Cross-mapping strategic and quality processes: A best practice analysis

Rodney McAdam, Denis Leonard

    Research output: Contribution to journalArticlepeer-review

    2 Citations (Scopus)

    Abstract

    Strategic processes in many organisations do not adequately incorporate or model the effects of quality processes. Rather, quality is treated as being part of operations as distinct from strategy. Similarly, many Quality processes are introduced only at the 'continuous improvement' level focusing on small-scale changes. Thus, it becomes difficult to develop and interrelate strategy and quality processes at the strategic level of inquiry. The aim of this paper is to explore the cross-mapping of strategic and quality processes to improve business strategy and Quality implementation in organisations. Using a best practice case, it is shown that Quality processes must be recognised as being strategic in addition to being operationally focused. It is shown that Quality processes, such as those involved in the Baldrige Model, the ISO 9000:2000 revisions, and the ISO 14000 Environmental Management System processes can be effectively mapped into an organisation's strategic processes. The findings indicate that effective cross-mapping can lead to more grounded and effective business strategies and Quality Management effectiveness.

    Original languageEnglish
    Pages (from-to)25-44
    Number of pages20
    JournalInternational Journal of Process Management and Benchmarking
    Volume1
    Issue number1
    DOIs
    Publication statusPublished - 2005

    Keywords

    • Best practice
    • Quality implementation
    • Quality processes
    • Strategic processes

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