Republic of the Philippines

UNIVERSITY OF ANTIQUE
Sibalom, Antique

Final Activity

in

TMHM 7
(Operations Management)

Submitted by:

DEA RICCI KYNIE M. TALADRO

BSHM 3-D

Submitted to:

MS. SHECKY MAE VILLAVERT

TMHM 7 INSTRUCTOR
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ACTIVITY 1

DOCUMENTARY REPORT
ABOUT THE KEY CONTRIBUTIONS
OF FOUR PIONEERING “GURUS” OF QUALITY
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1.) WILLIAM EDWARD DEMING

Born in Sioux City, Iowa on October 14, 1900, William Edward Deming was the oldest of
William Albert Deming and Pluma Irene Edwards’ three children. In order to avoid confusion
with his father’s name, William, he was given the last name Edwards, which is a mix of his
mother’s and father’s first names. His mother was a piano teacher while his father worked as
an insurance broker. He had two siblings: Elizabeth (1909) and Robert (1902).

Sioux City,1990
Despite having a somewhat frugal upbringing on a farm in Polk City, Iowa, and later Powell,
Wyoming, he was raised by well-educated parents who valued their children’s education.
In 1922, he married his first wife, Agnes Bell, and in 1924, they adopted a daughter, Dorothy.
However, Agnes died in 1930, and he remarried in 1932 to mathematician Lola Elizabeth
Shupe. Diana (1934) and Linda (1943) were their subsequent daughters.
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In 1921, Deming graduated with a bachelor’s degree in engineering from the University of
Wyoming in Laramie. He also had a brief teaching position there.

University of Wyoming, Laramie, 1908

In 1922, he started working as an associate professor of physics at the Colorado School of
Mines. In 1924, he graduated from the University of Colorado with a master’s degree in both
mathematics and physics.
After that, he spent a brief time working as an hourly employee at the Chicago-based
Hawthorne Works of Western Electric. Perhaps you are familiar with the well-known
Hawthorne Experiments. These investigations by Fritz Roethlisberger and Elton Mayo
examined the impact of various elements, such lighting, on productivity. Remarkably, as long
as they paid attention to the workers, the performance improved regardless of whether they
made it darker or brighter (although modern researchers are much more critical about the
quality of the study). Deming was not involved in the study at all, but his view on financial
incentives of any type was cemented when he calculated the wages he received for his
manual labor.

Hawthorne Works, 1905

He enrolled in Yale in 1926 and earned his Ph.D. in 1928 with a thesis titled “A Possible
Explanation of the Packing Effect of Helium.”
Afterwards he worked for the United States Department of Agriculture, first as a
mathematician and later as a lecturer. During this time his career took a turn from physics to
quality control. It was also at this department where he met Walter Shewhart (1891–1967),
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which developed into a flourishing professional exchange over the next decades. Shewhart is
considered the father of statistical process control, and he developed a cycle for quality
control in his book edited by Deming in 1930. Later Deming updated this to the Deming
Cycle, which slightly modified made its way into Japan, and now is known as PDCA,
although Deming disliked the PDCA version.
After that, he was employed by the US Department of Agriculture, initially as a lecturer and
then as a mathematician. His profession shifted from physics to quality control during this
time. Additionally, he met Walter Shewhart (1891–1967) in this area, and during the ensuing
decades, their professional relationship flourished. Shewhart, who is credited with founding
statistical process control, created a quality control cycle that was published in a book edited
by Deming in 1930. Later, Deming revised this into the Deming Cycle, which entered Japan
with minor modifications and is currently known as PDCA, despite Deming’s disapproval of
the PDCA version.
In 1939, he changed employment and joined the Bureau of the Census. There, he devised
statistical survey procedures that had a considerable impact on the 1940 census.
He was tasked in 1942 with providing statistical training to support the war effort. He quickly
developed an intensive eight-week course that trained engineers, inspectors, and industrial
personnel. There is disagreement over this course’s influence on the war; there are many
proponents and detractors alike.
His work was no longer needed after the war, thus he spent some time working as a
consultant. Many of the war’s high-quality accomplishments and production were now
neglected or even forgotten.
He then was invited to Japan in 1946 to assist with agricultural output and again in 1947 to
assist with the 1951 census. He and Joseph Juran were members of an American group of
experts. Deming joined the headquarters in Japan only after the first choice refused to move
to Japan, with the goal of increasing productivity and the (at the time still debatably low)
quality of Japanese products. Deming got along well with the Japanese, unlike many other
specialists. He started traveling to Japan on a regular basis.
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William Edward Deming in Tokyo, 1951

The Union of Japanese Scientists and Engineers (JUSE) attempted to comprehend the United
States’ notion of statistical quality control but became bogged down in theory. As a result,
they invited Deming back in 1950 to assist them. Deming designed and delivered numerous
lectures and seminars on statistical quality control that were well appreciated and attended.
Others later taught his classes as well. Other sampling methods courses were considerably
less popular.
Deming didn’t accept royalties for his course. As a token of appreciation, JUSE founded the
Deming Prize for Quality in 1950, with the first awards presented in 1951. This is
undoubtedly Japan’s most coveted quality award. Nissan won the prize in 1960, and Toyota
responded by introducing Total Quality Control (TQC) in 1961 and receiving the Deming
Prize in 1965. In 1950, Deming also met with twenty-one of Japan’s most powerful industrial
managers, which marked a watershed moment in his career. Deming is still highly revered in
Japan. All of these accomplishments in Japan were largely unrecognized in the West, and
outside of insider circles, Deming was likewise largely forgotten in his own nation.
After the 1973 oil crisis, which severely damaged the Western auto industry but not the
Japanese, this changed. If Japan Can, Why Can’t We?, an NBC documentary from 1980, was
another important work in addition to the study of “the machine that changed the world.”,
which spent fifteen minutes discussing and with Deming.
Deming’s concepts and quality control returned to the United States as part of the wave of
lean manufacturing. Through Japan, many of the techniques the United States pioneered
during the war and essentially abandoned afterwards were reintroduced. Deming became a
Western and American industrial celebrity at this same period.
As he became more well-known in the US, the media went above and beyond in celebrating
his accomplishments, exaggerating his stature, and referring to him as “the man who
discovered quality” and “founder of the third wave of the Industrial Revolution.” He has
gained international recognition for introducing statistical quality control and elevating
quality to the top of the industrial agenda in Japan and beyond. Not to be confused with
Jeffrey Liker’s 14 Management Principles of The Toyota Way, he is also the author of 14
essential principles for Total Quality Management. Even though Deming drew a lot of
inspiration from other sources, I think these ideas are sound and basic logic.
And at the age of 93, he passed away in Washington, DC, on December 20, 1993.
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2.) JOSEPH MOSES JURAN

It is most important that top management be

quality-minded. In the absence of sincere
manifestation of interest at the top, little will
happen below.

A very prominent and well-respected quality guru was born on Christmas Eve 119 years ago.
His works not only has benefited the United States, but it has also altered Japan.

The city of Brâila around 1900

Joseph Moses Juran was born in the city of Brâila, Romania in December 24, 1904, as one
of the six children of Jakob and Gitel Juran. At the age of three, his family relocated to Gura
Humora. Later, in 1912, they emigrated to Minneapolis, Minnesota, where he and the rest of
his Jewish family managed to flee the horrors of the Holocaust.
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Juran’s Family around 1910, Joseph is next to his mother

What follows is a remarkable story of a prosperous immigrant who rose from extreme
poverty to become one of the most renowned experts in his industry. Joseph helped out
around the family’s shanty by selling newspapers, but one of his clients also defrauded him.
Subsequently, he held a variety of positions, such as assistant to a grocery store, bookkeeper
(with a lot of qualifications lacking), package wrapper, janitor, printer, editor, shoe
salesperson, and more.
He excelled in math and reading as a student. He received his high school diploma in 1920,
the year his mother passed away. After that, in 1924, he graduated with a bachelor’s degree in
engineering from the University of Minnesota and started his career in Western Electric in
Hawthorn IL. Joseph left his father’s home in 1924 to work at the Western Electric (later
AT&T) Hawthorne Works, where he was assigned to the inspection branch (now known as
quality control). Later, he became a “troubleshooter” who looked into complaints.
After moving up the ranks, Joseph became the division’s chief of works inspection control. In
hindsight, he thought he was a really lousy manager. Additionally, his knowledge of quality
kept growing. Hawthorne was a leader in the field of quality in 1920, but by today’s
standards, its quality was unimpressive. He contributed to the development of statistical
quality control, or SPC as it is now commonly abbreviated, but he was not a key player in this
process. Still, he created the training programs and taught SPC to a large number of staff
members, including upper management. In addition, he utilized his statistical expertise to win
a sizable sum of money at roulette.
A subsequent coworker, William Edwards Deming also enrolled at Hawthorne in 1924,
though they did not cross their paths there. Notable statistician Walter Andrew Shewhart,
who joined the business just a little bit earlier in 1918, has created statistical control charts
and served as the model for the Plan Do Check Act (PDCA). Shewhart had an impact on
Deming as well as Juran. In addition, the Hawthorne facility is well-known for its Hawthorne
experiments, which allegedly demonstrate that productivity and quality can be increased by
simply observing employees. However, the data is based solely on five female employees,
two of whom were switched throughout the trial. These findings are called into question by
more investigation. Deming and Juran did not participate in these trials.
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In 1927, Juran married Sadie Shapiro, the love of his life, while still a student at Hawthorne.
Robert Arnold(1928), Sylvia Louise(1930), and Charles Edward(1931) were his children
shortly after. The family fared well during the 1930s Great Depression. Even though his
salary was reduced from $380 to $285, it was still a respectable amount, especially
considering how much costs had dropped. However, Juran attended law school in 1931 as
backup insurance, graduated in 1935, and was admitted to the Illinois bar in 1936 (though he
never practiced). Still working for AT&T, he relocated to New York in 1937, although
according to his own admission in hindsight, this was because of his own foolishness in
picking a battle with his supervisor without any justification.
However, he became acquainted with numerous industry associations in New York, including
the National industry Confidence Board (NCIB), the American Society of Mechanical
Engineering (ASME), the Society for the Advancement of Management (SAM), and the
American Management Association (AMA). He quickly found pleasure in penning articles
for these associations’ periodicals.

In 1941,during World War II, one of his former coworkers asked him to join the statistics
division. He works for the Foreign Economic Administration and the Lend-Lease
Administration. After the war, he then made a decision to go independently . He left AT&T
in 1945 and started working as a freelance consultant, first as a member of a consultancy and
then as a rather successful independent consultant. His clientele included the US Navy,
Gillette razors, watch manufacturers, carpet manufacturers, automotive parts, latex, optical
instruments, food, Otis elevators, Xerox copiers, and many more industries and businesses.
He released the first version of the now-famous Quality Control Handbook in 1951.
Following the war, he taught for a short while as an adjunct professor at New York
University. Peter Drucker, a renowned management consultant who lived from 1909 to 2005,
was another consulting titan with whom he became close friends Joseph Juran then accepted
an invitation to give a quality lecture in Japan in 1953. This was the beginning of several
visits to Japan. In addition to visiting several businesses, he delivered well-received lectures
on quality control. The Japanese Union of Scientists and Engineers (JUSE), in particular
Ken-Ichi Koyanagi, managing director, was in favor of him. He started teaching about
management in general instead of only quality in his lectures. He is highly regarded in Japan
for his teachings, with many Japanese people thinking that Juran’s lessons were more
applicable and useful than Deming’s teachings.
In all, Juran made at least 10 trips to Japan, all but one accepted on Japan’s request. 1990 was
his most recent visit. Later, his family advised him to stop traveling abroad because of his
advanced age when he was 86 years old.
In 1979, Juran founded the Juran Institute, which continues to impart superior education. At
the age of ninety, he went into semi-retirement. Still, at ninety-two, he penned his
autobiography, Architect of Quality, which I found to be very readable and highly
recommended. He suffered a stroke on February 28, 2008, and passed away at the age of 103.
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Juran is regarded as one of the best brains in quality assurance. He is frequently cited in Japan
alongside Deming, and some have dubbed him “the man who taught quality to the
Japanese.” JUSE translated numerous of his publications, papers, and talks into Japanese.
The Pareto Principle was not Juran’s work- it was by an Italian,Vilfredo Pareto (1848–1923),
who is credited with creating the Pareto principle, which Juran only rediscovered and adapted
to quality. By adding the human element to quality and encouraging managers to receive
quality-related training, he shifted quality away from only mere statistics. He believed that
poor quality was the result of management errors not the issues with the employees.
The Juran Trilogy, which consists of quality planning (product or process design that
supports quality), quality control (measuring and regulating quality characteristics; this is
where SPC would be found), and quality improvement (doing steps to increase quality), is his
method of improving quality.
All in all, Joseph Moses Juran had a significant influence on quality, and his techniques and
lessons are still essential for quality in the present period.

3.) WALTER A. SHEWHART

All chance systems of causes are not alike

in the sense that they enable us to predict
the future in terms of the past.

Walter Andrew Shewhart was an American physicist, engineer, and statistician who is
renowned as the “father of statistical quality control” and is associated with the Shewhart
Cycle. He was born on March 18, 1891, in New Canton, Illinois, USA. His father was Anton
Shewhart, and his mother was Barney Shewhart. Walter found it difficult to join higher
education. Anyway, thanks to his love of learning, he was able to gain a thorough
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understanding of the sciences. This impulse was the key to his admission to the University of
Illinois, and strangely, against his plans, he got his doctorate in physics from the University
of California, Berkeley, in 1917.
After getting his degree, he taught at the University of Illinois and California. He briefly led
the Department of Physics at the Wisconsin Normal School in Lacrosse. He was a devotee of
libraries and anything that may give him with unfamiliar information. He considered learning
fascinating. Perhaps this contributed to Shewhart’s success. He developed these sources
intelligently and deliberately, gaining knowledge that he applied. As a result, he got various
awards throughout his life, one of which was very meaningful to him: it was published in
Industrial Quality Control in August 1967.
Shewhart spent many years as an engineer at Western Electric. He quit this post in 1924 and
was hired in Bell Telephone's laboratories, where he held a variety of responsibilities,
including technical staff. He worked for this prominent corporation from 1925 to 1956.
Shewhart and his group worked to increase the dependability of Bell Telephone’s
transmission systems as a result of a task that the company’s engineers had to take on from
higher commands. Due to the subterranean placement of the amplifiers and other equipment,
there were numerous flaws and, understandably, high repair costs. Bell Telephone was well
aware of how critical it was to update the production method. Shewhart therefore realized
that the ongoing process of making adjustments in reaction to the documented failures
widened the range of how quickly the equipment’s quality degraded.
In 1924, in accordance with his analyses and a further analysis of them, he presented the
control chart as a tool to differentiate between changes in equipment quality and issues.
These days, it goes by the name “schematic control diagram.” In order to keep variances
under control, Shewhart emphasized the significance of forecasting future outcomes and
managing them economically. By the end of the 1930s, Shewhart’s concerns had expanded
beyond Industrial Quality to include more broad concepts such as statistical inference.
He received a lot of critique when Karl Pearson invited him to instruct in England in 1932.
His ideas seemed to be uninteresting at that moment to the English statistical tradition’s
circle. In spite of this, he continued in creating his statistical theory of tolerance intervals and
made attempts to put out his own guidelines for data display. In 1939, he published Statistical
Method from the Viewpoint of Quality Control. This book provides a solution to the
following research question: What can science and statistical practice in general learn from
the experience of industrial quality control?
In addition to the Stevens Institute of Technology, the Graduate School of the United States
Department of Agriculture, and the University of London, he taught quality control and
applied statistics. His assertive teaching approach brought him recognition from Indian
academic institutes. Following this, he was appointed to several significant roles, including
member of the Advisory Committee of the Princeton, United States, Department of
Mathematics, Honorary Professor at Rutgers, and Visiting Committee of the Harvard
Department of Social Relations.
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Shewhart was also hired by the United Nations, the Indian government, and the United States
Department of War for official services due to his effective strategy. He had a significant
impact on the International Statistical Institute and the National Research Council. In
addition, he worked with the Calcutta Statistical Association while in India and was an
honorary member of the Royal Statistical Society of England. Upon his return to the US, he
was employed as the director of the Institute of Mathematical Statistics and was involved in
the Econometric Society, the International Statistical Institute, the American Association for
the Advancement of Science, and the New York Academy of Sciences.
His engineering work was in line to his position as editor of the Mathematical Statistics
Series published by John Wiley & Sons; with the requisite competence in this subject and
alliances established, he published in the Bell System Technical Journal.
Shewhart’s proposal in statistics was a game changer since he gave the science a strong
operational vision. Shewhart’s ideas were inspired by the teachings of pragmatic philosopher
Clarence Irving Lewis. In addition, Lewis’s work Mind and the World Order was critical to
his education and intellectual growth.
In March 11, 1967,he passed away in Troy Hills, New Jersey.
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4.) ARMAND V. FEIGENBAUM

“Total quality control is an effective system for

integrating the quality development, quality
maintenance and quality improvement efforts of
the various groups in an organization so as to
enable production and service at the most
economical levels which allow full customer
satisfaction.”

Born in New York City in 1922, Armand V. Feigenbaum is known as the “Father of Total
Quality Control.” His work has had a significant impact on the concept of Quality
Improvement (QI), and his book “Quality Control: Principles, Practice, and
Administration”

Armand V. Feigenbaum was born in New York City on April 16, 1922. He attended Union
College, received a master’s degree from the MIT Sloan School of Management, and a PhD
from the Massachusetts Institute of Technology. Another pioneer from the General Electric
Company stable, he started as an intern apprentice toolmaker in New York City at the age of
17 and stepped up to the position of Manager of Manufacturing Operations and Quality
Control.
In the early 1950s, while working with Toshiba and Hitachi, he traveled to Japan to teach
about ‘customer satisfaction and results-driven quality’. From 1958 until 1968, he was in
charge of General Electric’s production and quality control. He established General Systems
Company in Pittsfield, Massachusetts, in 1968, and served as its President and CEO. The
General Systems Company was ‘a global pioneer in designing and constructing proprietary
management operating systems to enhance the competitive business strengths for
manufacturing and service companies throughout the world.’
In addition to an active career in quality, he was elected Vice President of the American
Society for Quality from 1958 to 1961. Later, he became President of the American Society
for Quality (1961-1963). In honor of his exceptional work, President Bush awarded him the
National Medal of Technology and Innovation in 2008.
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He wrote numerous works on quality management, but his 1951 work “Quality Control:
Principles, Practice, and Administration” served as a compilation of his thoughts and guiding
concepts about the philosophy of total quality control (TQC).
When it comes to his impact on quality, he is frequently mentioned among other heroes of
improvement like Drs. W. Edwards Deming and Joseph Juran.
Feigenbaum is recognized as 'the father of Total Quality Control (TQC)’ and for putting the
customer at the core of TQM. The development of TQM saw him shift the focus away from
the technical aspects of quality and forward with what product might be ‘best for the
customer’.
His inspiration for the creation of TQC came while he was the head of Quality at General
Electric, where he was influenced by and learned from the quality work of firms such as
Toshiba and Hitachi. He studied their methods to quality and developed his “total approach to
quality,” which ensures the production of high-quality products.
He wrote his first book, ‘Total Quality Control,’ which was vital in establishing the
principles of TQM. This influenced people all across the world and is still accessible in print
today. The book’s premise was: “Total quality control is an effective system for integrating
the quality development, quality maintenance, and quality improvement efforts of the various
groups in an organization so as to enable production and service at the most economical
levels that allow full customer satisfaction.” The book has been published in more than
twenty languages and has undergone several editions.
He also created the ‘hidden plant’ concept. According to this notion, up to 40% of the plant’s
capacity is squandered every time something goes wrong the first time.

Here are Dr. Feigenbaum’s elements of total quality to lead to a total customer focus:
1. Quality is the customers perception of what quality is, not what a company thinks it
is.
2. Quality and cost are the same – not different.
3. Quality is an individual and team commitment.
4. Quality and innovation are interrelated and mutually beneficial.
5. Managing Quality is managing the business.
6. Quality is a principal.
7. Quality is not a temporary or quick fix but a continuous process of improvement.
8. Productivity gained by cost effective demonstrably beneficial Quality investment.
9. Implement Quality by encompassing suppliers and customers in the system.
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In addition to the concept of Total Quality Management, Feigenbaum created the three steps
to quality. He characterized it as leadership, current quality technologies, and organizational
dedication to quality. The following are:

1. Quality Leadership:
Management should take the lead in enforcing quality efforts. It should be based on sound
planning.
2. Management Quality Technology:
The traditional quality programmes should be replaced by the latest quality technology for
satisfying the customers in future.
3. Organizational Commitment:
Motivation and continuous training of the total work force tells about the organizational
commitment towards the improvement of the quality of the product and the services.

Here was where his attitude to quality diverged significantly from that of Deming, another
hero of improvement. He believed that quality should be the responsibility of EVERYONE
not just the management. He treated quality “as a strategic business tool that requires
awareness by everyone in the company.”

Armand Feigenbaum then passed away in 2014, leaving a legacy of exceptional innovators.
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ACTIVITY 2

ESSAY

Learning From Failed Leadership

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HENRY FORD
( JULY 30, 1863 – APRIL 7, 1947)

Ford, who was born in 1863, began his journey at a very young age.
When he was a young boy at school, he shown a strong interest in
mechanical things. Young Ford was exceptionally informed about
engineering. When Ford was 12, he started a small machining shop.
At the age of 15, he constructed a steam engine there. It was evident
that his technical skills were paying off, so he decided to pursue his
love and passion.
Henry Ford is one among the most well-known entrepreneurs in
history. He revolutionized transportation and altered the US motor
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industry for all time. He kept his employees well-paid and devoted
while producing affordable, dependable cars with an inventive
production procedure. However, Ford had a setback when producing
his first car, which came about prior to his breakthrough. Ford’s
meticulousness turned off his investors, and in his first two attempts,
he was unable to secure sufficient funding for the car. Ford, however,
learned from these setbacks and used them to his subsequent success
as a businessman and inventor.
Ford left his family to work as an apprentice in auto businesses in
order to advance his knowledge and abilities. He built a self-propelled
vehicle as part of an experiment, which served as the model for the
Ford engines. Later on, Ford developed an engine using a new
mechanism that was fixed to a frame. This vehicle will eventually
become the flagship model for the Ford brand. He established the
Detroit Automobile Company in 1899, renaming it the Henry Ford
Company subsequently.

What cause the failure?

Things didn’t go as smoothly as he had thought at first. There are

various expenses associated with beginning a business, including
those for personnel, equipment, and other items. Ford was forced
to depart the company due to financial difficulties. While he was
experimenting with his car’s mechanics, a talented engineer could not
keep his company’s finances in control. Forced to file for
bankruptcy, he was unable to pay back his investors.
Unaffected, Ford reestablished his business a few years later under the
name Henry Ford Company. Unfortunately, he misbranded and
mismarketed his cars, which led to a financial catastrophe. Ford’s
invention was misunderstood by the public, and his sales dropped.
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Henry Ford declared bankruptcy a second time because he was

unable to pay his debts.

This is where the tale becomes captivating, particularly for those who
file for bankruptcy today. Ford was not discouraged by his two
bankruptcy records; on the contrary, they strengthened his resolve to
succeed.
What’s great about the Ford firm is that it made every effort to keep
cars reasonably priced for the vast majority of people. Cars were
viewed as a luxury at the time of its founding. Finding someone with
the funds to buy, let alone maintain, a car was quite uncommon. Ford
revolutionized the game by facilitating car purchases.

Identify several traits or behaviors that contribute to the leader

who failed or fired in a position.

Henry Ford thought that a vehicle was just an appliance and

would not accept anything else. The factory that produced the
Model T remained the same as it had for years, and his favorite phrase
to describe it was “It takes you there, and it brings you back.” By
1925, the method he was using to produce it—a moving assembly
line, interchangeable parts, and intense labor specialization—was
unchanged from previous years. He continued to use the same
price technique as well. Black was the only color available for the
Model T. “Any customer can have a car painted any color that he
wants-as long as it is black,” Henry Ford stated in a 1922 letter.
Throughout the 1920s, customer expectations and wants were
evolving. Even though the auto industry expanded quickly, Ford’s
sales in 1925 were unchanged from 1924. There is a warning as
Ford’s market share dropped from 54% to 45%. Ford opted not to
take notice. Yet Henry Ford, the great leader, was refusing to
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acknowledge the truth and ignoring feedback. His refusal to

accept criticism and face reality was evident. As a common
occurrence with numerous prosperous leaders, Ford shielded himself
from reality by associating with “yes men” who provided him
with information that suited his desires rather than what should
he necessary to hear.
Henry Ford was informed that Model T sales were declining by the
sales department. The car would soon run out of steam unless they
made significant changes. Their greatest asset, the Henry Ford
assembly line, was now also their greatest liability. According to
Ford, the car was good; the sales staff was the issue. Ignoring
criticism and placing the blame elsewhere is a classic sign of weak
leadership.
Assume the role of an executive at Ford. Everyone can see the truth
clearly. How do you make it obvious to the boss—a brilliant leader
with years of experience—that something needs to change?
Ernest Kanzler made the final decision to “bell the cat.” He was not
just a prominent official within the company but also the brother-in-
law of Edsel, Ford’s only child. On January 26, 1926, he composed
and delivered a seven-page memo to Ford. Kanzler delivered the
painful reality. He received the same prize as many others who take
this action. He lost his job. The great illusion is that you may make
the message false by eliminating the messenger.
One of the frequently trait of a bad leadership practices of
effective leaders is punishing the messenger.

In addition to this bad habit that Henry Ford had are the traits of :
Telling the world how smart we are. Successful leaders suffer from
this tendency to show off. The need to show people we’re smarter
than they think we are. It is unnecessary and annoying to others.
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Making destructive comments. The needless sarcasm and cutting

remarks that we think make us witty. Ford was known for such
sarcastic comments and practical jokes that may be funny to him but
insulted others.
Making excuses. The need to reposition our annoying behavior as a
permanent fixture, so people excuse us for it.
Clinging to the past. The need to deflect blame away from ourselves
and onto events and people from our past, a subset of blaming
everyone else.

These poor behaviors of leadership are not limited to arrogant leaders.

Receiving frequent positive feedback can drive even the most modest
leaders to fall victim to several of these harmful habits. It's easy to
fall victim to one or more of these negative habits when a leader
rarely receives honest, frank, and unvarnished feedback that could
keep them grounded.

After that Ford made the decision to fully close the River Rouge
Model T facility. For almost a whole year, General Motors' Chevrolet
had no rivals since the plant was closed to retool it for the production
of the new Model A! Seeing his chance, Mr. Chrysler launched his
Plymouth model into the auto industry. Ford persisted in his refusal to
acknowledge the state of the auto industry. He developed the Model
A after putting the Model T to death. Despite being a technically
superior vehicle, the Model A would not be replaced every year and
there would not be a "car for every purse and purpose."

What did you learn from the situation that could help you avoid
experiencing the same problem someday?
 Republic of the Philippines
UNIVERSITY OF ANTIQUE
Sibalom, Antique

Henry Ford said “failure is simply the opportunity to begin again;

this time more intelligently.”

No one likes to fail but it sometimes happen in our lives. We may

think we are doing all of the right things as leaders and that every
employee agrees, but typically that is not the case. We may also
believe that as leaders we should have all of the answers, but that is
unlikely to happen. If we are pushing ourselves, it is more likely that
we will experience some stumbling blocks. It’s so typical for people
to have setbacks, challenges, and failures that we have courses on
developing resilience and learning from our mistakes. Some says,
“Failure is just a Delayed Success.”

But the things I’ve definitely learn in this Henry Ford’s story are;
First, Know that Failure will happen. In life, we will always
stumble and fall. We will not always win at first, we need to cross
challenges paths for us to succeed.

Second, Acceptance. We should never lose hope in times we have

failed, perhaps we should accept our defeat and embrace the lessons it
entails for us.

Third, Learn from it. In every failure is a lesson it have. We should

learn from our mistakes, take it as our challenge for us to do the most
essential and right thing to do that wouldn’t just be beneficial for
ourselves but for others as well.

Fourth, Always have positivity. We might receive negative criticism

from other people but we should take it as our learning guide to do the
 Republic of the Philippines
UNIVERSITY OF ANTIQUE
Sibalom, Antique

right thing and embrace it— for in every negativities hides positive
and greater opportunities.

And lastly, Listen and Communicate well. As a leader, it’s not

always be your own point of view or your own concept or ideas.
Perhaps it should be a collection everyone’s ideas, opinions and
concepts that makes the team works.