A retrospective view of the South African excellence model
Thesis (MBA (Business Management))--Stellenbosch University, 2008.
Traditionally, organisational performance and efficiency measurements have been focused on cost containment. Today, however, performance measurement systems of world-class organisations are tailored to drive manufacturing and service business excellence. Quality is crucial for gaining a competitive advantage internationally. Quality award programmes promote quality awareness, recognise the quality achievements of companies and provide a platform for sharing successful quality management initiatives. Quality award frameworks form the foundation for developing business excellence models. Business excellence models are based on the premise that customer satisfaction, people (employee) satisfaction and impact on society are all achieved through leadership driving the policy and strategy, the people management, resources and processes, leading ultimately to excellence in business results. In this paper five of the most prominent international business excellence models are discussed. The success stories of companies that have implemented these models are looked at and the South African Excellence Model is compared with these five international models. The aim of the study is to analyse the South African Business Excellence Model as compared to international models such as the Deming Prize, the MBNQA, the EFQM, the AQA and the SQA. Case studies of two companies, Combine Cargo and Daimler Chrysler, are analysed with the aim of determining the shortcomings of the SAEM and the effects of the SAEM on business practices. Conclusions are drawn based on the experiences of these businesses, in order to verify the shortcomings and the effects of the SAEM. Lastly, the reasons for the failure of the SAEF and the SAEM are investigated and recommendations and guidelines are given for the revival of the SAEM and the promotion of quality in South Africa.