The traditional view of quality and process improvement initiatives is heavily influenced by an excessive focus on achieving external certifications (as in ISO 9001), maturity levels (as in CMMI) and awards (as in MBNQA), and at many times to the exclusion of leveraging the actual intrinsic value of quality and process improvement initiatives.
No one seems to disagree with the following statement w.r.t. their value to the business:
Business Excellence is a holistic concept. Though it makes use of the various quality/process models but it does so in such an integrated manner that they get tied to adding business value. And in the process these models transform themselves into Business Excellence Models.
No one seems to disagree with the following statement w.r.t. their value to the business:
- Achieving superior product/service quality in comparison to competitive products/services is an objective worth pursuing
- Quality is not just about reducing defects but also about delivering within committed cost-line and time-line
- All areas and departments of an organization (including support functions like HR, Admin, Finance, Legal, etc.) need to continually improve their operational effectiveness and efficiency
- All quality and process improvement initiatives should be able to demonstrate their business value in financial terms on either or both of the twin constraints of top-line (revenue protection / enhancement) and bottom-line (cost containment / reduction)
Business Excellence is a holistic concept. Though it makes use of the various quality/process models but it does so in such an integrated manner that they get tied to adding business value. And in the process these models transform themselves into Business Excellence Models.
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