The concept of continuous quality management is one that involves the organization’s intent to make significant improvements in quality. In this regard, the management team embarks on a philosophy that everything can be improved within the organization. It is a subscription to the traditional quality assurance practices. The management’s emphasis is the organization and its systems, where the processes are the primary focus with the intent to achieve efficiency. Additionally, the concept recognizes the need to realize internal and external satisfaction. The practice involves meeting the needs of the employees and customers that the business serves. To make these achievements a reality, the firm undertakes critical analysis of the processes and functioning of the business to make significant improvements through the use of objective data. It is evident that the practice of continuous quality management is not a smooth sail as the team may experience numerous challenges along the way.
In the research, the authors define the quality of continuous improvement as one evident when all members of the organization work in harmony consistently to improve processes and minimize errors or waste to increase performance for the sake of the customer (Fryer & Ogden, 2014). Alternatively, it may be the never-ending behavior of getting better all the time. In this case, the authors note that there is no ultimate peak that the organization can achieve. Therefore, there could be an incremental or breakthrough improvement in the firm. Continuous improvement within the company should be recognized as a process and not a single event where the impact is noted immediately (Fryer & Ogden, 2014). It is marked as an evolutionary journey within the three stages; going through the motions, transforming, and embedded. Some of the areas noted in the development of a culture that upholds this practice include, integration of CI, extent of projects, management support, strategic performance management, CI training and learning, reward system, blame culture, and communication.
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The organization significantly changes during the establishment of a CI culture. For instance, in communication, the firm transforms from one that predominantly practices downward communication to one that is ensures effective and efficient flow of communication vertically and horizontally (Fryer & Ogden, 2014). Blame culture is another issue of concern in the continuous quality management as it prevents the effective and efficient communication process. The individuals transform from members afraid of making suggestions to one where when problems occur in the company the immediate reaction is seeking a short-or long-term solution rather than blaming someone (Fryer & Ogden, 2014). The practice is an effective means of creating a harmonious working environment in the company that helps in continuous quality improvement. The research finds that the fire department is one that a blame culture is extensively used in operation and provision of services. The NHS portrayed a more holistic culture with significant support of members even when mistakes are made.
To effectively ensure the positive improvement of the business processes, it is essential that a culture of continuous improvement is diffused into the entire firm. Research shows that the process of maintaining such an attitude may lead to the development of issues and concerns for the management team. The study conducted by Fryer and Ogden (2014) explores the numerous ways in which challenges may arise in establishing this culture in public sector organizations in the UK. The continuous improvement maturity model is used as an effective measure of identifying the stage of performance that the firm is experiencing. Through the model, eight organizational behaviors are used to highlight the progress of the firm within the three major stages. These stages include, going through the motions, transforming, and embedded (Fryer & Ogden, 2014). The study emphasized that continuous quality improvement is not something that a company has rather it is a transformational journey that may be disrupted along the way.
References
Fryer, K. J., & Ogden, S. M. (2014). Modelling continuous improvement maturity in the public sector: key stages and indicators. Total Quality Management & Business Excellence, 25 (9-10), 1039-1053.
