The idea of globalization has been evolving for centuries and still has not stopped. Visionary enterprises have recognized that competitive advantages can be gained with an effective globalization strategy. Many companies have established recognizable competitive advantages in their industry, but to be part of the global arena they spent many years in learning and implementing their global business models. These global activities can include developing strategic alliances with overseas development and marketing partners, off shoring and outsourcing of their product and service development process, moving operations to other countries, and acquiring companies.
As a result of globalization the competition for global acting companies has changed markedly. The increasing complexity of products and processes, increased environmental and market dynamics, shorter product life cycles, and increasing customer expectations are just some of the current trends. These developments affect the entire organization with all its strategic and operational activities. Thus, the quality manage-ment (QM) of global acting companies faces new challenges were established methods and approaches often reach their limits.
Table of Contents
1 Introduction
1.1 Entrepreneurial challenges as a result of globalization
1.2 Problem definition and objectives
1.3 Methodical procedure and structure
2 Theoretical Basis
2.1 Globalization as a driver of global quality management
2.1.1 Definition of the term globalization
2.1.2 Definition of a global organization
2.1.3 Goals, motives, and risks of globalization
2.2 Quality management and operational excellence
2.2.1 Definition of the term quality
2.2.2 Total quality management and excellence models
2.2.3 From total quality management to global quality management
2.3 Quality management as basis of business success
2.3.1 Customer satisfaction through fulfillment of requirements
2.3.2 Strategic quality deployment
2.3.3 Financial effects of quality
2.4 Globalization requirements on quality management
3 Benchmarking in Context of Global Quality Management
3.1 Study of Fraunhofer Institute
3.1.1 Study design and results overview
3.1.2 Challenges of global organizations
3.1.3 Success factors
3.2 Benchmarking project of University St. Gallen
3.2.1 Benchmarking design and results overview
3.2.2 Success factors
3.2.3 Excerpt of the annual global quality benchmarking 2015
3.3 Comparison of the study and the benchmarking
3.3.1 Design
3.3.2 Success factors
4 Conclusion and Outlook
Research Objectives and Focus
The primary objective of this paper is to establish a foundational basis for corporations and their quality management departments to develop a global and capable quality management system. The research addresses how globalization challenges established quality management methods and investigates the strategic relevance of implementing integrated global approaches to ensure business success and competitive advantage.
- Impact of globalization on organizational quality management.
- Evolution of industrial practices within global market contexts.
- Identification of primary challenges faced by global manufacturing organizations.
- Strategic success factors for implementing global, capable quality management.
- Comparison of benchmarking results from leading research institutions.
Excerpt from the Book
1.1 Entrepreneurial challenges as a result of globalization
The idea of globalization has been evolving for centuries and still has not stopped. Visionary enterprises have recognized that competitive advantages can be gained with an effective globalization strategy. Many companies have established recognizable competitive advantages in their industry, but to be part of the global arena they spent many years in learning and implementing their global business models. These global activities can include developing strategic alliances with overseas development and marketing partners, off shoring and outsourcing of their product and service development process, moving operations to other countries, and acquiring companies.
As a result of globalization the competition for global acting companies has changed markedly. The increasing complexity of products and processes, increased environmental and market dynamics, shorter product life cycles, and increasing customer expectations are just some of the current trends. These developments affect the entire organization with all its strategic and operational activities. Thus, the quality management (QM) of global acting companies faces new challenges where established methods and approaches often reach their limits.
Summary of Chapters
1 Introduction: This chapter outlines the challenges companies face due to globalization, defines the problem of local-centric quality management, and sets the research objectives.
2 Theoretical Basis: This section establishes the conceptual framework, explaining globalization as a driver for global quality management, the definitions of quality, and the financial impact on business success.
3 Benchmarking in Context of Global Quality Management: This chapter analyzes empirical data from the Fraunhofer Institute and the University of St. Gallen to identify challenges and success factors for global quality management.
4 Conclusion and Outlook: The final chapter synthesizes findings and provides recommendations for management to successfully implement global quality management strategies.
Keywords
Globalization, Global Quality Management, GQM, Total Quality Management, TQM, Quality Assurance, Operational Excellence, Benchmarking, Fraunhofer Institute, University of St. Gallen, Strategic Quality Deployment, Customer Satisfaction, Business Success, Global Processes, Supply Chain Quality.
Frequently Asked Questions
What is the core focus of this research?
The work focuses on how globalization necessitates a shift in corporate quality management from local, fragmented efforts to a unified, globalized approach to maintain competitiveness.
What are the central thematic areas?
Key areas include the relationship between globalization and quality management, the definition of global organizational structures, strategic quality deployment, and the financial implications of quality.
What is the primary objective?
The objective is to provide a comprehensive basis for companies to design and implement a capable Global Quality Management (GQM) system that overcomes the limitations of traditional, local-only management models.
Which scientific methods were employed?
The research relies on a thorough literature review and the analysis of two major benchmarking studies: one conducted by the Fraunhofer Institute and one by the University of St. Gallen.
What is covered in the main section?
The main section details the theoretical foundation of GQM, the requirements imposed by global market access, and the empirical benchmarking results regarding organizational challenges and success factors.
Which keywords characterize this work?
The work is characterized by terms such as Global Quality Management (GQM), Total Quality Management (TQM), operational excellence, benchmarking, and global standardization.
What specific challenges do global organizations face?
Organizations struggle with differing quality perceptions across international sites, communication barriers, scheduling difficulties, and the need to balance global standardization with local flexibility.
What is the "Rule of Ten" mentioned in the text?
It is a concept illustrating that the cost of failure increases ten-fold at each stage of the product lifecycle—from development and engineering to production and final customer delivery.
What is the main takeaway regarding organizational structure?
There is no "one-size-fits-all" structure; however, successful companies often strengthen their central quality department to act as a synchronization and harmonization hub while allowing local units flexibility.
- Citar trabajo
- Matthias Ackermann (Autor), 2016, Global and Capable Quality Management, Múnich, GRIN Verlag, https://www.grin.com/document/345455
