Abstract
Notes that to be effectively implemented, quality management has to be aligned with strategy and properly co‐ordinated. Develops a systems framework entitled congruence management business architecture. Notes that under this architecture an activity is the core entity for change and that every quality or related initiative will change, eliminate or create activities. Considers various quality management mechanisms under this architecture and considers various barriers. Suggests that the congruence management framework can help make quality management more effective.
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