Excellence models as complex management systems

Purpose When appropriately implemented, excellence models such as the Shingo operational excellence model (SOEM), Baldrige performance excellence model and EFQM business excellence model aid enterprise quests for sustained superior results across varied dimensions. Evidence supporting this statement abounds in the literature and in practice. The models, however, tend to be driven by experience, rather than grounded in theory. The purpose of this paper is to explore theoretical underpinnings for such models, with the SOEM used for illustrative purposes. Design/methodology/approach Management theory, systems theory and excellence modeling are integrated to yield a complex management systems based operational excellence model. Correspondence of this model with the SOEM is explored. Key elements considered include contextual factors external to the enterprise, diverse stakeholders, mediating forces, enterprise culture and representative enterprise processes. Findings Understanding the theoretical underpinnings of excellence models—their elements and the interactions and synergies of these elements—enables more sure adaptation of such models to specific enterprise contexts, and more sure course corrections whenever corrections are needed. Originality/value Many excellence models exist, their usefulness largely validated by anecdotal or empirical evidence. Such validation is important, but falls short of theoretically grounding these models. The approach taken herein serves to unify theory, empirical evidence and anecdotes, thus placing excellence models on more solid ground.

Routinizing peak performance and impacts via virtuous cycles

Purpose The purpose of this paper is to improve the ability of enterprises to routinely realize peak performance and produce positive social and environmental impact. Design/methodology/approach An acknowledged operational excellence model – the one behind the globally recognized Shingo Prize for Operational Excellence – is examined in relation to positive reciprocal behavior and the value of creating and reinforcing processes that “pile good upon good” in form of virtuous improvement cycles. Findings Embedding virtuous reciprocity cycles in enterprise culture and routines can help to routinize peak performance. Research limitations/implications Only the Shingo Operational Excellence Model is examined so that other well-known alternatives such as the Malcolm Baldrige Performance Excellence Model and EFQM Excellence Model are not examined. That said, the general structure and content of most excellence models is sufficiently similar that the approach taken herein would likely yield analogous conclusions. Practical implications Inherent in “practices” is that enterprises seek to routinize successful approaches to performance and impact, usually via contextualized implementation of excellence models or “programs” such as lean enterprise. Social implications Offered is one means of creating more positive enterprise cultures. Enterprises with more positive cultures have been shown to also be more productive and to contribute more positively to the fabric of society so that the “piling of good upon good” can extend beyond the borders of the enterprise. Originality/value The contribution herein is one of demonstrating why and how virtuous cycles can be implemented to more routinely yield improved or peak performance.

Strategies to Implement the Baldrige Criteria for Performance Excellence

Only a small number of U.S. businesses have adopted the Baldrige Performance Excellence Program. The purpose of this multiple case study was to explore strategies that executive business leaders use to implement the Baldrige Criteria for Performance Excellence. The study population consisted of six business executives and two organizations in the U.S. state of Texas, all with experience in implementing the Baldrige Criteria for Performance Excellence. The theory of high performance work systems provided the conceptual framework for the study. Data were gathered from interviews and record reviews that were conducted within the organizations. Inductive analysis was used to identify words, phrases, ideas, and actions that were consistent among participants and organizations as well as patterns and themes. Triangulation of sources between the interview and record review data was used for consistency. Three main themes emerged from data analysis: organizations embedded the Baldrige Criteria for Performance Excellence into native work models; they also used robust strategy deployment systems with accountability for action plans to spread the Baldrige Criteria for Performance Excellence; and, rather than specifically create goals to align with the Baldrige Criteria for Performance Excellence, they identified actions to reach organizational strategic goals that were molded using the Baldrige Criteria for Performance Excellence as a business model.