The paper 'Total Quality Management - International Standard ISO 9000:2000 " is a good example of a management case study. The publication of the International Standard ISO 9000:2000 following the 1999 Excellence Model elicited debates as to whether the new Standard competes or cooperates with the Excellence Model. Arguments that have posed the new Standard as a complement to the Excellence Model opine that the ISO 9000:2000 Standard does not focus on the excellence goal as the Excellence Model. In order to understand whether the Standard competes or cooperates with the Excellence Model, it would be proper to analyze the changes to both the ISO 9000 Standard and the 1999 Excellence Model.
The first section of the paper covers arguments that indicate that the ISO 9000 Standard competes with the 1999 Excellence Model. In the second part, the paper covers arguments that state that the ISO 9000 Standard cooperates with the Excellence Model. The third section includes the support that the ISO 9000 Standard renders to the Excellence Model and vice versa. Finally, the paper discusses the ways through which an organization can leverage capabilities and quality management systems to attain and sustain outstanding achievements. Argument 1: The Competition between the ISO 9000 Standard and the 1999 Excellence Model Before delving into the similarities between the Standard and the Excellence Model, it would be proper to understand the motives behind both publications.
A review of the motives behind both publications reveals that quality assurance and quality management are the objectives of the ISO 9000 Standard and the 1999 Excellence Model respectively. In the quest to get a clear glimpse of both publications, it would also be necessary to review the eight Principles of the ISO 9000:2000 Standard in comparison with the underlying concepts of the 1999 Excellence Model also referred to as the EFQM Excellence Model.
The table below shows the comparison. The ISO 9000:2000 Standard Focus on customers Leadership People involvement Process approach Management by system approach Continual improvement Decision-making by the factual approach The 1999 EFQM Excellence Model Focus on customers Development of partnerships People involvement and development Management by facts and processes Continual learning, improvement, and innovation Leadership and purpose constancy Public responsibility Mutually beneficial relationships with suppliers Oriented to results
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