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This text explores the rationale for construction organisations engaging in the application of Total Quality Management (TQM). The theoretical advocated advantages along with their associated problematic issues of deployment are examined. Further, the European Foundation for Quality Management Excellence Model (EFQM.EM) is explained and offered as a valid means of implementing TQM. The EFQM.EM scoring system is demonstrated and its link to Self-assessment and continuous improvement as part of a Learning Organisation Culture is clearly established. After all, as noted by Oakland: 'The approach found in most world-class organisations is concerned with moving the focus of control from outside the individual to within, the objective being to make everyone accountable for their own performance, and to get them committed to achieving [individual and organisational objectives] in a highly motivated fashion.'
(Oakland 1997). The EFQM.EM model provides a link between People, Processes and results and thus addresses the valid points identified above by Oakland. After reading this text the reader will be able to demonstrate an understanding of the advantages of implementing Total Quality Management within a commercial context. Further, they will be able to identify problematic issues associated with its deployment and thus avoid them, or at least be able to develop solutions to the noted problematic issues. What is evident from reading this text is that the EFQM.EM does encompass all organisational activities including their impact upon society, and provides a valid methodology for construction organisations to obtain a sustainable competitive advantage.
QM Series - Book 5
Total Quality Management and the European Foundation for Quality Management Excellence Model
This text explores the rationale for construction organisations engaging in the application of Total Quality Management (TQM). The theoretical advocated advantages along with their associated problematic issues of deployment are examined. Further, the European Foundation for Quality Management Excellence Model (EFQM.EM) is explained and offered as a valid means of implementing TQM. The EFQM.EM scoring system is demonstrated and its link to Self-assessment and continuous improvement as part of a Learning Organisation Culture is clearly established. After all, as noted by Oakland: 'The approach found in most world-class organisations is concerned with moving the focus of control from outside the individual to within, the objective being to make everyone accountable for their own performance, and to get them committed to achieving [individual and organisational objectives] in a highly motivated fashion.'
(Oakland 1997). The EFQM.EM model provides a link between People, Processes and results and thus addresses the valid points identified above by Oakland. After reading this text the reader will be able to demonstrate an understanding of the advantages of implementing Total Quality Management within a commercial context. Further, they will be able to identify problematic issues associated with its deployment and thus avoid them, or at least be able to develop solutions to the noted problematic issues. What is evident from reading this text is that the EFQM.EM does encompass all organisational activities including their impact upon society, and provides a valid methodology for construction organisations to obtain a sustainable competitive advantage.