The implementation of total quality management (TQM) and business excellence models (BEM) are

examples whereby companies strived to improve their management capabilities (Dahlgaarda, Chen,
Jang, Banegas and Su Mi, 2013). Although not entirely true for all companies, Fisher, Dauterive, &
Barfield (as cited in Dahlgaard et la, 2013) have observed that there are still cases where TQM and BEM
have not brought about increase in financial and non-financial benefits. Dahlgaard et la (2013) went on
to suggest that there are many factors such as “lack of top management commitment, limited resources,
fear of change, work overload, lack of comprehensive quality improvement education and lack of staff
involvement” (p. 520) that affect the success of TQM and BEM. Some argue that BEMs framework is too
focus on national bodies’ awards assessment (Dahlgaard et la, 2013). As a result, some companies may
lose track of their intentions in pursuiting BEM in the first place, which is to improve business excellence
(BE) and overall management capabilities (Dahlgaard et la, 2013). Chapman (as cited in Dahlgaard et la,
2013) found that one of the key to the success of BEM is the full cooperation of everyone in the
company. But the language of some BEM gives a false impression that the model “invite ‘expert
involement’ instead” (Dahlgaard et la, 2013, p. 522) and as a result, aliening those in the lower
hierocracy of a company.

To overcome these limitations, Dahlgaard et la (2013) proposes a new business excellence framework
(BEF) consisting of existing BEM and management tools/techniques with a desirable organisational
culture. The management tools/techniques should provide support for the activities in pursuing BE
capabilities (Dahlgaard et la, 2013). It is crucial to note that “culture may be different from organisation
to organisation” (Dahlgaard et la, 2013, p. 528). Dahlgaard et la (2013) recommend that organisation set
the tone for their culture by getting feedback from all employees.

To ensure it maintains its competitiveness, it is important for HealthTech’s management to show their
commitment to BEF and not lose focus on achieving its goal. At the same time, striving to achieve
recognition through national bodies’ awards will be beneficial for their publicity and serves as a
promotional tool for their product on Alzheimer’s disease. But it is important that HealthTech address
the ethics and cost issue that comes with the development of a new drug. Testing should not breach any
ethics rules. Selling price should not be too high to the extent that it becomes unaffordable to the
general public, but also not too low to the extent that company suffers a lost. The BEF might seem
intimidating to those in the operational side and in such instances it is important for the management to
be constantly engage with their employees in the implementation and execution process. Not only does
it help to build a sense of ownership, it further strengthens the success of BEM. HealthTech may wish to
do a case study on the organisational culture of Samsung, Toyota or Pos Demark and use their findings
to guide them along, as was the case with Samsung when it studied Toyota (Dahlgaard et la, 2013).

(Dahlgaarda, 2013)

Dahlgaarda, C. J. (2013). Business excellence models: limitations, reflections and further development.
Total Quality Management, 24, pp. 519-538.