Abstract
The European Foundation for Quality Management (EFQM) 2020 model is a comprehensive and updated business model that encompasses sustainability and shares features with Industry 4.0, emphasizing transformation and improved organizational performance, yet with different theoretical and practical foundations. This research highlights the EFQM 2020 model’s novelties and its relationships/implications with the Industry 4.0 paradigm, contributing to the Quality 4.0 body of knowledge. Several linkages between the EFQM 2020 model and Industry 4.0 have been identified, namely, at the criteria level and guidance points, which can support successful digital transformation by combining quality and excellence with Industry 4.0. However, given the model’s generic and non-prescriptive nature, there is no specific reference to the nine Industry 4.0 pillars. Additionally, the links between direction and organizational culture and leadership criteria and driving performance and transformation are not evident, which might be a concern for business and technology transformation strategies. Managing knowledge, skills, and capabilities is critical for the successful adoption of Industry 4.0. The EFQM model adds a strategic and technologically unbiased perspective to Industry 4.0, providing an integrated business excellence framework for Quality 4.0. With empirical support of the model application, future research is recommended to develop this subject further.
Highlights
According to Peters and Waterman’s [1] work “In Search of Excellence,” and the introduction of the Malcolm Baldrige National Quality Award (MBNQA) in the USA and the European Foundation for Quality Management (EFQM)Excellence Award in Europe, the concept of excellence has been disseminated throughout time within the business and academic community.Several business excellence models (BEMs) have been proposed, supported by business excellence (BE) criteria framed within a holistic framework supported by a set of core values or fundamental concepts with both business enablers and business results
Empirical research addressing total quality management (TQM) and information technology (IT) seems to support that view [102] by concluding that while TQM had a significant impact on performance, and IT had a positive impact on TQM implementation, there were no significant performance improvements due to the direct application of IT. These findings suggest that I4.0 would largely benefit from Q4.0
The EFQM 2020 model, with the 23 criterion parts and one results criterion, together with the 112 guidance points and the RADAR assessment tool, provides a more detailed logic and framework than other common strategic frameworks that lack that detailed structure [108]
Summary
According to Peters and Waterman’s [1] work “In Search of Excellence,” and the introduction of the Malcolm Baldrige National Quality Award (MBNQA) in the USA (first awarded in 1989) and the European Foundation for Quality Management (EFQM)Excellence Award in Europe (first awarded in 1992), the concept of excellence has been disseminated throughout time within the business and academic community.Several business excellence models (BEMs) have been proposed, supported by business excellence (BE) criteria framed within a holistic framework supported by a set of core values or fundamental concepts with both business enablers and business results. According to Peters and Waterman’s [1] work “In Search of Excellence,” and the introduction of the Malcolm Baldrige National Quality Award (MBNQA) in the USA (first awarded in 1989) and the European Foundation for Quality Management (EFQM). Excellence Award in Europe (first awarded in 1992), the concept of excellence has been disseminated throughout time within the business and academic community. Several business excellence models (BEMs) have been proposed, supported by business excellence (BE) criteria framed within a holistic framework supported by a set of core values or fundamental concepts with both business enablers and business results. Since its introduction in 1991, the EFQM model is recognized as a global structure that helps organizations manage change and improve organizational performance. The model is generic in nature towards ensuring its applicability to organizations regardless of their size, scope, or business sector and has been adopted by thousands of entities worldwide. Academic research suggests that BE fosters organizational competitive advantages and success [2,3,4,5]
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