Paradigms

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Paradigms in Quality Management

Everard van Kemenade, PhD.

What is the past and what might be the future of

quality management?

Jouslin de Noray, Shiba and Hardjono

1. Process control2. Integral quality management (incremental

improvement, continuous improvement)3. Breakthrough

4. Reaching the essence

1. Conformity2. TQM

3. Breakthrough

Personnel Registration SchemeIntegrated Approach

Practicalexperience in

Health and SafetyAuditing

Quality Auditing

Practicalexperience inEnvironmental

Auditing

Practicalexperience inEnvironmental

Auditing

Quality AuditorQuality Auditor EnvironmentalAuditor

EnvironmentalAuditor

Health and SafetyAuditor

Auditing knowledgeAuditing knowledge

University Degree or equivalent

Basic SystemsManagement Training

Health and Safety Systems

Managementknowledge

Health and Safety Systems

Managementknowledge

Environmental Systems

Managementknowledge

Environmental Systems

Managementknowledge

Quality SystemsManagementknowledge

QualitySystems Manager

Health and SafetySystems ManagerHealth and SafetySystems Manager

EnvironmentalSystems Manager

PracticalAssessment

Training

PracticalAssessment

Training

TQM AssessorTQM Assessor

Award Assessmentknowledge

University Degree or equivalent

Basic SystemsManagment and

TQM Training

Basic SystemsManagment and

TQM Training

BusinessExcellence

Models and equivalent knowledge

BusinessExcellence

Models and equivalent knowledge

TQM LeaderTQM Leader Transformation Coach

Transformation Coach

IntegratedSystems Manager

IntegratedSystems Auditor

Conformity TQM Break-through

Vinkenburg (2006), Kemenade (2010)

Who works from the control paradigm sees the world from an distance and wants to

leave one’s own mark on it, with doability as ambition.

Who works from the commitment paradigm

wants to contribute to a better world and wants to give a say to people in what is better, with sustainability as ambition.

Vinkenburg (2006)

The commitment paradigm

• Shiba & Walden (2006)

“We see an increasing need for: (1) shared learning and

(2) integration with a variety of extra-business societal concerns as a requirement to establish

breakthrough. The step from incremental improvement to breakthrough

can be inhibited by arrogance (what is already being made and sold is what

customers will always want). To break this barrier involves re-looking at the fundamental objectives of the business

and seeking new societal values beyond current business interests”.

Kemenade, (2010)

1. Control2. Continuous improvement

3. Commitment4. Breakthrough

Some of the consequences

– Separate control from continuous improvement and commitment;

– Different objects, definitions and skills for quality experts are needed.

– More soft skills will be required in Continuous improvement and commitment paradigms.

LITERATUREBeck, D. & Cowen, C. (1996), Spiral Dynamics, Malden, BlackwellPublishersCarter, G. & Swanwick, J. (2006) Where next for Quality? Is it beyond9 box models? World Congress for TQM. Wellington, New ZealandGarvin (1984) What does ‘product quality’really mean? Sloan Management Review, 184, pp. 25-43Hardjono, T. W. (2005), Developments in Quality Management. ECOPmeeting October. Rotterdam. (Can be downloaded from http://research.shu.ac.uk/cfie/ecop/docs/ErasmusTeunHardjono.pdf)Jouslin de Noray, B. (2004), Theory and Techniques on BreakthroughChange. EOQ 48th. Moscow, EOQ.Kemenade, E.A. van (2008), More value to defining quality Quality in Higher Education, 14, 2, pp. 175-185Kemenade, E.A. van (2010), Past is prologue, Quality Progress, pp. 48-52Shiba, S. & Walden, D. (2006), Breakthrough Management, New Delhi, Confederation of Indian Industry.Vinkenburg H. H. M. (2006) Dienstverlening; paradigma's, deugden en dilemma's, Deventer, Kluwer.

Paradigms

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