Project Excellence Model For Quality Management

Project Excellence Model For Quality Management
The Project Excellence Model(PEM) was set up in 1997 by Roland Ottmann and was derived from
the European Foundation for Quality Management(EFQM) model. The PEM model mainly contain
two processes; 1) Evaluation of project management process and 2) measurement of the results
achieved in a project. Based on E. Westerveld's research in 2002, the Project Excellence Model link
project success criteria and critical success into one coherent model. Given that PEM Model was
adapted from EFQM–model whose essential characteristic is it distinguishes RESULT AREAS and
ORGANISATION AREAS. With this in mind, the project success criteria can be regarded as results
area while the success factors as organizational areas. Two areas are covered in the PE Model:
project management area (the so called enabler) and project results area (Figure 10). Nine criteria
with 22 sub–criteria in total are included in this model based on a 1000 points maximum rating.
Generally, an evaluating project would be identified as excellent if reaching 500 points.
Figure 10: The project Excellence Model(PEM) criteria and sub–criteria,
Source: http://pm–ei.com/index–Dateien/Page1235.htm
Figure 11: ： The nine criteria of the Project Excellence Model(PEM) in small pictures, Source:
http://pm–ei.com/index–Dateien/Page1235.htm
PEM's nine sub–criterias have the following definitions:
Project Objectives: The way in which the projects are defined and implemented. The sufficient
comprehension of a project is based on
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Quality Management System For Coventry University Library
The `Know IT` (Knowledge intergration ) quality management system for coventry university
library
Introduction
Higher education intuitions have always resisted total quality management, quality management
systems were perceived as incompatible with the academic culture. However, universities have
become market driven, so in order to compete on a global scale and attract international students,
they had to establish quality management systems to set themselves apart from the competition.
It has become explicit that students were choosing universities based on quality; this has a very
subjective definition as quality means different things to people.
One crucial department universities should focus their efforts in implementing a quality ... Show
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Furthermore process improvement methodologies will be explored so the library can become an
organisation that strives for excellence.
Improvements and modifications to the previous quality management system proposed
Before we can design quality management system we must firstly assess the libraries standard of
quality, the previous quality management system that was designed for the library was extremely
vague and generic both in design and principles.
The Lanchester Library at Coventry University opened in September 2000; the aim of the library
was to accommodate changing customer needs. Their mission for the library was, to stay student
focused by offering quality information and services to support, teaching,learning and research.
These goals and aspirations were met for a while, however, is obvious the library is in a desperate
need for an effective quality management system as it seems to buckling under the pressures exerted
by the increased number of students. More than ever it needs to realign the system with student
requirements and ensure that it's actually delivering the services required by the users. The most
essential qualities to the users of the library are: the availability of resources, such as collaborative
work spaces, books, computers, helpful staff ect.

Nokia
Executive Summary Nokia's reign as the world's biggest seller of mobile telephones is under serious
threat from its competitors such Apple and the introduction of new Android based mobile phones.
The company fell short in the smartphone era and its position as the number–one phone seller in the
global market is under threat. The case study provides a brief analysis of what transpired at Nokia
and how the strategy implemented by the management team from the period of the 1990s up to the
2010 led to the company losing its market shares at both ends of the mobile phone industry. During
the period of 1991 and 1992 the company lost FM482million ($120 million) on its major business
activities. In 1992 a new group chief executive, Jorma ... Show more content on Helpwriting.net ...
* Strategy as history – the situation that the organisation finds its self in at the time of the strategic
decision. The case study highlights that Nokia lost FM482 million ($120 million) in 1991 and 1992
and the company had to find ways new strategies to remedy the situation. 1.1.1 SWOT Analysis
SWOT analysis is useful in assisting the company to gain an overall overview of its organisation's
strength and weakness. Figure 1: SWOT MATRIX Source: University of St. Thomas website ·
Minnesota. © 2013 The competitive advantage of Nokia was to strategies and analyses the resources
and capability of an organization involves not only the role and contribution of the main resources,
but also developing an understanding of: * Resources deliver superior profits in private companies
and provide the best service in publicly owned organizations called the value added in strategy. *
Resources and capabilities delivered competitive advantage to the organisation and improvement
overtime, by identifying the route to find the special resources that will enable the organisation to
compete. * Strengths In seeking the advantage that the competitors cannot copy, it is necessary to
examine not only the competitors, but also the organisation itself and its resources. Organisations
capabilities Organisation capabilities are skills, routines, management and leadership of the

Role of Leadership in Improving the Level of Firms’...
Introduction
Juran (as per Sosik & Dionne 1997) stated that management commitment is pertinent to every
successful quality revolution, and that no exceptions are known. This paper will focus upon the role
reported in literature that leadership plays in the improving an organisation's level of business
excellence (BE) from the implementation of the initiative to the point whereby continuous process
improvement is a natural function of daily business. The paper will review research conducted upon
BE as achieved through the European Foundation for Quality Management's (EFQM) Excellence
Model as well as through Total Quality Management (TQM). There exist countless models for
implementing TQM within organisational literature. For ... Show more content on Helpwriting.net
...
In this context, the role managers take on as change agents is significant and has a direct impact on
the achievement of the BE goals(Beer et al 1990, Mezias & Glynn 1993). Specifically,
implementation of BE ideology should consider the development and communication of
organisational purpose, vision and culture.
Senior management action as reported by Savolainen (2000), is crucial to the success of any BE
initiative as it represents authoritative promoters who significantly contributed to the reality of
quality ideology. Without this supportive action, Savolainen (2000) argues that the program would
probably have remained in the 'rhetorical' phase. More practically, Deming (1986) maintains that
managers must promote security within the ranks so that there should be no fear of failure,
expressing ideas or asking questions which is crucial during the implementation of any BE initiative
(Sosik & Dionne 1997).
1.1 Constancy of Organisational Purpose and Vision
Number 1 of Deming's 14 points calls for an organisation to "create constancy of purpose for the
improvement of product and service" (Deming 1986, p. 23). This infers both a consistent long–term
leadership vision and commitment to continuous improvement throughout the entire organisation.
Implications for managerial leaders include

Employee Involvement
EMPLOYEE MPLOYEE INVOLVEMENT NVOLVEMENT Report produced for the EC funded
project INNOREGIO: dissemination of innovation and knowledge management techniques by
Apostolos Apostolou D. of Production Engineering & Management Technical University of Crete J
A N U A R Y 2 0 0 0 EMPLOYEE INVOLVEMENT 1 Contents 1 1.1 1.2 1.3 1.4 1.5 1.6 2 2.1 2.2
2.3 2.4 3 3.1 3.2 4 Description What is Employee Involvement and Empowerment Objectives
Methodology Alternative techniques Expected Results / Benefits Characteristics of firms and
service providers Application Where the technique has been applied Types of firms / organizations
concerned Duration and Implementation cost European Organizations Supporting the ... Show more
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INNOREGIO project A. Apostolou Technical University of Crete EMPLOYEE INVOLVEMENT
3 There is at the end of the day only one thing that differentiates one company from another – its
people. Not the product, not service establishments, not the process, not secret ingredients;
ultimately any of these can be duplicated. The Japanese have always recognized this and it is one of
the reasons for their success in world markets – they place tremendous value on the integration of
people with organizational objectives, equipment and processes. The employees force the
organizations to address three key issues; communication, involvement and development. In fact the
three issues can be used as a measure of an organization's maturity in the employment relationship.
Here, we are going to address the issue of involvement and its relationships. Many people confuse
communication systems such as team briefings with involvement. Involvement, however is more
than just the exchange of information. It is the gradual but radical delegation of control to those
closest to the process itself. Self–managed teams, cell–based manufacture, autonomous work
groups, high performance work systems, are all examples of true involvement. Empowerment
means that all employees feel that they have the responsibility and authority to participate in
decision making and problem solving in

Swot Analysis : The Brookdale Centre
Introduction
The Brookdale Centre is currently suffering from many problems such as the poor management
style, a lack of staff training, lack of marketing and a lack of public transport to the center. Due to
these problems the Brookdale center is losing opportunities for business and are losing profit
causing a decreased revenue for the business.
Within the Brookdale center it has also been noted that there are health and safety issues within
certain areas such as the food court where a railing fell and it is important for these problems to be
solved straight away and that the building is properly examined by a health and safety officer.
The Main Problems
Through the SWOT and PESTLE analysis it was clear that the main problems ... Show more content
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Management & Operations Strategy
A new management and operations strategy is vital for the Brookdale center to improve as the
current management style of the American way has not been working and making staff unhappy
within the workplace. As staff have a lack of motivation within the Brookdale center it is vital to
analyze the different theories on work motivation such as Maslow's Hierarchy of Needs, McGregor's
XY theory and Adams Equity theory.
Maslow's hierarchy of needs:
Abraham Maslow developed a Hierarchy of Needs (appendix 3) which is used to understand human
motivation, management training and personal development. This hierarchy is used to determine the
responsibility of employers to provide a workplace environment that encourages and enables
employees to fulfil their own unique potential.
Maslow's hierarchy is used within organisations by employers as their employees have basic human
needs and a right to strive for self–actualisation. Successful organisations will be ones who care,
understand, encourage and enable personal growth towards their employees.
This theory can be used within the Brookdale centre as understanding individual needs of staff
members can be used to help motivate them so they can reach the top of the hierarchy of having a
self–worth and feeling accomplished with what they have achieved within their job.

MCGREGOR'S XY THEORY:
Douglas McGregor

Project Management : A Relatively Young Field Of...
Are We Getting Any Better? Comparing Project Management in the Years 2000 and 2008
Introduction
Project management is a relatively young field of professional discipline. The history of project
management has been written by Morris, 1994. It shows significant changes and development
through the time, also suggesting that some area still needs identifying. Further studies and research
are taken to improve project management on five major directions: project complexity, social
process, value creation, project conceptualization and development. Meanwhile, strategic/business
view, operational/process view and team/leadership view may become the central views for project
management research in next few years.
Numerous studies are available to indicate the development of project management, including
historical analyses on particular projects of their success and failure. The results suggest that project
management can still be improved. We have studied the historical development of project
management under one company that provides an easy way to understand the development of
project management under the company. Some certain lessons of project management development
have also been studied, the most famous example is the Standish Group reposts (see
http://www.standishgroup.com).
Table 1 displays the advantaged development from 2000 to 2008, the project success rate has
increased and the challenged projects rate has declined steadily. But it also shows that 2006 had
better

How Garrard's Business Strategy By Using Primary And...
1: Introduction The aim of this assignment is to look at and possibly improve Garrard's business
strategy by using primary and secondary research data and to combine this with the construction
industry to grow their clientele base. Techniques, such as EFQM Excellence Model, will be used
and examined along with a PESTEL (for an overview of business strategy please See Appendices 2)
and SWOT Analysis then defining their future strategic options using a TOWS matrix. 2: Garrard's
Construction Limited Garrard's are a small to medium sized construction company who have
provided an exemplary building insurance repair service for nearly 70 years. They have a strong
reputation within the professional building service throughout the main areas of insurance repairs,
which are new build, refurbishment, renovation and property maintenance. 2.1: Garrard's
Organisational Structure Garrard's have over 55 employees, 40 of which are directly employed as
site operatives along with 15 office staff. They use a range of fully approved sub–contractors who
in–turn take up over 40% of all contracts across all areas. Their team of technical staff are necessary
for their sustained success. When speaking to Garrard's they stated that their business reputation is
based on their construction knowledge and professional approach that all their personnel have
towards each project. 2.2: Business Strategy Planning Garrard's in order to have an effective
business strategy must meet the requirements of a

Boston Lyric Opera Case for Management Control
GRADUATION: 2011
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CONTENTS
3LITTERATURE REVIEW
Introduction 3
The Cause and Effect Relationship 3
LITTERATURE REVIEW 4
Criticism 4
Modified Balanced Scorecards 4
BOSTON LYRIC OPERA CASE STUDY 5
Limitations (first draft, only bullet points for the moment) 5
CRITICISM OF THE BALANCE SCORECARD 6
_Top–down implementation 6_
_Managers responsibility in the implementation 6_
_The BSC fails to capture complexity 6_
_Adaptability 7_
_Time factor 7_
_Cost and efficiency 7_

_Conclusion 7_
RECOMMENDATIONS 8
Extra Perspectives 8
Cause–and–Effect Relationship 8
Activity Based Costing, ABC–BSC 8
BIBLIOGRAPHY 9
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LITTERATURE REVIEW
INTRODUCTION
The Balanced Scorecard is a strategic management tool that combines four ... Show more content on
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It clarified day to day
work objectives. As a result, the performance has improved.
LIMITATIONS (FIRST DRAFT, ONLY BULLET POINTS FOR THE MOMENT)
Heavy process, even more for a non–profit organization that just want to achieve a
balanced budget. Need to evaluate every year and adjust.
Scepticism of some on the board (used to only treat financial measures, restricted action "it clarified
also what not to do", non–profit "losing its soul" becoming more like a business not really
performing arts anymore...)
Less room for initiatives? Mind of the staff formatted towards upon–agreed goals?
�
CRITICISM OF THE BALANCE SCORECARD
Accounting practices raise a lot of issues. The BSC is supposed to solve most of them: abstraction,
shortsightedness, monetary orientation, oversimplification and lack of focus on intangible factors
(Johanson _et al._, 2006). But things are not always perfect. According to a KPMG report cited by

McCunn in 1998 (McCunn, 1998), more than 70% of scorecard implementations fail. The
implementation of a balanced scorecard in a company needs certain "enablers" that companies often
lack. Described by Chan (2004), these are for example: top managers' commitment, training and
education, clarity of vision.
Additionally to the criticism of the way the BSC is used, we also found critical opinions about the
tool itself and its usefulness today.
TOP–DOWN IMPLEMENTATION
The implementation of the BSC demands collaboration and mobilization of all employees.

Organization Performance
Organisational Performance.
The term organisation performance relates to the past, present and future–projected performance of
an organisation, thus, the performance of an organisation comprises the actual output measured
against the intended outputs (Goals and Objectives).
The role of managers is to ensure that the performance of the organisation is aligned with attaining
the goals and objectives of the organisation, by taking necessary steps to ensure that the work
(outputs) of an organisation are also aligned with the overall objectives and goals. Organisation
Managers' sets and projects target that are designed or aim to achieving the objectives that are
aligned with the mission of the organisations. This also acts as guidance to ... Show more content on
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The EFQM excellence model is also based on the principle which recognizes leadership policy and
strategy as driving tools for organisations excellent results, by accrediting performances, customers,
people and the society.
The Strathclyde police like many other successful organisations now self assess using based on the
EFQM model, as a management tool. The application of the EFQM model enables the force to
recognize and evaluation of the strength of potential resources, which also provides the opportunity
for managers to plan and prioritize goals which are necessary and aimed to enhance the overall
performances of the organisation. The application EFQM model also enables and encourages further
interaction with is customers (the Public) and enhanced cooperation and partnership with other
relevant agencies.
Finally, the EFQM excellence model, provides a clear diagnosis of the Strathclyde police
organisation activities, by narrating and linking between the its activities and the results it achieves,
by highlighting how the results were achieved, which is crucially useful to the managers' of the
Strathclyde police force in planning and directing resources.
Organisational Strategy.
Organisational strategy can be described as the direction and scope of on organisation over a long–
term, which benefits the organisation through the planed use of resources within the challenging
environment, for the purpose of fulfilling its objectives and

The Performance Of The Pioneer Company Essay
The criteria for measuring the performance of the pioneer company, how the Balanced Scorecard
can serve the company by the following process
A Balance scorecard is a systematic approach to performance measurement that reflects the strategy
of an organization into clear objectives, measures and targets. The Balance Scorecard integrates an
appropriate mix of performance measures in the short and long term financial and nonfinancial
performance measures used throughout the organization, based on the strategy of the organization.
The performance measurement criteria for successful Pioneer Construction and Engineering project
traditionally has been based on the price, time and specification. Present day performance
management systems to encourage a holistic approach for the project evaluation efficiency. Systems
have evolved from what was essentially a method of accounting performance measurement in a
diverse range of performance statistics for each specifically designed to assess various attributes of
organizational importance. The literature review reflects the philosophy of a performance
management system and its relevance in the current industry practice. The potential application of
management models adapted to contemporary performance purpose for Measuring individual
building project 'welfare ' it is examined. Two well–known performance management frameworks,
the EFQM Business Excellence Model of Kaplan and Norton Balanced Scorecard are evaluated for
their suitability

Effective Project Planning And Control At This Stage...
Level 3: Managed Stage At this stage project related datas are collected across the organisation for
proper project planning and control. More systematic approach is carried out to plan and control at
this stage. Level 4: Integrated Stage The gathered information is carefully evaluated and analysed.
PM data and processes are integrated. PM steps and regulation are used throughout the organization
with all projects, which help to handle multiple project control and success in a professional manner.
Level 5: Sustained Stage At this stage, the organization continuously improves it processes by
analyzing the project data on a progressive basis. Innovative ideas are appreciated to promote the
PM procedures and practices. Advantages: It ... Show more content on Helpwriting.net ...
Later it was revised and re–structured based on the requirement. V– Model is considered as an
extension to the waterfall model and later it was accepted an alternative in many European countries
and the UK. V–model gets name from the v shaped sequential way of execution. V–model always
verifies and validates the each phase before the next phase starts. In the v model the testing of each
stage is simultaneously executed. The lifecycle process model is the main process in the V–Model.
Characteristics: The v model is also called as verification and validation model, as they analyse each
stage in such a way before it enters to the other stage. The basic architecture of v model: Figure 15
The basic architecture of V model; Source ( v model–bucanac 1999) There are three main levels in
the V model: The lifecycle model: a main process in the V– model ,which decides what will be done
in the project The allocation of methods: to accomplish the planned work, which method to be
followed will be decided here The functional tool requirement: This level explains with what we are
going to perform the activities planned. All this model have four sub models, which is similar to all
models, but differs in the way of functionality

Critical Success Factors for Small Business Enterprises in...
The overall objective of this research is to study which the critical success factors that are necessary
for achieving success for a small business in Kingdom of Saudi Arabia.
Small Business Enterprise or Small–Medium Enterprise (SME), in today's business environment,
faces a lot of daily major challenges. Balancing the SME's effort to address these challenges can be
an intimidating task, unless a systematic approach is identified and followed. Recently, SMEs
started moving towards the utilization of business success which enables SMEs to learn how to
continuously improve the utilization of resources to achieve better productivity and performance.
Therefore, critical success factors are the quantifiable aspects of the fundamental ... Show more
But, due to the changing in business environment it is important to focus on corporate success in
order to be competitive in this environment.
A number of success factors researches shows that the most important factors contributing to
success are business's management systems and practices (Lussier, 1995), (Strischek, 1998). Some
other factors leading to business success addressed in the research are implementation of accounting
systems and regular review of financial statements (Gerstel, 1991), control of job–site safety
(Gordon, 1997), and ongoing training and education (Bednarz, 1997). In the Hutchings and
Christofferson study (Christofferson & Hutchings, 2001), carried out among small–volume
residential firms in the United States, the most important factors to business success were identified
as quality workmanship, honesty, having good subcontractors, customer communications,
reputation, having good employees, and completing projects on time, respectively. In a survey
carried out among Germany's firms, the most important success factors were found as employee
development, effective risk management, innovation, partnerships with customers, and lean
organizational structure (Roland Berger Strategy Consultants, 2004).
The use of critical success factors has covered several SMEs during the last decade. The scope of
the small business may differ, but the

Analysis of the Role of Human Resource Management
Analysis of the Role of Human Resource Management
Executive summary
The main aim of this report will explain human resource management in corporations. Human
resource management plays an important role in the development of corporations. Corporations take
human resource management to improve the efficiency and lower the cost. Firstly, in this report,
related theories and practice of human resource management would be explained conjunctly in order
to show the concepts and knowledge in the subject of human resource management. Then, this
report would give a brief introduction of leadership. It would analyze different styles of leadership,
mainly democratic leadership and autocratic leadership. Secondly, this report will ... Show more
On one hand, the former one, exploitative autocratic is on one side of the autocratic beam, carrying
the feature that the leader is extremely arbitrary. Sometimes the leader implements the leading
process employing tough methods, for example in the process of managing staff, some leaders force
their subordinates to do something. On the other hand, the latter one, benevolent authoritative, refers
to maybe in the process of decision making or implementing, the leader asks for some of the key
employees' opinions. However, as the so called autocratic leadership, the decision still comes from
the leader himself. What is more, in the stage of implementation, the leader would not enforce his
followers. Instead, the leader maybe delegates some nominal powers to the lower levels to a certain
extent. Even not enforcing subordinates, the ideas or other critical decisions still come from the
leader in a general view (Starratt, 2007).
Democratic leadership is also called participative leadership. As the literal meaning dictates that the
final decision is the result of the process of democratically discussion. It is the whole effort or the
marrow of the employees from the organization that comes up with the decision. Usually brain
storming is an essential step to sum up as well as conclude the ideas different people holds (Farr,
2009).
Carefully speaking, there are some differences between democratic leadership

Project Report : The Quality Management On The Performance...
Research Project Report Title
Company Name
Date
Student number
©Copyright 2014 all rights reserved
No part of this publication may be reproduced, stored in a retrieval system or transmitted in any
form by electronic or mechanical means or by photocopying, recording, or otherwise, without the
written permission of the copyright owner.
Company Logo??
1 ABSTRACT
As ...... 1 Contents
1 ABSTRACT 3
2 Introduction to company 5
3 MANAGER, QMS and Organisation 5
3.1 Requirement of the quality manager: 5
3.2 Identifying the quality issues 5
3.3 Managers roles and responsibilities in the QMS Implementation : 5
3.4 Managers' relation with other employees: 6
3.5 Control process: 6
4 Measurement and Effectiveness of QMS 7
4.1 Effectiveness of QMS in businesses: 7
4.2 Effective form of QMS in the company: 8
4.3 Impact of the quality management on the performance of the firm: 8
4.4 Importance of review of QMS in organisation: 8
5 Mechanisms for updating a QMS by a Manager 8
5.1 The continuous improvement and relation with other departments: 8
5.2 Principle in quality improvement: 10
5.3 Audits 10
6 Conclusion/Summary 11
7 Reference List 12

Appendices
Appendix 1: Relation of Quality management with other fields 13
Figures
Figure 1: Continuous development process (Chartered Quality Institute ,2014). 10 2
INTRODUCTION TO COMPANY
The company Quality Upholstery and Carpet Cleaning is an established company in Rotorua, New
Zealand. It is planning to extend its services to

Yell Case Study
Based on the information obtained from various sources and Yell's website, it shown that Yell has
grown from the only one classified directory company in Brighton, UK in 1966 to be a leading
international company with size of 5,300 employees which provide an useful guidance and
information for their customer in the classified advertising market in the United Kingdom, the
United States, Spain, Chile, Peru and Argentina at this time. Yell create and receive their earnings by
giving an opportunity for buyers to be linked with a simple procedure with their sellers through an
integrated portfolio and low–cost advertising products which is available online, over the phone and
printed. From a simple way like this, the company become known and ... Show more content on
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In addition, the implementation of this strategy can reduce waste of the materials, so it can help the
company to reduce their cost of production. However, Six Sigma can be costly to put into practice.
Thus, it will need several years to show how well the company conduct their business in the market.
For the third and fourth tools, Yell used and achieved standard regulation from ISO 9000 and ISO
14000. Description of ISO 9000 is an internationally recognized quality standard to create and
maintain quality assurance system in design, development, production, installation, and servicing
for all types of organization, in many industries. In addition, it contains rules and regulations about
practicing in good management, where it can recognize the basic discipline and give criteria to make
sure that services and products meet customer needs and requirements. As a conclusion, it can help
the company to deal with customer orders, stock control, purchasing, service provision and service
delivery. Whether ISO 14000 is an internationally recognized act for create and maintain
environmental management system which is suitable for all types of organization as well. The
purpose of the standard is to reduce the pollution and waste of production from the company. As a
conclusion, it can avoid the company being sued in the future because of negatively effect to the
environment.
In order to be

A Critique Of Service Quality Models
Regarding the various service quality models discussed in section 2.3.1 to 2.3.9 the gap model
considers the perceptions and expectations of the customers, the gap being the difference between
expectations and perceptions (P–E). The model resulted in five dimensions that are generic in
nature. However, other models such as 'Technical and Functional Quality Model', 'Perception–only
Model' and 'Evaluated Performance and Normed Quality Model' consider only the perceptions of
the customers. Technical and Functional Quality Model describes three components such as
technical quality (the quality received by the customer), functional quality (how the quality is
received by the customer) and corporate quality (how quality is delivered by the organization). In
the Perceptiononly ... Show more content on Helpwriting.net ...
The EFQM Excellence Model helps for benchmarking and improvement of overall performance of
organizations focusing on key factors of TQM and assures quality service to its customers in turn.
2.5 A Critique on Service Quality Measurement and Evaluation SERVQUAL is a widely used
instrument to measure customer evaluations of service quality [48]. Despite a leading instrument in
measuring service quality, a number of studies have raised concern about it [156,168–171]. These
criticisms relates to conceptual, methodological and analytical issues in SERVQUAL. The primary
issue raised in the literature is the conceptualization of service quality as the difference between
perception and expectation [159]. Cronin and Taylor, reiterate their views against the
disconfirmation based SERVQUAL scale of measuring service quality and continued to be
proponents of their perception–only approach to service quality measurement. Further, the use of the
perception and expectation gap measure of service also raises related analytical concerns about its
low reliability, poor discriminant validity and spurious correlations [168–170]. Parasuraman et al.
indicate that on the issue

The Balanced Scorecard And The Balanced Scorecard
Balanced Scorecard
The Balanced Scorecard is a model used to align business activities to the organisation's vision and
strategy, improve internal as well as external communications, and monitor the organisation's actual
performance against its strategic goals. It combines financial and non–financial performance
measures, such as the satisfaction of customers/stakeholders, the efficiency of internal business
processes and organisational capacity in terms of knowledge and innovation. (Balanced Scorecard
Institute, n.d.).
EFQM–model
The EFQM–model is a cause and effect diagram for assessing the effectiveness in developing and
executing a stakeholder–focused strategy, aimed at achieving sustainable excellence: outstanding
performance levels that meet or outstrip the expectations of the four key stakeholder groups that can
be distinguished in this model: business, customer, people and society. (European Foundation for
Quality Management, n.d.). The EFQM–model gives insight into the levers that need to be pulled in
order to achieve the desired results. It allows understanding of the causal connection between what
the organisation does and how it ... Show more content on Helpwriting.net ...
The strategic information plan, on the other hand, provides insight into the information that is
necessary for the management of the organisation on the long term. The strategic information plan is
the link between the strategy and the objectives that need to be realised by the executive
organisational levels. Without a strategic information plan the organisation cannot be strategy
focused (= the activities at the executive organisational levels contribute to the realisation of the
strategy of the organisation). Contrary to the operational information plan, the strategic information
plan is not a sequential process. It is a course seeking process. (Kerklaan,

Strategic Development in Global Food Retail
Case Study – Strategy Development in the Global Food Retail Supermarket Industry Introduction In
order to develop a global strategy, the deep understanding of the term 'globalization' is very
important for every company. Globalisation: The globalization increases the mobility of goods.
Globalization is a term describing different complex ideological, political, environmental and
cultural forces as one world. During World War II, the national boundaries got faded and financial
markets, information services, manufacturing concerns as well as cultural products have made
themselves available to the whole world. American hamburgers are available in Tokyo today and
Japanese cars gets assembled and marketed in America. Virtually ... Show more content on
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* The cost of entry test: the cost of entry need not capitalize the prospective income. 1. The
attractiveness test: Either the industry operating has to be attractive in nature or it should at least
have the capacity to turn attractive in the near future. (Porter, 2009) The relationship between
responsiveness and supply chain cost is regarded as substitution. The synergy factor is highlighted
through identification of the different scope of supply chain responsiveness. The conclusions
derived from this analysis are as follows: a. The identification and exploitation of synergy has
helped supply chain managers to identify the problem and take actions accordingly which could
implement responsiveness and drive costs down. b. By considering the specific extent of
responsiveness, the organization increases the potential to find synergistic relationships which can
be used for competitive advantage. ii) Portfolio theory (Outside –In)–'eggs in multiple baskets' The
eggs in multiple baskets refer to Diversification. Eventually all the progressing companies diversify
in one way or other. If the eggs or investment is in the single basket and if we drop the basket, then
all the eggs break. (Edwin, 2009) iii) BCG / GE–McKinsey Matrix

Case Study : Europa Airlines ( Ea ) Case Study
S00705994
MGT701 – Managing Processes and Projects
Assignment 2: Europa Airlines (EA) Case Study
Report by Mehdi Benallou
To the attention of Mr. Desmond Kapofu
Table of Contents
I. Executive Summary
II. Situation overview
Mistakes made
What could have been done?
III. Different improvement approaches
Total Quality Management (TQM)
Total Productive Maintenance (TPM)
Business Process Re–engineering
IV. Different improvement techniques
Quality Function Development (QFD)
Statistical process control (SPC)
Failure Mode and Effects Analysis (FMEA)
V. Conclusion
VI. References
I. Executive Summary
EA should focus on adopting a TQM approach, using tools that will both leverage capabilities at the
individual level, as well as collective – with OFE and the rest of the supply chain – by using tools
such as SPC and FMEA to develop a long fructuous relationship with OFE and the other partners,
that shall be based on empirical thinking and continuous improvement while developing people's
capabilities though programmes aiming to help them have a better understanding of these tools and

their benefits.
II. Situation overview
Mistakes made
Europa Airlines' (EA) situation with the faulty ovens is a rather complex issue. Having failed to
assess the lack of spare ovens as a risk to eliminate, EA has had to rewire the faulty ovens – instead
of momentarily using spare ones – and issue vouchers, spending a total of £127,000.
Even though

Example of Change Management
GlaxoSmithKline
CHANGE MANAGEMENT
GlaxoSmithKline
The change situation that has been chosen is the cultural change and post merger integration of the
R&D department of the company in 2000.
During the process, an organization is experiencing a change, how the organization finds, decides
and forms its figures are the most important aspects for its future. The ability to change means a
tacit process, prepositional concept that lies in the bottom line, because explicit skills are after all
merely snapshots of what an organization currently has. Needless to say, this ability has relation to
an organization's sustainability. The importance of change and change management in today's
turbulent business environment has escalated. ... Show more content on Helpwriting.net ...
The trends in personal disposable income has seen steady rise of 14% in the period of 2002–2005.
This growth has been assisted by low unemployment, low inflation and falling interest rates for
much of the period. * The UK business cycle shows that the current cycle started in the early 1999;
peaked in 2001 and then saw its lowest point in 2003. It can also be inferred from the cycle diagram
provided below that long term government economic policies and stable inflation rates have made
these cycles less pronounced then before. This is good news for all the businesses in UK as these
cycles have less impact on them now then before.
Social: * National Health Service (NHS) has projected that healthcare spending growth will remain
fairly constant till 2014, growing at the rate of 7% every year. This table growth in the healthcare
spending can be seen has an opportunity for ethical drug manufacturers like GSK. * The number of
people aged 65 and older has more than tripled since 1950s to reach 420 million worldwide. The
UK Census and National institute on Aging have predicted that by 2030, one in every 5 UK citizens
will be aged 65 or above. This prediction is based on the analysis showing that the fastest growth
between 2002 and 2005 is among those aged 55–64, representing the Baby Boom generation.
Technological:
* Soaring energy costs are driving the price of packaging materials.

Managing Operations for Airline Industry
Managing Operations for Customer Satisfaction and Enhanced Profitability With every organisation
wanting to expand their reach and make an imprint in various markets, there will be enough external
opportunities, strengths, etc for it, to make an impression. At the same time, there will also be
threats, competitions, political, economic hurdles, etc, in the external environment, which could
impede its functioning as well as restrict it from fulfilling the customers optimally. This problem in
the external environment could affect any industry sector as well as organisations, and so the Airline
industry is no exception to it. Airline industry on the whole and many airline companies, both the
traditional carriers as well as low budget ... Show more content on Helpwriting.net ...
An example of Lean incorporation can be done in storage warehouses. If it is done, there could be
clear layout and this will lead to apt flow and good integration among the employees, leading to
minimization in costs. "The introduction of Lean development brought about a new layout with
clearer processes, and a more integrated team." (King 2009). So, as part of change management
model of Levin's Force Field analysis, the current successful processes taking place in all the
airlines can be made more 'leaner' and thereby 'fitter' using the lean and agile methodology. When
these processes take place with optimum results, it will surely translate into giving optimum
services to the customers. Thus, cost cutting as well good customer service can be equally managed.
On the same lines, airlines can give more importance to e–tickets because apart from achieving
reduced operational costs, it can aid the customers in getting the ticket confirmation from the
comfortable environs of their homes or offices. The electronic ticket, e–ticket cost less to print,
distribute, and process than a paper ticket. The e–ticket is also faster and more accurate to process
than paper ticket. With internet check in, the airline can reduce its ground service staffs and rates.
Also, this will lessen its' reliance on travel agents and

Ups Essay
QUESTIONS 1. If you had to identify one of those companies as excellent, which company would
you choose? On what basis did you make your decision? More generally, what is excellence in
business? 2. Prepare to describe in class the competition in the overnight package delivery industry,
and the strategies by which those two firms are meeting the competition. What are the enabling and
inhibiting factors facing the two firms as they pursue their goals? Do you think that either firm can
attain a sustainable competitive advantage in this business? Competition in the express delivery
Market The $45billion US domestic delivery market could be categorized into 2 segments. These
consisted of letters weighing 0 to 2 pounds, ... Show more content on Helpwriting.net ...
The small–package market in the US is about $60bn market. The worldwide supply chain market is
about $3.2 trillion. By 2003, UPS offered package delivery services throughout the US and in more
than 200 countries and territories, and moved 13 million packages and documents throughout its
network everyday. Domestic package operations accounted for 76% of revenues in 2002;
international(15%); non package (9%). In the U, it was estimated that the company's delivery
system carried goods having a value in excess of 6% of the US Gross domestic product. The
company employs 360 000 people (of whom 64% is unionized) and owned 88000 ground vehicles
and 583 aircraft. At the end of 2003 UPS reported assets, revenues and profits of $28.9bn, $33bn
and $2.9bn. 1. Why did FedEx's stock price outstrip UPS's during the initiation(Feb to June 2004) of
talks over liberalized air cargo routes between the U.S. and China? Assuming a perfectly efficient
stock market, how might one interpret a 14% increase in FedEx's market value of equity? On June
18 2004 the US and China reached a landmark air transportation agreement that quintupled the
number of commercial cargo flights between the two countries. At that time Fedex and UPS were
the only 2 carriers then permitted to serve the vast Chinese market. News of the agreement did not
come as a major surprise to most observers as the negotiations had been in place since February.
The stock prices of both companies had been

The EFQM Excellence Model
III. SUMMARY (100–200 words) The EFQM excellence model is a management framework aimed
at increasing the competitiveness of an organization. Founded in 1988 by the European Foundation
for Quality Management (EFQM) it suggests that quality control should be at the heart of the
production process right from the start to the end (Gomez et al., 2011). The model is reviewed and
refined regularly to ensure it remains relevant. The history of quality management can be traced
back to the Japanese during the economy–rebuilding period of the 1950's. They emphasized on
prevention rather than inspection, customer satisfaction, continuous improvement and leadership
training. These principles formed the Total Quality Management (TQM) system. Concisely TQM
emphasized on "Quality of Management" rather than "Management of Quality" The EFQM model
was an improvement ... Show more content on Helpwriting.net ...
LLC. It was awarded the Dubai Quality Award based on the EFQM model during the 2010
appreciation awards. The company was formed in 1967 in Dubai and it has grown over the years to
establish itself as a market leader in the Food Service Management. It operates in the food and
hospitality industry offering unmatched products and services, backed by efficient system processes
and resources Its success in the food industry is entrenched in its history. It was the first company, in
the food service management category, to be awarded with the HACCP system certification. This
was an acknowledgement by the Dubai municipality of it undying passion for food safety and
hygiene. In addition to other accolades, it also bagged the Dubai Quality Award for the service
industry. Its success can be pegged on its investment on people, vast experience in the hospitality
industry, excellent safety policy, skilled and competent work force and continuous employee–
training

The Advantages Of TQM In Higher Education
5.2. TQM in Higher Education
5.2.1. Higher Education Imparts in–depth knowledge and understanding so as to advance the
students to new frontiers of knowledge in different walks of life (subject domains). It develops the
student's ability to question and seek truth and makes him/her competent to critique on
contemporary issues. It broadens the intellectual powers of the individual within a narrow
specialization, but also gives him/her a wider perspective of the world around. (Sudha, T, 2013)
But in spite of the quantitative expansion witnessed by the Arab world by the opening of more
universities and higher education institutions – the general situation of higher education in the Arab
world is still modest compared to the achievements of other countries in the developing world. (Issa,
A &Siddiek, A, 2012).
5.2.2. Quality in Higher Education Means ... Show more content on Helpwriting.net ...
The consistent improvement focus of TQM is an essential component in satisfying the
accountability essential to educational reform.
Executing a no–fear TQM system offers a more exciting challenge to students and teacher to
empower teamwork and cooperation with one another. In that way, each observation can be utilized
to help each other for better advancement. (Ahuja, V, 2013) & (Al–Kassem, A, 2014).
The impact of TQM on higher education institutions. On top of that, Lewis and Smith (1994)
reported that over 200 higher education institutions throughout the U.S.A. were involved in
practicing TQM. This number has grown from 92 in 1991 to 220 institutions in 1992, and is
expected to increase substantially in the future. These surveys also showed that TQM was credited
with helping to boost the morale, reduce costs, and improve performance among higher education
institutions. ( Kim,M & Iwao,

Introduction to Balanced Scorecard
Introduction to the Balanced Scorecard and Performance Measurement Systems 1 Chapter 1
Introduction to the Balanced Scorecard and Performance Measurement Systems by Christian C.
Johnson From the beginning, it is important to understand why measuring an organization's
performance is both necessary and vital. An organization operating without a performance
measurement system is like an airplane flying without a compass, a Formula One race car driver
guiding his car blindfolded, or a CEO operating without a strategic plan. The purpose of measuring
performance is not only to know how a business is performing but also to enable it to perform
better. The ultimate aim of implementing a performance measurement system is to improve the ...
Show more content on Helpwriting.net ...
Putting the Balanced Scorecard to Work. Harvard Business Review. September–October 1993.
Organizations have adapted the BSC to their particular external and internal circumstances. Both
commercial and notfor–profit organizations have successfully used the BSC framework. Since 1992,
Drs. Kaplan and Norton have studied the success of various applications of the BSC in different
types of organizations. Companies have used as few as four measures and as many as several
hundred measures when designing a BSC performance measurement system. Based on this research,
it has been found that a BSC framework using about 20–25 measures is the usual recommended best
practice. Smaller organizations might use fewer measures, but it is generally not advisable to go
beyond a total of 25 measures for any single organization, holding company, or conglomerate group
of holding companies. 4 Balanced Scorecard for State–Owned Enterprises Financial Figure 2:
Example an "Ideal" Balanced Scorecard #of Metrics 5 5 5 9 24 measures 22% Learning and Growth
22% 22% Customer Perspective Weight 22% 22% 22% 34% 100% Financial Customer Learning
and Innovation Internal Processes 34% Source: Norton, David. 2000. Beware: The Unbalanced
Scorecard. Internal Processes Figure 2 is drawn from an article written by Dr. David Norton. The
brief article explained the need for balancing the number

Sample Resume : A E ]
4. Strategy [a–e]
As for 2015 most these 5 awards are considered in most of the sectors.
a) MBNQA: First learn from the MNBQA criteria if you are eligible to apply for the program.
Looking at the booklet and other material relating to the Baldrige model one can assess if the
organization is on the right track or if it needs drastic changes in the management. NIST also
provides trainings and seminars to help participants understand the Baldrige model. One can contact
the local Baldrige offices for information. As the organization selects each of the 450 odd examiners
through exams, one can think of becoming an examiner to get a deeper understanding of the
program
b) EQA: To begin with working towards EFQM, one can attend the one day workshop which will
help to understand the basics of EFQM Excellence model and assess ones organizational standing.
This would be the first step. Beyond this, the EFQM committee offers packages such as EFQM
committed to Excellence Assessment, Knowledge Base and Practice Visits which would further help
strengthen the organization. There are courses focused particularly to people in managerial positions
called Leaders for Excellence training course.
c) DAP: The JUSE society has outlined 6 steps on how to prepare towards obtaining the Deming
Prize. The points are listed below i) further understanding TQM beyond its generic definition.
Encourage employees to implement of TQM principles and promote it to others. ii) Organize a team
which monitors the

Process of Operations Strategy
The process of operations strategy – substitutes for strategy? (Week 9)
Lecture aims
This lecture is a little different from the other lectures in the book. It deals with a number of 'new'
approaches to the management of operations that are often seen as operations strategies, but are not
actually strategies in themselves. Six of the more important 'new' approaches are treated in this
lecture, namely, Total Quality Management, lean operations, Business Process Reengineering,
Enterprise Resource Planning and Six Sigma. They all need to be understood (particularly, the
similarities and differences between them) if they are going to help with strategy or strategic
implementation. Of course, none of these approaches can transform an ... Show more content on
Helpwriting.net ...
And this probably applies to all the 'new' approaches discussed in this lecture. Getting the details
right is a necessary (and important) but not sufficient condition for successfully adopting any of
these approaches.
Nevertheless, as this lecture puts it...'Before anyone can judge whether any of these new approaches
is right for them, they must understand what they are, their underlying philosophy and how they
differ from each other '. The five approaches discussed are as follows:
1. Total Quality Management
2. Lean operations
3. Business Process Reengineering
4. Enterprise Resource Management
5. Six Sigma
Total Quality Management
Total quality management (TQM) is 'an effective system for integrating the quality development,
quality maintenance and quality improvement efforts of the various groups in an organisation so as
to enable production and service at the most economical levels, which allows for full customer
satisfaction'. TQM was one of the earliest management 'fashions' that peaked in the late 1980s and
early 1990s. TQM now seems a little dated. Yet this does not mean that the ideas behind TQM are
no longer worth studying or that TQM is no longer influential. In fact some of its principles have
been 'absorbed' into many organisations' improvement philosophies. Partly this is because TQM was

never just about 'quality management as such', but it was always about more than simply assuring
product or service quality. It would be more

Case Study Of The ABC Travel Services
ABC TRAVEL SERVICES
1. Summarize the service failures associated with this experience. Be specific (200 words
minimum).
Based on the case study concerning the ABC Travels services, I believe they are very far behind
when it's come to the customers services and their help line need a proper update.
The services failures associated with the ABC travels services is quite absurd because calling the
help line and be held up for quite a long period of time over a particular problem that involves their
international client and waiting for so long on the telephone without a good or well meaningful
music to calm nerves and encourages their client to hold on, and most painful part is realizing that
after such a long ... Show more content on Helpwriting.net ...
The scheduled client : this a client that already has a scheduled appointment or flight and failures to
be able to reach the customers services line can result to loosing their flight and also to getting
proper information from an operator like ABC travels services that they trusted.
5. The conference Client : also this group are affected as well they need to be well informed the
Customer services line has to be well taken care of in order to sustain their business.
3. Apply the EFQM Excellence Model to this example.
a. For each criterion of the model, explain what ABC Travel Services is doing wrong (450 words
minimum).
The ABC Travels Services are really lacking behind when it come to customers services care, it's
really absurd when a client or a customers is really finding it difficult to reach the customers
services line. The ABC Travels Services need a proper update when it come to the customer care.
They are to be ready at all time when a customers need to reach them on the help lines and waiting
for ages before the person is been answer is not a proper way to care for the customers. b. For each
criterion of the model, make a recommendation on how ABC
Travel Services could improve (450 words

The Basic Concepts Of Excellence
The EFQM model can be split into three different sectors, these areas help businesses evaluate and
improve their performance; these are:
 The Fundamental Concepts of Excellence
 The EFQM Model Criteria
 The RADAR Logic
3.6. Fundamental Concepts
The notion of the Fundamental Concept of Excellence is to have a basic foundation which enables
the organisation to achieve a sustainable level of excellence. Through the model; organisations are
able to identify any problems that could potentially affect the relationships between the company
operations and the objectives the business could potentially attain. The Fundamental concept has
eight concepts; these concepts are as important as each other as they all help magnify any benefits
that an organisation could achieve when integrated into its culture (EFQM, 2013).
The eight concepts are shown diagrammatic below:
Figure 1: The Fundamental Concepts of the EFQM Excellence Model (The Finnish National Board
Of Education, 2016).
The eight Fundamental Concepts of Excellence (see appendix 3) which are formed from the
foundation of the EFQM model criteria are: (EFQM, 2013)
Adding value for customers – Excellent businesses continuously add value towards their customers
by understanding and fulfilling the needs of their consumers' expectations and outlooks.
Creating a sustainable future – Excellent organisations have an optimistic influence towards what is
around them; this tends to enhance their performance whilst

Fedex vs Ups
QUESTIONS 1. If you had to identify one of those companies as excellent, which company would
you choose? On what basis did you make your decision? More generally, what is excellence in
business?
2. Prepare to describe in class the competition in the overnight package delivery industry, and the
strategies by which those two firms are meeting the competition. What are the enabling and
inhibiting factors facing the two firms as they pursue their goals? Do you think that either firm can
attain a sustainable competitive advantage in this business?
Competition in the express delivery Market
The $45billion US domestic delivery market could be categorized into 2 segments. These consisted
of letters weighing 0 to 2 ... Show more content on Helpwriting.net ...
By the end of 2003, FedEx had nearly $15.4bn in assets and net income of $830million. The
company has 50000 ground vehicles, 625 aircraft, 216500 full and part time employees, and shipped
more than 5.4 million packages daily
UPS
Found in 1907
Consolidated parcel delivery, both on the ground and through the air, was the primary business of
the company
In 1975 UPS reached a milestone in that it could promise to deliver a package to every address in
the US. The same year the company expanded outside the US with its first delivery to Ontario
Canada. The following UPS began service in West Germany with 120 of its trademark delivery
brown vans.
The key success to UPS was efficiency. Every route is time down to the traffic light. Each vehicle
was engineered to exacting specifications. The drivers endured a daily routine calibrated down to
the minute. This demand for machinelike precision met with resistance by UPS heavily unionized
labor force.
In its quest for efficiency, UPS experienced several major strikes resulting from changes in labour
practices and driver requirements.
In August 1997, the 190 000 teamsters employed at UPS went on strike for 15 days before agreeing
to a new five year contract. The strike cost UPS $700million

Improving Garrard's Business Strategy By Using Primary And...
1: Introduction The purpose of this report is to examine and possibly improve Garrard's business
strategy by using primary and secondary research data and to combine this with the construction
industry to grow their number of clients. Techniques, such as EFQM Excellence Model, will be used
and examined along with a PESTEL (See Appendices 2) and SWOT Analysis then defining their
future strategic options using a TOWS matrix. 2: Garrard's Construction Limited Garrard's are a
small to medium sized construction company who have provided an exemplary building insurance
repair service for nearly 70 years. They have a strong reputation within the professional building
service throughout the main areas of insurance repairs, which are new build, refurbishment,
renovation and property maintenance. 2.1: Garrard's Organisational Structure Garrard's have over 55
employees, 40 of which are directly employed as site operatives along with 15 office staff. They use
a range of fully approved sub–contractors who in–turn take up over 40% of all contracts across all
areas. Their team of technical staff are necessary for their sustained success. When speaking to
Garrard's they stated that their business reputation is based on their construction knowledge and
professional approach that all their personnel have towards each project. 2.2: Business Strategy
Planning Garrard's in order to have an effective business strategy must meet the requirements of a
diverse number of clients that operate

Case Study on Castle Nursing Home
A REPORT ON THE POSTION OF CASTLE NURSING HOME PLC Executive Summary: This
report is commissioned to examine the current position of Castle Nursing Home PLC, since it is
evident that the top–line and bottom–line have been adversely affected. The report draws attention
to the existing status of Castle Nursing Home. The strategy to grow and re–organize has resulted in
the need to streamline its operations, so as to retain its focus, quality of services and reputation
among the public. Further investigation into the organizations financial statements, proves the
company is going through a rough patch but has chances of improvement. This report also provides
clear insights as to what strategies the organization can use, to help improve the ... Show more
TQM is an approach for developing, sustaining and refining quality on all levels in the organization,
in an economic way, to allow for customer satisfaction. If Castle Nursing Home implements these, it
would help:      Cover all functions and include all people within the organization.
Examine all costs incurred. Develop policies and procedures that support quality. Meet needs and
expectations of customers and Develop a climate of continuous improvement within the
organization. Castle Nursing Home can also adopt quality accreditations like ISO 9001 Quality
Management System: Requirements, ISO 9004 Quality Management Systems: Guidance for
Performance Management, ISO 14001 (Environment Management Standards), OHSAS 18001
Occupational Health and Safety Standards, European Quality Awards and EFQM Business
Excellence Model. These accreditations would help Castle Nursing Home to get recognized for its
quality and would also force it to adopt measures of continuous improvement and self–assessment.
Quality Improvement Techniques can transform Castle Nursing Home and help it achieve
competitive advantage. Some suggestions are:  Higher annual returns.  Lesser rework and waste.
 By providing value for money.  Providing services such as spas.  High technology–based
medical services.  Retaining of administrative and clinical staff.  Hygiene

Total Quality Management System For Middle East Univercity...
Total Quality Management system for Middle East Univercity (Jordan) Contents Introduction 3 The
TQM SYSTEM 4 Modifications and development to the quality management system: 4
Communication 4 Inexperienced Auditors 5 Overworked Employees 5 Authoritarian leadership 5
Resistance to change 6 High cost in training 7 Lack of leaders 7 Lack of proper tool 8 Argument of
the advantages the modified system over rival systems: 8 Conclusion: 9 References: 10 Introduction
There are several business organizations operating around the world, competition is at its peak,
products and services offered are so closely similar that identifying the difference between them is
difficult, but there is only one way differentiation is made in today's market, in the larger
prospective, and that differentiation is the difference in quality offered. Ali et al., (2010) points, out
that the properties of a service or product that the buyer or user purchases and the value given to it
by them is the quality of that product or service. Koch (2003) suggests that quality is a process of
developing a product or service, building relationship through assessment, anticipation and the
fulfillment of the stakeholders implied needs. It is here where the real market is, real competition,
customers, profits, market share and success lies. Organizations that deliver quality are always
desired by their customers. In order to survive in this

The Impact of Corporate Social Responsibility on Business...
THE IMPACT OF CORPORATE SOCIAL RESPONSIBILITY ON BUSINESS PERFORMANCE
– CAN IT BE MEASURED, AND IF SO, HOW?
The Berlin International Economics Congress 2012, March 7th–10th, 2012 Presented by Dd. Dipl.–
Vw. Malte Kaufmann, The Bucharest Academy of Economic Studies malte.kaufmann@immo–
kaufmann.de and Prof. Marieta Olaru, Ph. D., The Bucharest Academy of Economic Studies
olaru.marieta@gmail.com
Abstract This paper examines the question of measurability of the impact of Corporate Social
Responsibility on Business Performance. It starts with describing newer trends of measuring
business performance, showing that one can observe a shift from the classical short–term analysis
with particular focus on indicators like shareholder value, revenue ... Show more content on
Helpwriting.net ...
Business Performance can be characterized with attributes, for example as "well" or "poor",
depending on the expectations of the individual analyzing the data he or she has chosen to examine
in order to gain insight into the state the company is in at a given moment. Business Performance is
of key interest for the top management of a company. If Business Performance is weak, managers
need to intervene in order to return to the path of growth. Especially in a market in which
competition is increasing and globalization demands for better competitivity, business leaders need
to pay close attention to Business Performance. However, although the necessity to partake in
Business Performance analysis and evaluation in order to improve policies and processes in easily
understood in theory, putting this concept into practice is not as easy as it may seem. Figure 1
displays the Business Performance of a company in relation to its management, to the business
strategy and to the company´s processes: It shows the two–sided approach to Business Performance.
On one hand, there is a normative relation on the side of the company management (top–down
relation). The leadership´s inherent responsibility is to set out a Business Strategy in which Business
Performance is defined: Business Performance must meet or exceed the expectations of the
leadership. On the other hand, the bottom–up

Vinamilk Mbaar
Unit Outcomes Outcome Evidence for the criteria Feedback Assessor's decision Internal Verification
First attempt Re–work Be able to monitor appropriate systems to improve organisational
performance LO3 Design systems to manage and monitor quality standards specified by the
organisation 3.1 Demonstrate a quality culture to ensure continuous monitoring, evaluation and
development of the process 3.2 Recommend improvements which align with the organisation's
objectives and goals and which result in improvements 3.3 Report on the wider implications of
proposed changes within the organisation 3.4 Be able to manage health and safety in the workplace
LO4 Carry out risk assessments as required by ... Show more content on Helpwriting.net ...
Merit Select/design and apply appropriate methods/techniques (M2) Characteristics / Possible
Evidence – a range of methods and techniques have been applied in quality audit implementation,
quality culture embedded, health and safety and organisational performance plan of Vinamilk.
Present and communicate appropriate findings (M3) Characteristics / Possible Evidence – An
appropriate structure and approach has been used to prepare a report on 'Managing Health and
Safety in the work

Report On Falling Productivity And Performance At Health...
Investigative Report about Falling Productivity and Performance at Health Track Group (HTG)
The Company, Health Track Group (HTG), strives to provide a contemporary magazine called
'Healthy Humans' that empowers and motivates both men and women to become healthy and
wholesome in mind, body and soul. The company utilises a low–cost leadership strategy, targeting
both men and women aged between 20 and 30 belonging to the Y generation. The company has
been operating for three years with both a print and online presence. The magazine is designed,
created and produced from a sole site in Brisbane with over 100 staff within numerous departments.
A recent culture survey in the Finance and Operations department revealed a lack of trust in
management and as a result staff productivity and performance were both falling. At the same time,
four of the line managers in this department have resigned in the last six weeks due to them not
being invited to participate in organisational decision making. These four had been in charge of
Finance, Budgeting, Operations and Administration sections.
In addition, there seems to be high levels of confusion between the various sections within the same
department of Finance and Operations as employees seem really unsure of who should be doing
what and to whom they should be reporting. Meanwhile, it has been confirmed that the quality of
products and services being produced by the department of Finance and Operations over the last
three months have

European Foundation Quality Management
EUROPEAN FOUNDATION QUALITY MANAGEMENT The EFQM model of quality
management can be very effective for my firm because we want a quality management model that
takes in account all aspects of business to create quality from within. Quality of a product or service,
describes the relationship between expectation and outcome. (efqm.org)A service or product could
be of poor quality if it does not meet our expectation or it could be of very high quality if it exceeds
our expectations. Thus, quality is not a new phenomenon, we have always been conscious of quality.
People have always valued good products and good service, but traditionally better quality was
more a result of individual or only management's effort. The quality was not a team effort with
planning to achieve consistent quality to meet the customers demand. In the traditional management
of quality, professionals or experts determine the needs of their customers. In order to maintain
quality, products or services are inspected to fix the errors (Shewhart, 1931). Errors and waste
within acceptable limits are tolerated. Traditional management often relies on assumptions and gut
feelings and products and services are designed sequentially by isolated departments. The
improvements and control of product quality is left to the 'experts' or managers, the controls on
management decisions is also centralized [Carr & Littman, 1990]. The traditional approach to
management of quality continues to this day in many organizations

The Quality Management Theory with an Emphasis on Kaizen...
The Quality Management Theory with an emphasis on Kaizen and EFQM
Susan Baer
Liberty University Online
Abstract
The intent of this literature review is to research the theory of quality management with an emphasis
on the use of kaizen and the European Quality Management Model (EFQM).
Through the use of scholarly articles based on research within the field of quality management in
both the domestic and global business arenas, the reader will understand the history and significance
of the use of QM and the impact the theory is showing in businesses today and for the future.
Kaizen, implemented after World War II, is a Japanese practice focusing on continual improvement.
EFQM, a practice based on the EFQM Excellence Model, was ... Show more content on
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Ortiz (2006) states that "a company kaizen program helps create a foundation for change that will
enable a company to sustain process improvements for the life of the company" (Ortiz, 2006, p. 31).
Neese and Kong (2007) articulate that creating a kaizen culture is a bold decision, even a cultural
transformation that will unleash a company's potential. Their company, Solectron, created a vision
that encouraged employees not to look for the "best" way of doing things, but to always look for a
"better" way. They advocate using three fundamental practices: management and shop floor synergy,
process and results, and "trystorming." First, management creates the passion for the cultural shift
and employees embrace the vision; second, by creating a process to a problem, lastly, employees are
able to visualize and analyze whether kaizen provided a better alternative, and trystorming blends
brainstorming with action so employees can see a problem and apply solutions (Neese & Kong,
2007, p. 57).
Kaizen Techniques. Certainly, the use of kaizen techniques empowers employees to take proactive
steps to create better working conditions through the use of quality management processes.
Alexander Styhre (2001) posits that rather than thinking that management techniques can empower
employees, the idea of ethics, or what he refers to as technologies of the self, "provide possibilities
for analyzing how

Project Excellence Model For Quality Management

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