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An assessment of the policy and strategy of Shell Services in deciding to implement its own quality framework rather than using an existing model.

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Read Case Study 2 on pages 361-370 of this textbook:

Oakland, J. S. (2003) TQM: text with cases. 3rd ed. Oxford: Butterworth-Heinemann.

Assess the policy and strategy of Shell Services in deciding to implement its own quality framework rather than using an existing model.

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This solution assesses the policy and strategy of Shell Services in deciding to implement its own quality framework rather than using an existing model, based on the case study on pages 361-370 in Oakland, J. S. (2003) TQM: text with cases. 3rd ed. Oxford: Butterworth-Heinemann. APA formatted references included.

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Shell Services was comprised of "several companies across the globe employing some 6,500 staff with a turnover in excess of $1bn" (Oakland, 2003). The company was interested in becoming a customer -centric organization, while fixing many broken processes that were impeding current performance. In addition, the company was interested in establishing a quality framework that would serve as a structure to help the company "define standards, targets and metrics as well as track performance improvements over time" (Oakland, 2003). The company found it necessary to implement its own quality framework due to the diverse nature and complexity of its operations. The organization's global operations featured several proprietary models that were of benefit, but Shell Services decided that there was a benefit to choosing the best practices of these models, rather than select an existing model. To this end, Shell Services set criteria for their proposed plan, in shaping the Shell Services Quality Framework. The ultimate goal was a system that offered "power, simplicity and completeness" (Oakland, 2003), which was not available from any existing models. The strategy for the company in developing the Shell Services Quality Framework was stripping processes down to "purpose, ...

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