Quality excellence models as a strategy for business competitiveness

Abstract

A practical way to understand competition is to imagine a Grand Prix: whether it's Formula 1 or another Grand Prix, they all form a large team or organization. Each team will assess its strengths and weaknesses against other car models, creating a plan with established objectives. No car manufacturer will aim for a poor finish; they will all strive for the top spots, if not first place and the championship. They will be subject to the environment, risks, changes, race regulations, and the experience and skills of the driver, as well as the entire support and planning team. They will measure their performance and compare it to the best lap times, evaluate resource capacity, and develop improvement projects to redesign components and machinery to consistently deliver peak performance. They will use their performance records to enhance their brands in the market and better promote their products. This is precisely what Excellence Models do, and it's what they achieve with organizations: preparing and developing them to compete in aggressive, global environments. The following article shows the development of excellence models and how they manage to focus on competitiveness.