An award journey for business excellence: the case study of a public sector unit

Madan, Pankaj

doi:10.1080/14783363.2010.530774

Cited by 20 publications

(8 citation statements)

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“…These are the criteria which were used for measuring the position of the Macedonian companies in relation to the European Quality Award (Madan, 2010;Sarria Ansoleaga, 2007;Uygur & Sümerli, 2013). In this paper, because of the magnitude of the research, we have presented only the results about managing the employees and building trust and respect, which represents basis for a continuous development of the quality system and the readiness to accept the TQM philosophy (Carlos Bou-Llusar, 2005).…”

Section: Methods In the Research And Analyses Of The Resultsmentioning

confidence: 99%

Measuring the (dis) satisfaction of the employees in the Macedonian companies

Mitreva

Taskov

Krivokapi

et al. 2018

IJELM

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Section: Methods In the Research And Analyses Of The Resultsmentioning

confidence: 99%

Measuring the (dis) satisfaction of the employees in the Macedonian companies

Mitreva

Taskov

Krivokapi

et al. 2018

IJELM

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“…Indian companies over the years have considered adoption of different QI and winning QA as a part of their "CI journey". For example, Madan (2010) confirms the adoption of ISO certification and quality circles (QC) by an Indian company Bharat Heavy Electricals Limited, before it won CII-Exim Bank National Quality Award.…”

Section: Effect Of Contingencies On Mutual Influencementioning

confidence: 95%

The effect of contingencies on mutual influence among quality awards and quality initiatives

Upadhyaya

Bhat

2016

TQM

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Purpose The purpose of this paper is to examine the interactive nature/mutual influence (MI) among quality initiatives (QI) and quality awards (QA) in Indian organizations subject to three contingencies, namely, QA won, QI adopted before winning a QA and QI adopted after winning a QA. Design/methodology/approach Administration of survey to collect the data were followed by validity and reliability analyses of the instrument. Hypotheses were tested by parametric/non-parametric one-sample and independent-samples tests. Findings The inferences on the effect of contingencies on the MI were inconclusive. Eight QI adopted before winning the QA, have influenced four such Indian QA. Three Indian QA have influenced four QI that were adopted after winning these QA. However, this MI is independent of specific QI adopted/QA won. Research limitations/implications The approach to test the hypotheses, small sample size and generic research questions have led to “preliminary” recommendations/inferences. Further research with larger data and advanced methods for analysis of interaction is suggested. Practical implications Based on clarity of MI, preliminary recommendations for adopting some QI before/after winning a QA were made. The way in which these recommendations can be used by experienced and fresh adopters of QI/QA and givers of QA has been outlined. Originality/value This study attempts to fill the gap of scarce holistic studies (that evaluate numerous QI and QA models) on the interactive nature of QI and the dissemination of QI into different periods of Continuous Improvement journey.

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“…Employees participated in quality improvement programmes, process industry practices, personal information resources, quality circles, technology development plans, suggestion schemes, etc. (Madan, 2010). General managers became the process owners for various improvement projects undertaken in line with critical success factors and key business processes.…”

Section: Case Studiesmentioning

confidence: 99%

Impact of adopting a PDCA methodology on performance of companies – experience from companies in India

Jayaraman¹

2020

MBE

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Purpose The purpose of this study is to find out the reasons why companies achieve different results in following different business excellence (BE) models. This has been done using a case study method, selecting to illustrate the actions taken and the results achieved by two role model companies, one following the Malcolm Baldrige model (MBM) and the other following the European Foundation for Quality Management (EFQM) model. Design/methodology/approach The research design adopted is as follows: examine the literature of Total Quality Management (TQM) and BE, with specific reference to practices and happenings in Indian industry, to identify the key themes; analyse the research questions RQ1and RQ2 as mentioned above, using the learnings from the literature survey in a qualitative way. The analysis is done using chronological developments in TQM, BE and linking them with the happenings in Indian industry in a cause–effect way; develop a “source to sink” framework to track the various actions implemented by companies to drive BE in their quest to performance excellence, and to analyse the root causes for the success of the actions; illustrate the conclusions through two case studies, of two different companies from India, on the varied results achieved from following two different BE models, one, the MBM by Tata Steel, and, two, the EFQM by BHEL, both award-winning companies, for instilling “excellence” in performance; and develop a model to correlate the observations from the companies using two constructs, identifying latent variables and actions that have been taken to address the outcomes of the variables. Findings The findings show that the actions taken by the companies are different, under the two models. The reasons for these different actions have been described, and the impact of these on the latent variables and outcomes have been tracked. There are six reasons why the results are different. Research limitations/implications The study has highlighted the efforts by two role model companies. These are “comparisons of the best in the business” in their respective industries. However, one needs more studies to verify and establish whether the six reasons described are the ones which are most impactful. More companies need to be studied, and, based on the outcomes, one can establish the “best choice of the BE model” for Indian companies. Practical implications The results of the study show that using different BE models can affect the results. A non-optimal choice may lead to longer time and lower results. Social implications Excellent companies are sustainable, which means that they eliminate waste, operate in an environmentally friendly manner and address social issues. Speedily achieving excellence can lead to faster use of sustainable operations. Originality/value The work is original in the following ways: data collection through assessment teams; experience through personal engagement; identifying six reasons and two constructs which could lead to different results.

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An award journey for business excellence: the case study of a public sector unit

Cited by 20 publications

References 0 publications

Measuring the (dis) satisfaction of the employees in the Macedonian companies

Measuring the (dis) satisfaction of the employees in the Macedonian companies

The effect of contingencies on mutual influence among quality awards and quality initiatives

Impact of adopting a PDCA methodology on performance of companies – experience from companies in India

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