key
attributes questionnaire. Which the quality leader
completes a self-evaluation, then is evaluated by his/her     
customers, peers, superiors, and subordinates.  These     
characteristics are to create a more effective quality     
culture and to get everyone within the organization on board with
quality.

   The questionnaire has four categories:  professional
sophistication, change agent, quality drive and process     
orientation.

   The TQL's job is to encourage the CEO to be an instrument     
for change and to function as an extension of the CEO as a change
agent.  And that can only start at the top.

   The company committed to the philosophy of total quality     
must be committed to change and must be willing to wait for
results.

   He must be a change agent, dealing effectively with
people above and below on the corporate ladder.

   These characteristics are needed for success, than
creates a practical application for allowing these
qualities to flourish within the organization.


Prepared By:   Wm. P. Bennett
12 May 1992