Essays on ISO 9000:2000 and the EFQM Excellence Model: Competition or Cooperation Coursework

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Generally, the paper "ISO 9000:2000 and the EFQM Excellence Model: Competition or Cooperation" is a great example of management coursework. A quality management system is a group of procedures, processes and policies required from the formulation and implementation of a core business area of any company. The quality aspects impact immensely the customer requirements and expectations and influence the direction of the organization. Numerous frameworks of quality management systems exist but the efficiency of these systems is debatable and applicable to certain scenarios: examples are ISO 9000:2000 and EFQM Excellence Model.

Russell (2000) states that the EFQM Excellence Model is a non-prescriptive business is premised on excellence in which organizations are developed in a manner that supports the organizations to become competitive. It is similar to ISO 9000: 2000 but the span of operations is sometimes similar or fuzzy. Both of these models seek for competitive advantage for an organization, organizes the different suppliers with a focus on confidence, provides a mutual understanding of terminologies employed, and enable the organization to assess the quality management system. The common difference between the models lies in the principles and fundamental concepts.

The eight principles of ISO 9000:2000 are customer focus, leadership, the involvement of people, process approach, system approach to management, continual improvement, mutually supplier relationships and factual approach to decision making. The fundamental concepts of the EFQM Excellence Model are results orientation, public responsibility, leadership and constancy of purpose, continuous improvement, innovation and learning, management by facts and processes, people involvement and development, partnership development and customer focus. Due to the difference in some of the concepts and terminologies, arguments may exist that these two models compete or cooperate.

The aim of the report is to discuss these two models whether they create competition or cooperation. In addition, the report compares and contrasts these models, and identifies areas in which the models can complement each other.

References

• References

Bayo-Moriones, A., Merino-Díaz-de-Cerio, J., Escamilla-de-León, S. A., & Selvam, R. M. (2011). The impact of ISO 9000 and EFQM on the use of flexible work practices. International Journal of Production Economics, 130(1), 33-42.

Bou-Llusar, J. C., Escrig-Tena, A. B., Roca-Puig, V., & Beltrán-Martín, I. (2009). An empirical assessment of the EFQM Excellence Model: Evaluation as a TQM framework relative to the MBNQA Model. Journal of Operations Management, 27(1), 1-22.

Heras-Saizarbitoria, I., Casadesus, M., & Marimon, F. (2011). The impact of ISO 9001 standard and the EFQM model: The view of the assessors. Total Quality Management, 22(2), 197-218.

Nabitz, U., Klazinga, N., & Walburg, J. A. N. (2000). The EFQM excellence model: European and Dutch experiences with the EFQM approach in health care. International Journal for Quality in Health Care, 12(3), 191-202.

Russell, S. (2000). ISO 9000: 2000 and the EFQM excellence model: competition or co-operation? Total Quality Management, 11(4-6), 657-665.

Saizarbitoria, H., Arana, G., & Casadesús, M. (2006). A Delphi study on motivation for ISO 9000 and EFQM. International Journal of Quality & Reliability Management, 23(7), 807-827.

Santos-Vijande, M. L., & Alvarez-Gonzalez, L. I. (2007). TQM and firms performance: An EFQM excellence model research based survey. International Journal of Business Science and Applied Management, 2(2), 21-41.

Van der Wiele, A., Williams, A. R. T., & Dale, B. G. (2000). ISO 9000 series registration to business excellence: the migratory path. Business Process Management Journal, 6(5), 417-427.

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