Authors: Rodney McAdam, Denis Leonard
Addresses: School of Business, Organisation and Management, University of Ulster, Jordanstown, Belfast, BT37 OQB, UK. ' Veridian Homes, 6801 South Town Drive, Madison, WI, USA
Abstract: Strategic processes in many organisations do not adequately incorporate or model the effects of quality processes. Rather, quality is treated as being part of operations as distinct from strategy. Similarly, many quality processes are introduced only at the ||continuous improvement|| level focusing on small-scale changes. Thus, it becomes difficult to develop and interrelate strategy and quality processes at the strategic level of inquiry. The aim of this paper is to explore the cross-mapping of strategic and quality processes to improve business strategy and Quality implementation in organisations. Using a best practice case, it is shown that quality processes must be recognised as being strategic in addition to being operationally focused. It is shown that quality processes, such as those involved in the Baldrige Model, the ISO 9000:2000 revisions, and the ISO 14000 Environmental Management System processes, can be effectively mapped into an organisation|s strategic processes. The findings indicate that effective cross-mapping can lead to more grounded and effective business strategies and quality management effectiveness.
Keywords: strategic processes; quality processes; best practice; quality implementation; business strategy; quality management; strategic modelling.
International Journal of Process Management and Benchmarking, 2005 Vol.1 No.1, pp.25 - 44
Available online: 05 Feb 2005Full-text access for editors Access for subscribers Purchase this article Comment on this article