Building quality management systems: selecting the right by Garza-Reyes, Jose Arturo; Kumar, Vikas; Rocha-Lona, Luis

By Garza-Reyes, Jose Arturo; Kumar, Vikas; Rocha-Lona, Luis

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People at all levels of the organization make most strategic and operational decisions and are fully responsible for business performance. Management personnel are also responsible for the development and implementation of a quality management system, and they have to ensure that they get the right people in the right positions. If management personnel are not in the right positions, regardless of their level of ability, commitment, and dedication, it Business Excellence Models ◾ 17 will result in poor QMS implementation and ultimately poor business performance.

Ngai, E. W. , and Cheng, T. C. E. (1997). Identifying potential barriers to total quality management using principal component analysis and correspondence analysis. International Journal of Quality and Reliability Management, Vol. 14, No. 4, pp. 391–408. Introduction ◾ 13 Porter, L. , and Tanner, S. J. (1998). Assessing business excellence. ButterworthHeinemann, Woburn, MA. Porter, M. (1998). Competitive strategy: Techniques for analyzing industries and competitors. Free Press, New York. , and Tamimi, N.

The evolution of this framework is remarkable in terms of the business criteria that have consistently evolved to address most of America’s business needs, technological issues, and even extreme social events (Rocha-Lona, 2012). Since the Baldrige model was one of the first BEMs used around the world, many governments and organizations have used it as a standard by which to develop their own quality frameworks. , 2003). So, we explain the big shifts that BEMs have undergone in their evolution. 3.

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