In Search of Excellence - Past, Present and Future Su Mi Dahlgaard-Park Institute of Service Management Lund University

9912 Words Jan 1st, 2013 40 Pages
In Search of Excellence - Past, Present and Future
Su Mi Dahlgaard-Park
Institute of Service Management
Lund University

&

Jens J. Dahlgaard

Division of Quality Technology and Management
Linköping University
Sweden

ABSTRACT
Some of the leading models and frameworks about Excellence from the last 25 years are presented and discussed: Peters and Waterman’s eight excellence attributes (1982), Peters and Austin’s simplified excellence model (1985), Lists of Best Practices, Xerox Excellence Models (1990, 2002), the European Excellence Model (1992) and two different but overlapping “4P Models” (1999,
2004). At the end of the paper past, present and future of TQM and Excellence is discussed.
1

INTRODUCTION

Today, many
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The suggested model is compared with another “4P” model – the “4P Model of the Toyota Production System”
(Liker, 2004) – which focuses on the following 4Ps: Philosophy, Process, People and Partners,
Problem Solving. As Toyota is regarded as the most excellent company within the car industry today and maybe the best managed company in the world, it is logical to recognize the Toyota “4P”
Model as an example of today’s excellence models.
At the end of the paper past, present and future of TQM and Excellence will be discussed in a concluding chapter.

2

TOM PETERS’ SEARCH FOR AN EXCELLENCE MODEL

Peters and Waterman identified the following eight attributes which characterized the excellent, innovative companies in their study (op cit p. 13-16):
1. A bias for action, meaning that although companies’ approach to decision making may be analytical, they emphasize the importance of experiments. It is believed that too many detailed analyses may be barriers against problem solving. Thus their approaches to solve problems and challenges are often experimental and dealt with immediately or in a relatively short time through establishment of cross functional teams where also external partners like customers or suppliers may participate.
2. Close to the customer, meaning that the successful companies really listen to the voice of the customer and also use the voices as input for continuous improvements and new

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