Nowadays, quality practitioners appear confused and divided with regard to the issues of ISO 9000, TQM, business process re‐engineering and so on. Opines that the confusion or conflict can be reconciled if one can look at the evolution of total quality detachedly and holistically. Works out a Tao of quality framework. From the analysis of a system view of a business, the MBNQA model and the EFQM model, first highlights the essence of TQM based on the concepts of quality management systems and then combines it with some prevailing life values in a relation diagram to form an open system framework of values. Calls this open system framework the “Tao of quality framework”. Supports the view that there are different levels of existence and there is a different TQM model appropriate at each level. To make each TQM model relevant, it has to be associated with the prevailing dominant life values at that level. If an organization culture can perform as is appropriate to that level, it will build up energy and competence. The sustained practice will eventually transform the organization to the next higher level of existence.
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