Exploring the emergent quality management paradigm

Figures & data

Table 1. Time perspective as EQM building block.

Quality Management Program	Examples of activities that drive stability, control, exploitation, and efficiency (short-term perspective)	Examples of activities that drive change, creativity, exploration, and effectiveness (long-term perspective/future oriented)
Six Sigma	In a DMAIC-project, define the problem that causes variation in current processes	In a DMAIC-project, define the opportunity for customers and development of new processes
Lean Production (LP)	Develop value streams with low variation and takt-time to deliver what is promised (Kaizen)	Initiate transformations towards new value-added solutions for customers (Kaikaku)
Total Quality Management (TQM)	Use of principle values that enable decisions based on facts	Use of principles that enable decisions based on knowledge
Operational Excellence Models (e.g. MBNQA, EFQM, and SIQ)	Leadership that fosters management of current business model (leadership towards constancy)	Leadership that fosters the management of a future potential business model (leadership towards a vision)
ISO 9000 series	Systematic development of company-specific manuals on how to manage current processes	Systematic development of new company-specific manuals for new processes

Figure 1. Basic building blocks in production system dynamics.

Table 2. EQM paradigm proposals.

Emergent social dynamics		Interrelated processes in a production system with impact on QM in operations				Implications for QM
Type of social dynamic over time at the system level of study	Structural implications	Production process (explicit)	Innovation process (explicit)	Knowledge creation process (embedded)	Value creation process (embedded)
1. Stagnation (stability within ES, IS, CS)	ES, RIS, RCS	Constancy	Control	Exploitation	Efficiency	Stagnation of QM due to reinforced structures (internal and cognitive)
2. Stability (within ES, but also adaptation of IS and CS)	ES, MIS, RIS, MCS, RCS	Constancy and Change	Control and Creativity	Exploitation and Exploration	Efficiency and Effectiveness	Stability of QM through modified or reinforced structures (internal and cognitive)
3. Adaptation (stability within AES, but adaptation of ES, IS and CS)	MES, RES, MIS, RIS, MCS, RCS	Constancy and Change	Control and Creativity	Exploitation and Exploration	Efficiency and Effectiveness	Adaptation of QM through modified or reinforced structures (external, internal, and cognitive)
4. Transformation (stability while building the shadow system, and adaptation of the complete system)	AES, TAIS, TIS, TCS	Change	Creativity	Exploration	Effectiveness	Transformation to new QM structures (aggregated internal, internal, and cognitive)
5. Disintegration (stagnation within some parts of the organisation and transformation in other parts of the organisation)	TES, RIS, RCS or RES, TIS, TCS	Constancy or Change	Control or Creativity	Exploitation or Exploration	Efficiency or Effectiveness	Disintegration of QM due to stagnation within some parts of the organisation and transformation in other parts