Introduction
As I learned from the article by Dahlgaard, Chen, Jang, Banegas, and Dahlgaard-Park (2013), the business excellence models (BEMs) have gained popularity in the last twenty years. However, it is noted that many organizations have faced challenges when trying to implement BEMs due to the complicated evaluation criteria, too much paperwork, and burdensome procedures. Thus, a business excellence framework (BEF) is suggested, and its adaptation on an empirical case of Boeing Aerospace Support is demonstrated.
Main body
There are three arguments most commonly mentioned when talking about the limitations associated with self-evaluation in the current BEMs: they are non-prescriptive, not convincing enough, and do not provide instruction for unification. A conventionalized 4P excellence model, which is aimed at reaching organizational excellence, comprises the following elements: individuals, teams, work processes, and services.
To reduce the limitations of the current BEMs, a new BEF is proposed. It includes three elements that are expected to improve the existing BEMs: organizational culture, organizational characteristics, and the integrity of management techniques and the BEM. The primary aim of BEMs is to lead the company towards BE. The secondary goal is performing the evaluation of the organization’s work.
Conclusion
The analysis of the Boeing case indicates the following findings. The company employs a BEM along with a number of management techniques and tools. Apart from these options, Boeing makes use of unique programs that help to develop excellence and organizational culture. The case study has shown that each of the three dimensions of the suggested BEF had been employed in the company with the aim of reaching the productive application of the BEM with the inclusion of all workers in the process.
However, it is crucial to understand that while the suggested BEF model is rather flexible, it is necessary to understand each of the dimensions along with their internal relationships. Thus, the suggested BEF is considered a fail safe mechanism for enforcing BEMs.
Reference
Dahlgaard, J. J., Chen, C.-K., Jang, J.-Y., Banegas, L. A., & Dahlgaard-Park, S. M. (2013). Business excellence models: limitations, reflections and further development. Total Quality Management & Business Excellence, 24(5), 519-538.