I need help with analyzing this case study and answering questions:
• Please take a look the case study first (just read, no need to make analysis, download from the link at below) https://user.iter.org/filesharing/?uid=225e5150-1b61-4b36-ad97-d11fcbcc4aa0
• Make an analysis of the article from another PDF file attached (Adebanjo, 2001), particularly on the Adebanjo's proposition that 'business excellence and quality can and need to complement each other to provide organizations with the operational and business success they aspire to and which is necessary for survival in today's market.'
Adebanjo, D. (2001) 'TQM and business excellence: is there really a conflict?', Measuring Business Excellence, 5 (3), pp. 37-40.
Oakland, J. S. (2003) TQM: text with cases. 3rd ed. Oxford: Butterworth-Heinemann
To evaluate article, especially the BEST model (from previous PDF) against Adebanjo's proposition that 'business excellence and quality can and need to complement each other to provide organizations with the operational and business success they aspire to and which is necessary for survival in today's market.'
1. No words limit, but 600+ is preferable
2. Analysis of advantage and disadvantage of the model
3. With conclusion or summary
4. With academic reference or citation
5. It is better not to cite too many words from the passage directly
6. Deep analysis of the view points, model and strategy
7. Real world examples if possible
8. If possible, please remark the related page number from the case study on each paragraph (for a better understanding)
Moreover, the final project require 2500+ words, so please provide me some hint points where I can expand, thank you!
These are the all 3 questions needed to be included in the final project, just take a look and if you have any suggestion:
1. To assess the BEST model, with particular reference to the importance of teamwork in a company like Philips Electronics.
2. To evaluate the model against Adebanjo's proposition that 'business excellence and quality can and need to complement each other to provide organizations with the operational and business success they aspire to and which is necessary for survival in today's market.'
3. To show how BEST tools and competencies could be applied to the pursuit of business excellence in your company or another company you think could benefit from using the model.
Dotun Adebanjo in his paper , analyses the seeming disparity between TQM and Business Excellence.
He starts by saying that while EFQM was largely based on the concepts of TQM , subsequent revisions of the EFGM model in 1999 switched from TQM to organizational excellence. Recently the model was stripped of "quality" in title, sub criteria and areas to address.
This was because many managers found "quality" inadequate and not living up to their business requirements. This actually caused a lot of concern among conventional TQM experts. A lot of time and resources had been spent on educating organizations and the public on the significance of quality. However, the wave of persecution against "quality" continued unabated."Quality was perceived to be passé, and was superseded by the concept of "excellence". Being that as it may , even those who were heading new initiatives under the "excellence" model, still deeply felt that the underlying principle was based on 'quality'.
This did not stop the "Excellence" wave from rising and spreading relentlessly across businesses, obliterating the importance of TQM.
(Page 38 )
Businesses welcomed the excellence model.The Excellence model seemed to have some clear advantages over the "quality model".
Disadvantages of TQM ( which lead to its slaughter in the hands of the "Excellence" model)
1. Historically mechanistic "tool and technique" basis. [ the social/people/soft skill focus which came later was never highlighted ].
2. The ownership of TQM was restricted to the quality department ,its historical owners within the organization.
3. Faulty perception of company managers that issues concerning quality was the sole responsibility of the 'quality' department.
4. TQM held on to its mechanistic history, which was not understandable by everyone.
5. Confusion in the definition and categorization of quality costs.
6. Skepticism of CEOs who are not from production or quality background.[CEO's commitment vital for TQM implementation. ]
7. Payback of TQM is medium to long term( 3 to 5 years ), while CEO's performance is scrutinized on a yearly or quarterly basis.
8. Another key concern with TQM - boundaries and focus.
9. While elements are common ( leadership, employee involvement, teamwork, customer focus) there is not one approach to TQM.(So there is a dilemma as to which approach to adopt -whether to adopt a Deming or a Crosby approach or any other quality gurus approach. Many quality 'consultants' all claim to have a unique and effective approach to TQM implementation).
10. Lack of cohesion and agreement within the TQM movement.
11. Very little generic guidelines to help organizations to implement these philosophies. For ...
The solution addresses the ongoing debate between the "Excellence" model and the "Quality" model . It looks at the innate benefits of the quality approach, while pointing out the reasons why it was ousted by business managers,in favor of "Business Excellence". The article goes on to highlight the reasons for the resounding success of the business excellence model. The article concludes by bringing back quality principles with the full honor that is due to them, by reiterating the integral importance of quality tools and techniques for the successful implementation of the Excellence models.