A. van der Wiele

Self-assessment: A study of progress in Europe’s leading organizations in quality management practices

Reports a European study on the use of quality management self‐assessment. Data have been obtained from 117 organizations who, in general, have some experiences of self‐assessment methods. Among the main findings were the identification of the steps which are considered to be a key influence on the success of the self‐assessment process and what have been the main learning points. Points out that organizations are using self‐assessment mainly to identify strengths and weaknesses and also to facilitate internal and external learning in terms of transfer of best practice and ideas.

Quality is dead in Europe – long live excellence ‐ true or false?

This deliberately provocative paper challenges the replacement of quality and total quality management by the term “excellence” in the EFQM excellence model. It also claims the current emphasis on “points scoring” is detracting from the fundamentals of quality management.

ISO 9000 series registration to total quality management: the transformation journey

Discusses the key actions which need to be taken by an organization if they wish to progress from ISO 9001 or ISO 9002 registration to a quality award prize winners status. There is a large gap between the ISO 9001 requirements and the European Foundation of Quality Management (EFQM) Model of Business Excellence or other award models. However, organizations wishing to develop to total quality management (TQM) from their ISO 9000 series registration would benefit from studying the award models. This would provide them with the necessary knowledge and understanding of what is involved in a process of continuous improvement. Recommends that having gained this insight that they use one of the traditional and well‐recognized methods to introduce the basics of TQM, before using self‐assessment methods in earnest. Also recommends this approach for those organizations whose development of TQM is immature. In this way self‐assessment would be employed to best advantage.

ISO 9000 series registration to business excellence: the migratory path

Plots a path from a base of ISO 9000 series system registration to the effective use of self‐assessment against the criteria of an excellence model (e.g. the European Foundation for Quality Management (EFQM) model or the Malcolm Baldrige National Quality Award (MBNQA) model). Both the ISO 9000 series and excellence models define the total quality management (TQM) philosophy in a specific way, but at different levels of TQM maturity. The gap between the TQM maturity levels defined through the ISO 9000 series and an excellence model are pointed out in the paper. An eight step approach is described that shows how an organisation can move forward from an ISO 9000 series base to be in a position to challenge for a recognised quality/excellence award. The implementation of self‐assessment against an excellence model is an important element in this migratory path. It is also pointed out that organisations need some experience with TQM before being able to effectively use self‐assessment against an excellence model.

Total Quality Management: Is It a Fad, Fashion, or Fit?

This paper examines the fad, fashion, and fit theory using the case of total quality management (TQM). The examination has been undertaken using a range of research studies, commencing in the late 1980s. Three stages have been identified in the evolution by which a fad can become a fit with normal management practice. In stage 1, the fad must be clearly defined and measurable. In terms of TQM, the clarification was the ISO 9000 series and quality award models. Stage 2 is the move to a fashion, which comes about when major pressures toward widespread adoption of the fad are present. For example, there was pressure from major customers for their suppliers to achieve ISO 9000 certification. As a consequence, the ISO 9000 series became a fast-spreading fashion. Stage 3 is the move either from fad to fit or the move from fashion to fit. Fit into normal management practice means that the original fad will have effected the normal way of working within whole organizations and not just a small part such as would be the case in the adoption of a mere fashion. The fieldwork shows that such a change will only occur when there is strong internal motivation and emotional involvement to implement TQM. It is also pointed out that, should such a move take place from fad or fashion to fit, then chances are that organizational performance will also be perceived to have been effected in a positive way.

Fad, fashion and fit: An examination of quality circles, business process re-engineering and statistical process control

This paper reports the major findings of a literature-based study which has examined the extent or otherwise to which quality circles (QCs), business process re-engineering (BPR) and statistical process control (SPC) follow the path of fad, fashion and fit. The findings indicate that QCs exhibit boundary conditions between the fad and fashion stages, BPR is in the fad phase, and it was difficult to position SPC using the methodology employed in the study. In tracking the development of management initiatives, from fad through fashion to fit the literature was evaluated using the six-stage model developed by Van der Wiele (Beyond Fads, Eburon, Rotterdam, 1998); however, some difficulties were encountered due to the lack of definition precision, in particular that of fashion. The methodology used to assess the literature in terms of the degree to which the paper describing each initiative represented fad, fashion or fit conditions was relatively successful and this is detailed.

The ISO 9000 Series as a Tool for Organisational Change:: is there a case?

Examines a range of reasons relating to ISO 9000 series certification and the implementation of total quality management (TQM). Identifies five different types of strategies in relation to the approach taken to ISO 9000 series certification and defines their key characteristics. Also identifies and describes four different types of TQM maturity, following the achievement of ISO 9000 registration. Points out that the development of a TQM approach to managing a business is based on the emotional commitment of the chief executive officer, the understanding and knowledge of the management team about TQM, appropriate systems to stimulate, guide and direct TQM activities, and the involvement and participation of employees in the business. The findings indicate that ISO 9000 series registration can be a tool for organisational change, but only if the organisation has a plan to develop its approach to the management of quality on the principles of TQM.

Quality – why do organisations still continue to get it wrong?

This paper explores, using five case histories, the reasons why organisations and their management remain immune to the need to improve the quality of their product and service offerings. It is argued that the main reasons why a less than positive attitude to quality exists include: management are not familiar with the fundamentals of quality management; the cash rich nature of the business operation nullifies the need to make improvements; there are no strong external change agents for improvement; and competition is weak or non‐existent. The paper explores some potential countermeasures to this type of situation.