Business Excellence Framework Research Articles

Comparative Study of Business Excellence Frameworks and Awards in Southeast Asian Countries

Many countries have initialized and adopted the business excellence framework to encourage high-quality achievements and be recognised internationally, including in Southeast Asian Nations (ASEAN). ASEAN as an economic and political organization of 11 countries located in Southeast Asia, established a business excellence framework to promote international organizational excellence and serve as national quality awards, which most of them adopted the Baldrige Excellence Framework (BEF). This study utilizes the accumulation and analysis of qualitative information using several sources and evidence from the business excellence frameworks and awards in ASEAN countries. This paper presents analytical comparisons of various aspects of the framework, such as their goals, award and recognition, categories, and score points (scores). It also discusses the similarities and differences among them.

An investigation of designing, developing and modifying business excellence frameworks

PurposeThis paper aims to investigate how business excellence (BE) custodians (BECs) design, develop and modify their BE frameworks (BEFs) and to provide a general framework for reviewing BEFs. The design process is important to understand as these BEFs are used to help organisations understand the components of BE to guide them towards world-class performance.Design/methodology/approachThe first step was to identify all the BE awards (BEAs) worldwide and their BEFs by conducting a review of publicly available sources. This research was then limited to only those BEAs that were held no more than two years ago. Of these, 29 BECs (with active BEAs) in 26 countries agreed to participate in the research. Data was collected with the help of a survey and 13 BECs also undertook optional follow-up interviews.FindingsIn total, 56 countries and regions have 65 active BEAs with another 17 countries having BE initiatives. The EFQM excellence model and the Baldrige excellence framework are used by 37.7% and 14.5% of BECs worldwide, respectively. In total, 58.3% of the BECs review their BEFs once every three years or sooner, 100% of the BECs are confident in their BEFs’ fundamental concepts and 96.5% in their categories. There are fewer active BEAs now and the use of BE is potentially decreasing which suggests that more effort is required by the BECs in promoting BE.Originality/valueThis research collects data directly from the BECs on how BECs design and develop BEFs and provides a general framework for reviewing BEFs.

DEVELOPING A SUSTAINABLE BUSINESS EXCELLENCE MODEL AND DISCUSSING KEY FACTORS

To achieve sustainable growth and maintain competitive advantages, many companies consider the sustainability of society and the environment, and adopt the business excellence (BE) framework of quality awards to promote total quality management (TQM) activities. This study used the Malcolm Baldrige National Quality Award’s (MBNQA) business excellence evaluation standard as the main body, supplemented by the Dow Jones Sustainability Indexes (DJSI). It proposed scoring criteria for the sustainable business excellence model, and discussed the degree of cause and correlation between evaluation criteria. The key factors were explored to provide companies with a reference for the pursuit of sustainable business excellence.

Quality 4.0: The EFQM 2020 Model and Industry 4.0 Relationships and Implications

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.

Development & Validation of Business Excellence Framework for Indian Manufacturing MSMEs

Development & Validation of Business Excellence Framework for Indian Manufacturing MSMEs

The quality movement's three operational paradigms: a text mining venture

PurposeThis study aims to analyze four text-mining studies of quality management (QM) to illustrate and problematize how the research on quality has informed the quality paradigm since the 1980s. By understanding history, one can better manage current developments.Design/methodology/approachThe findings are based on a meta-analysis of four text-mining studies that explore and describe 11,579 research entries on quality between 1980 and 2017.FindingsThe findings show that the research on quality during the past 30 years form a research paradigm consisting of three operational paradigms: an operative paradigm of backend quality orbiting around QM, total QM (TQM) and service quality; an operative paradigm of middle-way quality, circling around the International Organization for Standardization (ISO), business excellence frameworks (BEFs) and quality awards; and an operative paradigm of frontend quality, revolving around reliability, costs and processes. The operative paradigms are interconnected and complementary; they also show a divide between a general management view of quality and a hands-on engineering view of quality. The findings indicate that the research on quality is a long-lived standalone paradigm, supporting the notion of quality being a genuine academic entity, not a fashion or fad.Research limitations/implicationsThe empirical basis of the study is four text-mining studies. Consequently, the results and findings are based on a limited number of findings.OriginalityText-mining studies targeting research on quality are scarce, and there seem to be no prior models that depict the quality paradigm based on such studies. The perspectives presented here will advance the existing paradigmatic discourse. The new viewpoints aim to facilitate and deepen the discussion on current and future directions of the paradigm.

Examining the role of marketing motives and benefits of quality award frameworks

PurposeWhile the literature has examined various motives and benefits of quality management frameworks, it is limited with respect to marketing related motives and benefits. More specifically, previous research has not considered empirically the relationship between marketing motives and benefits of quality award models. To address this, the purpose of this paper is to examine the relationship between perceived marketing related motives and benefits and to analyze the influence of the sources of marketing motivations that lead companies to adopt this global standard for its perceived benefits in an Arab context.Design/methodology/approachA quantitative study to examine the relationships between the proposed motives and benefits using structural equation modeling was carried out.FindingsThe findings reinforce the view of marketing motives as a dynamic construct, which has an influence on quality awards model implementations. Also, the marketing related and performance drivers to implement the quality award model have a degree of influence on the benefits that is significantly higher than external related ones.Research limitations/implicationsThe main implication of this study is that marketing has a role to play in shaping an organizations “excellence” journey. It is yet another strategy to attract customers while striving for higher performance. Therefore, the motives for pursuing excellence should embed marketing related factors as well. The results will also enable aspiring organizations to refine their improvement methods, encouraging them to prioritize on their marketing motives and build on their excellence portfolios.Originality/valueThe paper proposes an empirically tested conceptual framework that examines vital issues concerning the internalization of the total quality management approach through award models, thus, providing valuable outcomes for decision-makers through business excellence frameworks.

A Fuzzy Multilayer Assessment Method for EFQM

Although the European Foundation for Quality Management (EFQM) is one of the best-known business excellence frameworks, its inherent self-assessment approaches have several limitations. A critical review of self-assessment models reveals that most models are ambiguous and limited to precise data. In addition, the impact of expert knowledge on scoring is overly subjective, and most methodologies assume the relationships between variables are linear. This paper presents a new fuzzy multilayer assessment method that relies on fuzzy inference systems to accommodate imprecise data and varying assessor experiences to overcome uncertainty and complexity in the EFQM model. The method was implemented, tested, and verified under real conditions at a regional electricity company. The case was assessed by internal company experts and external assessors from an EFQM business excellence organization and the model was implemented using MATLAB software. When comparing the classical model with the new model, assessors and experts favored outputs from the new model.

From compliance to excellence – the rcpaqap and the australian business excellence framework (ABEF)

From compliance to excellence – the rcpaqap and the australian business excellence framework (ABEF)

Self- assessment Performance Measurement in Construction Companies: An Application of the EFQM Excellence Model on Processes and Customer Stages

The EFQM Excellence Model was introduced in 1990s as a framework for assessing applications for The UK Excellence Award and it is the most widely-used Business Excellence Framework in Europe, with over 30,000 businesses using the Excellence Model to improve performance and increase their bottom-line.EFQM model focuses on the continuous development idea that all sectors can benefit from. EFQM model enables a company to highlight and develop its strengths in nine main areas for further development. In this study, nine of only 2 areas 1) process and 2) customer areas that are considered to be more effective on companies’ performance will be evaluated regarding a construction company in Turkey.As mentioned, this paper puts EFQM model into practice on a construction company. It is a functional company with an unstable environment. The company has a variable environmental circumstances all over Turkey due to its various construction areas in different cities; and the central office is in Ankara.The aim of this paper is to improve the quality of construction organizations by applying the EFQM excellence model and to show how EFQM model can be applied to advance companies. Furthermore, the paper provides analysis of current quality management trends on construction sector, and describes EFQM model structure to contribute the development of construction companies. This practice allows in a little while to appraise company quality management level and to describe opportunities for constant quality development.

Sustainability Assessment According to the Selected Business Excellence Models

Not every Business Excellence model has an integral approach considering the environmental, economic, and social aspects of sustainability. The aim of the paper is to review the selected Business Excellence Models and to introduce a proposal to improve this type of models as being applicable for the sustainability assessment. The models that were chosen are used as a basis for organisational improvement. The paper is based on information gathered through extensive literature review (research publications, research studies, documents about The Business Excellence Models) using Internet and research databases and the author’s own experience. Methods of analysis, comparison, selection and statistics are to be used. Although the models are based on similar principles, the differences are in the number and structure of the criteria, respectively, sub-criteria and in the sustainability assessment approach. Therefore, as key criteria in the area of self-assessment, we propose seven non-results criteria and criterion results. The proposed Model is discussed with the analysed models, based on the calculation of their mutual distances. The model, which is closest to the proposed model, is The Singapore Business Excellence Framework.

Designing the Innovative University Using Australian Business Excellence (ABEF) and the European Foundation for Quality Management (EFQM) to Increase Quality of Human Resource

In the age of globalization and the ASEAN Economic Community (AEC), Indonesia needs a high quality means in order to improve human resources. The Australian Business Excellence Framework (ABEF) and the European Foundation for Quality Management (EFQM) are two methods that meet our need and have been tested in the world. Both of these methods will greatly help to improve quality in various sectors. This study will focus on how to improve human resources at the University. Moreover, University/education is the front liner, the early fort to state its sovereignty defending, to produce high quality human resources, to create a lot of things that will be the source for the life of the people in the world, not only the national products but also the international one. Furthermore, after the analysis process, it creates a "University Quality Award Framework" (UQAF) which is a basic guide to universities, especially in Indonesia. This framework needs improvement, from now version 1.0, and it is beginning to improve the quality of education in Indonesia. UQAF result of the application framework will produce the high-quality, balance human resources both high knowledge and strong character.

Lean Six Sigma and the Australian business excellence framework

PurposeThe purpose of this paper is to examine a contextualized local government case study of the application of Lean Six Sigma (LSS) in conjunction with the Australian Business Excellence Framework (ABEF) to highlight the importance of a good strategic fit between LSS and organizational objectives before implementation.Design/methodology/approachA local government council is used in a case study-based approach. Organizational artefacts and documents were used for data collection in conjunction with interviews from senior executives within the organization.FindingsResults indicate that when used in conjunction with the ABEF, LSS provides focus on organizational learning practices embedded within the implementation of continuous improvement.Research limitations/implicationsThe purpose of this paper is to contribute to discourse regarding the effective application and implementation of LLS in local government.Practical implicationsLSS tools and techniques are known to local government, but are applied in isolation of the overarching LSS framework. This paper emphasizes the importance of comprehensive implementation of these tools, guided by the inclusion of an external contextualized framework (ABEF) in conjunction with the LSS to achieve sustainable continuous improvement.Originality/valueBusiness excellence frameworks are widely used in the public sector as a reference/means for improvement. This paper highlights the importance of LSS in operationalizing strategic direction provided by such frameworks and providing the focus on learning practices critical for sustainable improvements.

Business excellence models: a comparison

Abstract A new approach, called “business excellence”, has emerged in the business world and scientific literature in the past decades. Facing an increasingly turbulent and chaotic environment, more and more companies have implemented business excellence strategies and made quality a key element of their business philosophy. Modern measurement frameworks were created and developed by national or international bodies such as the excellence business models. These models provide guidelines and criteria for evaluation and are used by companies across the world as groundwork for continuous improvement. The paper aims to present and compare three well-known business excellence models in the world: Malcolm Baldrige National Quality Award, the Australian Business Excellence Framework and the European Foundation for Quality Management Excellence Model. In this respect, the authors have displayed the key elements of each business excellence model, followed by their comparison. In order to achieve the previous goals, the paper uses two methods: analysis and comparison. The information were obtained from multiple secondary sources of data- books and academic journal articles from the domains of total quality management and production economics found in libraries and electronic databases- through a desk research based on a significant literature review. The paper contributes to a better understanding of the business excellence models and may help managers to design and implement business excellence strategies. The paper shows that business excellence models provide a holistic approach to continuous improvement for any type of organization. These models are based on sound values, concepts and principles and have proved their viability during the time. Consequently, they gave birth to frameworks that allow organizations to benchmark their performances and demonstrate best practices in their field of activity. Also, the research findings indicate that the American model constituted a landmark for other business excellence models around the world.

Economic crisis and business excellence: a comparative multi case study assessment

PurposeThe purpose of this paper is to investigate the impact that crisis had on quality management and basic business processes using INSEAD’s industrial excellence framework (IEF) towards large Greek industrial units. This study proposes a modified version of the IEF which can help firms to operate through a turbulent environment.Design/methodology/approachData that were collected during the current financial crisis were compared with a matched sample of business units surveyed a decade earlier. The variables that were used to measure performance were grouped into two categories, quality management and process improvement.FindingsThrough the examination of these cases, the authors identify the characteristics that empowered those BUs so as to remain alive during the turbulence. According to the results, the survivors train their staff systematically, have closer relationships with their suppliers, assess their processes and follow up with action plans. Findings also suggest cultural differences between survivors vs non-survivors. Survivors display a cultural profile typical to adhocracy since they describe themselves as more flexible and externally focused instead of being stable and internally focused. These findings are discussed and avenues for future research are presented.Practical implicationsThe results of the study can be applied by quality managers of industrial organizations to achieve higher performance and overcome a turbulence of the external environment.Originality/valuePrevious research on the business excellence frameworks neglects the essential issue of sustainability and how an organization can survive a crisis. The study provides new insights into the long-term benefits of applying an excellence framework.

A Stepwise ISO-Based TQM Implementation Approach Using ISO 9001:2015

Abstract The lack of an implementation roadmap always deters enterprises from choosing Total Quality Management (TQM) as its major management approach. This paper proposes a stepwise ISO-based TQM implementation approach which is based on the notion of the new three-dimensional overall business excellence framework developed by Dahlgaard et al. [1]. The proposed approach consists of nine steps comprising three categories: “TQM faith building”, “TQM tools and techniques learning”, and “system development”. The steps in each of the three categories are arranged to span across the proposed nine-step approach. The ISO 9001:2015 standard is used as a case study to demonstrate the proposed approach. The ideas and benefits of the proposed approach are further discussed in relation to this illustration.

A multicriteria model on calculating the Sustainable Business Excellence Index of a firm with fuzzy AHP and TOPSIS

Purpose – The purpose of this paper is to provide an integrated methodology for benchmarking the sustainability of organizations. The fuzzy analytical hierarchy process (FAHP) and technique for order of preference by similarity to ideal solution (TOPSIS) methods have been used for this purpose. The FAHP is used to determine the weights of the criteria by decision makers, and the rankings of the alternatives are determined by TOPSIS. The proposed instrument is used to calculate the Sustainable Business Excellence Index (SBEI) and its potential impact on the formulation of firm strategy. To demonstrate the applicability of the model, illustrative examples are presented. Design/methodology/approach – After a careful literature review, a sustainable business excellence framework is created and a fuzzy system is developed to assess firms’ sustainability. Finally, the SBEI is computed. Findings – The results indicate that the suggested fuzzy approach is feasible for benchmarking the sustainability of organizations. It allows the decision makers to express their opinion regarding the importance of criteria and evaluate each alternative and then have this input coordinated in a quantitative fashion. Research limitations/implications – Practitioners and consultants can use the instrument for conducting quality management benchmarking within and across organizations. Researchers can use the instrument in future studies for further theory development in this area. Originality/value – As far as the authors are aware, no previous study research has assessed the SBEI of an organization with fuzzy sets. As such, it responds to a number of contemporary challenges in the business excellence theory, most importantly the broad need to identify agile organizations.

A Review on Business Excellence Models

Business excellence models are widely used by the companies around the globe for business improvement. These models include Deming prize model, Malkolm Baldrige or American Model for Business Excellence, EFQM-model, and Australian Business Excellence Framework, The 4P model and Kanji's Business Excellence model. This paper presents an analysis of these existing models of Business excellence. Except Kanji's Business Excellence model all other models are National Quality Award winning models from different countries and it is not clear as to how to implement these models. It was found that Kanji's Business Excellence model has the clarity of measurement or implementation as compared to the other models.

Challenges to Business Excellence: Some Empirical Evidence

Abstract The business excellence models are used by many organisations around the world as a strategic driver for business improvement and in some cases as the basis for applications for awards based on the models. These include the Baldrige, EFQM, Australian Business Excellence Framework and many other national and regional models. Whilst many award recipients showcase their achievements, comparatively little is known about the challenges and impediments they face in reaching and sustaining high levels of success as evidenced by winning awards. This paper seeks to identify challenges faced by examining the experience of a sample of Australian Business Excellence Award winners. Findings suggest that the primary challenges include; leadership support, drive and consistency throughout the organisation and communicating strategy and making it meaningful for people at all levels. The study also found variability in challenges across organisations.

Spiritual Organization: A Path to Organizational Sustainable Excellence

In searching for quality and competitiveness, a steadily increasing number of governments and businesses have adopted excellence and national quality awards frameworks. Most of these were based on the American, European, Canadian or Japanese models. Organizational excellence is at crossroads today. Performance management systems and business excellence models and frameworks have given little to no consideration for social, environmental, human and ethical dimensions of organizational performance. Moreover, organizations have been confronting many unsurmountable challenges, changes and pressures that make it very necessary to look for an organizational excellence alternative, namely spiritual organization. This paper provides a framework for building spirituality-based organization that can harvest sustained excellence.