Idea of Quality Versus Idea of Excellence
This study investigates professionals on the field of quality, are responsible to give to customer honest clarification of fundamental ideas. Quality movement is losing credibility with suggesting that the idea of quality is replacing with the idea of excellence. Findings are based on more than 25 years of practice in professional promotion of quality: in consulting on private and public sector, from 1990 lead auditor at SIQ (Slovenian Institute of Quality), from 1998 lead assessor – commission for Slovenian Excellence Quality Award. Theory is developed based on: Noriaki Kano theory of Attractive quality, Tito Conti ideas on TQM and applications problems of Excellence model, Practical case of General Hospital Novo Mesto (in 1998 first attempt of using EM, than forced to build QMS based on ISO 9001 and then returned to practice EM). Findings: We really need to amplify and to understand the concept of quality in a much wider way. To treat excellence related activities separated from all others quality management activities is not god solution. The name of EFQM Excellence Model should be replaced with Quality Management Model. Research limitations/implications: This paper present findings mainly based on practice in Slovenia and especially in public sector where practicing of CAF is not giving expected benefits. Practical implications: The three styles of quality management (improvements to reach demands, improvements to reach expectations, improvements to react on new conditions and needs) should be connected with personal development. Theory is developed based on: Noriaki Kano theory of Attractive quality, Tito Conti ideas on TQM and applications problems of Excellence model. We need integration moments. Integration is other word for creativity and health. It leads to integrity. Excellence is only one of three states of quality. If we ask: How? The answer is bad, good or excellent. All three are possible states of the same parameter.
Volume (Year): 16 (2012)
Issue (Month): 2 ()
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