Total Quality Management and Excellence Model in Healthcare

Total Quality Management (TQM)

The concept of total quality management (TQM) is widely used to ensure organizations embrace the best management systems (EFQM Excellence Model, 2016). There are various TQM tools used in different regions. One of these tools is the EFQM Excellence Model. This non-prescriptive was designed and promoted by the European Foundation for Quality Management (EFQM) to ensure more firms became competitive (EFQM Excellence Model, 2016). Thawani (2014) believes that “the EFQM model is practical because it ensures more organizations are on the right path towards understanding their gaps and promoting excellence” (p. 6).

Analysis of the Tool

The EFQM model is a powerful tool used to produce appropriate organizational systems that can deliver results. The purpose of the tool was to ensure more firms in Europe became profitable and competitive. The proponents of the model argue that all organizations can achieve their potential by establishing the most desirable managerial systems. The model outlines various principles, concepts, and values that can ensure an organization is on the right path towards success (Thawani, 2014). The ultimate goal of the EFQM tool is to offer appropriate guidance to different leaders to record sustainable success (EFQM Excellence Model, 2016). The model has a set of values and principles that have the potential to deliver positive results. This tool offers a set of quality improvement practices and initiatives that can deliver excellence. The model is also reviewed periodically to identify better business concepts.

EFQM Principles

The EFQM model has specific principles that are widely used to produce positive results in a firm. The concepts defining the model play a significant role in delivering positive results. To ensure the model is effective, several aspects are integrated by organizations that want to achieve quality results. The model has various enablers that should be taken seriously. Such “enablers include people, strategy, leadership, processes and services, and partnerships” (Vukomanovica, Radujkovica, & Nahoda, 2014, p. 5). The criteria focus on “people, society, customer, and business results” (Senova & Antosova, 2015, p. 186). The RADAR logic is embraced as a powerful framework that provides the best outline for addressing various challenges. Firms should have matrices to score the performance of every enabler and result.

The EFQM model has various concepts that are considered to achieve the desired excellence. The first one is the need to add value to the targeted clients and customers. As well, the model promotes “the best approaches that can create a sustainable future” (Uygur & Sumerli, 2013, p. 984). Leadership should be associated with integrity and inspiration. Managers should also embrace the concept of agility (Vukomanovica et al., 2014). The model asserts that success is something that depends on the talents and efforts of the people. Firms using the model find it easier to harness creativity, capability, and innovation.

History and Evolvement

The 20th century was characterized by new initiatives and strategies to promote business excellence. Various models of management were believed to dictate the performance of many corporations. In 1988, a Letter of Intent was signed by 15 CEOs from Europe to establish a foundation that could help more businesses become competitive (EFQM Excellence Model, 2016). One of these leaders was Jacques Delors (EFQM Excellence Model, 2016). In October the same month, the European Foundation for Quality Management (EFQM) was established. The founders declared their interests and expectations thus focusing on the best goals.

The EFQM foundation then selected several academicians and business leaders to come up with a powerful model that could help more businesses achieve their potential. The team came up with the EFQM Excellence Model. The model has become a holistic tool that redefines the performance of many organizations (Uygur & Sumerli, 2013). Several changes are proposed frequently to reflect the needs of many markets and stakeholders. The model is also reviewed frequently to present new ideas that can deliver better results.

The mission of the model has also remained the same over those decades. The ultimate goal of the model is “to make more European organizations profitable and ensure the continent’s economy remains sustainable” (EFQM Excellence Model, 2016, para. 5). The model has been applied in different regions including the United Arab Emirates (UAE).

Implementation Process

The EFQM model is usually implemented as a package that has the potential to transform the performance of an organization. The EFQM Foundation offers a customized package depending on the needs of the targeted firm. The first step during the implementation process is identifying the opportunities and gaps that must be addressed (Bou-Llusar, Escriq-Tena, Roca-Piug, & Beltran-Martin, 2008). The scheme offers a powerful initiative that has the potential to deliver quality outcomes. The leaders prioritize specific actions that can be implemented using the EFQM Excellence Model.

Self-assessment is completed based on the unique attributes of the model. This assessment defines the best improvement plans that can deliver positive outcomes. The self-assessment report is then submitted to the foundation. The report should also outline three effective improvement approaches. A validator then visits the firm to conduct an interview. The key findings and observations are then reported (Bou-Llusar et al., 2008). The validator will identify the major issues and strengths that should be improved in an attempt to promote the level of profitability.

Organizations can also use the model to revolutionize various business aspects. For example, an organization can “analyze its level of excellence and then identify various improvement strategies that can deliver positive results” (Michalska, 2008, p. 204). The leaders should also use the model to make quality decisions depending on the objectives and targets of the firm. The leaders can use the performance improvement tools outlined in the model to deliver sustainable results. If implemented effectively, the model can deliver positive goals.

Pros and Cons of the EFQM Model

The EFQM Excellence has numerous benefits that make it a common quality improvement tool. To begin with, the tool makes it easier for leaders to develop a powerful culture and promote the concept of excellence. Leaders outline the best practices and ideas that can deliver strategy (Michalska, 2008). Firms using the model present new improvements and operations. Most of the employees are engaged in the change process. The management team can establish a new link between operations and strategy. The use of this model makes it possible for more employees to support the targeted goals. The employees can also monitor the anticipated organizational goals.

The model also has some disadvantages that affect its effectiveness. For instance, the focus on excellence can force different companies to abandon their business models. This is true because the EFQM tool fails to outline the wrongs and rights that should be considered by firms (Senova & Antosova, 2015). The process is known to over-use resources thus affecting the level of profitability. The model does not use documented evidence thus limiting its appropriateness. These issues should therefore be considered before selecting the most appropriate TQM tool. This move is critical towards ensuring every organization achieves its business potential.

Use of the EFQM Excellence in the UAE

The success of the United Arab Emirates (UAE) is attributed to the continued use of powerful self-assessment tools. The use of the EFQM Excellence Model in the UAE was observed to deliver positive results in different areas (Thawani, 2014). For instance, many governmental organizations have always embraced the model whenever planning and implementing various initiatives. The implementation process is usually guided by the principles and values outlined under the framework (Senova & Antosova, 2015). Organizational culture is also improved or changed depending on the targeted objectives. The model is always embraced to deliver the best results.

The Sheikh Khalifa Excellence Award (SKEA) has been offered to different companies since the year 1999. The award targets companies that embrace various international business practices. Most successful firms adopt the EFQM Model. The approach makes it possible for the firms to retain their competitive edges (Sheikh Khalifa Excellence Award, 2006). The award has continued to “encourage more companies to use various aspects of the EFQM model to sustain their initiatives towards realizing excellence transformation” (Sheikh Khalifa Excellence Award, 2016, para. 3). The government encourages different departments to use the EFQM model to achieve their goals. Many successful firms in the UAE such as Etisalat have achieved their goals because of the continued use of this excellence model.

Reference List

Bou-Llusar, J., Escriq-Tena, A., Roca-Piug, V., & Beltran-Martin, I. (2008). An Empirical Assessment of the EFQM Excellence Model Evaluation as a TQM Framework Relative to the MBNQA Model. Journal of Operations Management, 1(1), 1-22.

EFQM Excellence Model. (2016). Web.

Michalska, J. (2008). Using the EFQM excellence model to the process assessment. JAMME, 27(2), 203-206.

Senova, A., & Antosova, M. (2015). Business Performance Assessment and the EFQM Excellence Model 2010: Case Study. Management, 20(1), 183-190.

Sheikh Khalifa Excellence Award: 14 years of sustainable Excellence. (2016). Web.

Thawani, S. (2014). United Arab Emirates Journey Towards Excellence. ASQ, 1(1), 1-10.

Uygur, A., & Sumerli, S. (2013). EFQM Excellence Model. International Review of Management and Business Research, 2(4), 980-993.

Vukomanovica, M, Radujkovica, M., & Nahoda, M. (2014). EFQM excellence model as the TQM model of the construction industry of southeastern Europe. Journal of Civil Engineering and Management, 20(1), 1-18.

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