HEQMA (Holistic Egyptian Quality Management Approach)

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HEQMA (Holistic Egyptian Quality Management Approach)
Osama Kamal, Management Consultant, Egypt

Outlines of the 88 criteria of the HEQMA-model

The main contributions the HEQMA (Holistic Egyptian Quality Management Approach) had achieved are considered:
- Identifying the HOW TO MEASURE different quality elements in detailed attributes, e.g. how to measure Q.C. to reach and sustain consistency of product quality; how to succeed through people by measuring the team performance, training and development, and motivation.
- Defining the main quality elements in four bundles; while integrating them in a unique way.
- Calling for other business attributes into quality concepts such as financial, safety and marketing perceptions.
There were special traits in this HEQMA. For the Egyptian culture; top management and corporate ethics has special characters , for HR capital; group and team work as a substitute for charismatic individual leaderships.
For the Egyptian industry; the special trait is the sequence of cost of Quality CoQ and Q.C. which need great effort before introducing process management, the general current concept.
Even though quality is considered to be an important issue, it is not fully appreciated by organizations and only some of them use the quality management system strongly. Companies usually do have quality systems, but approach EManagement Performance Instrument MPI in many other ways such as finance and marketing.
Nevertheless, using HEQMA as a means to drive MPI, companies can achieve the required results with integrative techniques.
The percentage of contribution in EQMA indicators are as follow:
43 % from the researchers back ground information and field work through the years, 33% from different QM models, 17 % from ideas of references and 7% are from focus group comments. The numbers only indicate quantitative measure, otherwise the researcher value to the most extent the parental participation from the research study supervisor, the positive additions from the focus group interviewees. It is a strong effect of the focus group to correct the weights of the items and most importantly to readjust the indicators to reflect the Egyptian culture.
Analysis and interrelations never ends, it is enough here to know the general trends corresponding to the content analysis.
It is expected that HEQMA proves for success in the Egyptian industry climate as it fulfilled the methodology for building up a model; it also provides for methods of quality implementations not only principles.
Holistic Egyptian Quality Management Approach, HEQMA:
1. Base factor:
1.1 Top management commitment 14 %
1.2 Corporate Ethics 13 %
2. Human capital factor:
2.1 Training and development 12 %
2.2 Team performance 11 %
2.3 Employee motivation 6 %
3. Internal Capability Factor:
3.1 Improving Productivity 7 %
3.2 Cost of Quality 7 %
3.3 Safety and positive impact on society 8 %
4. Outcome factor:
4.1 Marketing results and competitiveness 11 %
4.2 Customer Satisfaction Index, CSI 11%

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