Business Sustainability

Paul C. Palmes, Alka Jarvis

Description

Competitive advantage as it existed in the 1970s and 1980s is no longer valid.
Leaders must be ready to adopt the thinking that there is no such thing as long-term competitive advantage anymore, due to the constantly changing landscape, and they will have to repeatedly redefine and redesign business strategies to survive.
ISO 9004:2018 represents a major contribution in the application of sound business and quality management systems practices, but authors Jarvis and Palmes will help you go beyond” it with the current widely used state-of-the-art technologies and practices described in this book. They have spent years evaluating where mature and successful organizations are heading, whether they are small or large, and are among the group of experts who developed ISO 9004:2018.
Topics covered include disruptive technologies, culture for sustained success, organizational identity, leadership, process management, and more.

Sujets

• Business
• Qualité, hygiène, sécurité, environnement
• Gestion et management
• ISO 9000
• International Organization for Standardization
• Economics
• Leadership
• ISO 9004
• QMS

Informations

• Publié par: ASQ Quality Press
• Date de parution: 16 juillet 2018
• Nombre de lectures: 0
• EAN13: 9781953079404
• Langue: English

Extrait

Business Sustainability



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To request a complimentary catalog of ASQ Quality Press publications, call 800-248-1946, or visit our website at www.asq.org/quality-press .


Business Sustainability
Going beyond ISO 9004:2018
Alka Jarvis and Paul C. Palmes
ASQ Quality Press
Milwaukee, Wisconsin



American Society for Quality, Quality Press, Milwaukee 53203
© 2018 by ASQ
All rights reserved. Published 2018
Library of Congress Cataloging-in-Publication Data
Names: Jarvis, Alka, author. | Palmes, Paul C., 1948– author.
Title: Business sustainability : going beyond ISO 9004:2018 / Alka Jarvis and
Paul C. Palmes.
Description: Milwaukee, Wisconsim : ASQ Quality Press, [2018] | Includes
bibliographical references and index.
Identifiers: LCCN 2018023193 | ISBN 9780873899727 (soft cover : alk. paper)
Subjects: LCSH: Total quality management. | Quality control—Management. |
Industrial management.
Classification: LCC HD62.15 .J396 2018 | DDC 658.4/013—dc23
LC record available at https://lccn.loc.gov/2018023193
ISBN: 978-0-87389-972-7
No part of this book may be reproduced in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.
Ray Zielke: Director, Quality Press and Programs
Paul Daniel O’Mara: Managing Editor
Randall L. Benson: Sr. Creative Services Specialist
ASQ Mission: The American Society for Quality advances individual, organizational, and community excellence worldwide through learning, quality improvement, and knowledge exchange.
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To place orders or to request ASQ membership information, call 800-248-1946. Visit our website at http://www.asq.org/quality-press .

Printed on acid-free paper



List of Figures and Tables
Figure 1.1 Excellence models most frequently used globally.
Figure 1.2 Process approach.
Figure 1.3 Evidence-based decision making.
Figure 1.4 Main skills required to practice in an evidence-based way.
Table 1.1 NPS categories, scores, and descriptions.
Figure 1.5 Some of the impacts of return on relationship (ROR).
Figure 1.6 Organizational context.
Table 1.2 Sector-specific standards.
Figure 2.1 Deming improvement wheel.
Figure 3.1 Needs and expectations of interested parties.
Figure 3.2 SWOT and interested parties.
Figure 4.1 Organizational identity.
Figure 4.2 Necessary foundation of mission, vision, and values.
Figure 6.1 Internal stakeholders.
Figure 6.2 Key benchmarking activities.
Figure 6.3 Process dependencies.
Figure 7.1 Competence connections.
Table 7.1 Training table.
Table 7.2 Commodities and partnerships.
Figure 8.1 Activities and data.
Figure 8.2 The seven steps of a closed-loop root cause analysis process.
Figure 8.3 Benchmarking checklist.
Table 9.1 Successful plan versus not successful plan.
Table 9.2 Traditional technology versus disruptive technology.
Figure 9.1 Process components.
Figure 9.2 Learning process components.
Figure 9.3 Concepts and design.
Figure 9.4 Concepts, design, and risks.
Figure 9.5 Learning/innovation process components.
Figure 9.6 Project estimation and post-project assessment.
Figure I.1 Maturity levels.
Table I.1 Maturity level snapshot.
Table II.1 Levels and descriptions of scoring: example 1.
Table II.2 Levels and descriptions of scoring: example 2.
Figure IV.1 SWOT analysis.
Table V.1 Active national business excellence awards.


Acknowledgments
This work would not have been possible without hundreds of hours contributed by worldwide quality experts. It is their dedication and zest for weaving through numerous discussions that generated many excellent ideas and approaches for business sustainability and a positive customer experience.
We wish to thank Sunita Chulani for her contribution of the Quality Award section, and Karen Snow for working with us on the assessment models.
The project’s success is also due to ongoing and unwavering support from our publisher, Ray Zielke, and our managing editor, Paul Daniel O’Mara, and we thank them for their guidance and patience.


Chapter 1: Introduction
Implementation of a quality management system (QMS) such as ISO 9001:2015 will define foundational quality, while ISO 9004 encourages organizations to go beyond the fundamental QMS requirements to be able to address all the challenges today’s business environment is faced with.
Sustaining the techniques required to have widespread brand recognition of your company and surpass the competition is becoming tougher with constant changes in technology, customer needs, customer expectations, the global economy, and other ongoing fluctuations in various business sectors. Companies that constantly keep an eye on competitive advantages and continually reinvent have the biggest potential for long-term sustainability. Most leaders and their executive teams strive to create organizations where employees want to be fully engaged, dedicated, and excited to come to work. A problem, however, is in thinking that only one company-wide competitive advantage will connect and resonate with everyone throughout the organization. Using a one-size-fits-all approach is an ill-advised solution and will not draw the needed market share. In order to gain new business and obtain an edge over their competitors, leaders must establish a strategy to obtain information from internal and external sources and develop a company-wide approach. However, the leaders must be ready to adopt the thinking that there is no long-term competitive advantage, due to the constantly changing landscape, and they will have to repeatedly redefine and redesign competitive advantage to survive.
Competitive advantage as it existed in the 1970s and 1980s is no longer valid. Two examples that come to mind are Kodak and Xerox. In the case of Kodak, its core business was film, and when cameras went digital and literally converted into cellphones, the cameras once used to take photos became obsolete as consumers changed from printing pictures to sharing them online. There are complex reasons for Kodak’s downfall, however, an easy explanation is that Kodak was so blinded by its competitive edge that it missed the rising popularity of digital technologies. Xerox was also way ahead of the game, and owned a large share of the copier market. As the lines between printers and copiers blurred, and low-priced copiers and competition from Hewlett-Packard came on the market, Xerox was too late in recognizing the market transitions and adapting to the changes.
At the same time, two companies who are constantly revisiting strategies, products, and required attributes to stay ahead are Coca-Cola and Procter & Gamble. Both of them have enjoyed long-term success and have tremendous power behind their brands. Among many other reasons for this, one of them is they are continuously monitoring and improving their brand marketing to stay ahead of other market competitors.
There is a big technology shift in the marketplace, and you will have to expand your vision to delight customers and determine how you can optimize the technological as well as the industrial disruptions to ensure an ongoing incremental increase in customer satisfaction.
Even if you are best-in-class, there are others who are constantly trying to achieve excellence, and your number one position as best-in-class can be affected negatively if you are not on top of what is required to remain ahead in the industrial race. The Internet has made it easy for small or large competitors to be more global and more disruptive by lowering their price and reducing profit margins. This is putting businesses under tremendous pressure to be better decision makers, adopt ongoing changes faster, and stay abreast of varying trends in customers and the economy.
To have long-term success, your strategic plan and competitive advantage must be continuously examined and, if necessary, reinvented to sep