1. It is correct to say that SQA (Singapore Quality Award) is one of the most trusted and widely used quality awards in Singapore. These awards are awarded to the organizations with operational excellence. Generally, the recipient of the awards are the organizations that are able to maintain their quality of products and services. However, there also exists niche awards other than the SQA. These awards are based on niche standards that support the overall business excellence framework. These niche awards use various niche and specific standards. For example, one of the key specific standards is to minimize vendor complaints about the quality of services. It is observed that the corporations would want to minimize the end-consumer complaints. However, when it comes to service delivery of vendors and affiliates, the company may not have hard standards (?liwa & Kellard, 2016). This niche standard is a part of business excellence framework and it ensures that the vendor management and affiliate management is taken care of. Another niche standard that is observed in business excellence framework is the quality checks that are out on the raw materials that is procured from the suppliers. This niche standard of raw material quality ensures that any raw material is at least checked twice before it can be taken for production. This ensures that the quality of final product is not compromised and in long term, the organization is able to maintain the six-sigma standards. This method is used frequently by the organizations in the manufacturing and automobile sector. The large organizations like Toyota is a pioneer in this standard of quality management for raw materials. The small organizations can learn a lot from this standard. Some organizations may have the need of large supply of raw materials and some organizations may need less. However, as a best practice, every raw material that is sourced in the organizations should pass through strict quality standards.
2. The assessor has a strict mechanism in place to evaluate the organizations. There are various parameters for the organization is rated (Pidd & Broadbent, 2015). In the framework, there are seven categories used to assess an organisation. These are Leadership, customers, strategy, people, processes, results and knowledge.
3. There are nine attributes of high performing organizations. All these attributes distinguish the best organizations from others. Let us discuss the four attributes that apply to AVI. These four key attributes that is observed in AVI can be discussed as:
Leading with vision and integrity: The leadership at top is committed to bring continuous quality improvements. This can be observed in the leadership of Mr. Lim. He ensured that he personally addresses all the employees of the organization to emerge as a successful local multinational company. He communicated his vision to all the stakeholders. Therefore, it can be said that AVI successfully demonstrated this attribute.
Managing with agility: The organization has a very flat organizational design that supports system thinking, agility and transparency. The CEO ensured that employees do not feel and hesitation to reach out to him. He was always available and he ensured that he can answer the queries of employees. The idea was to develop and agile system in place so that overall organizational productivity could be improved.
Valuing People and partners: AVI has support from some of the best talent in the industry. It ensures that quality exist as a culture (Vora, 2013). One thing that distinguishes AVI from others is the culture of empowerment. AVI empowered its employees to take risks and come out with best ideas and solutions for business problem. At AVI, there was a strong partnership between management, employees and other stakeholders. This partnership ultimately resulted in strong organization.
Anticipating the future: The change is never considered as a difficult task in the organization. With effective change management, the organization is never afraid of future. Within AVI, quality exist as a culture and all the stakeholders (internal & external) are cautious about the quality. AVI always focused to have smart employees in the system who do not fear change. The management of AVI wanted to deal with change and uncertainty in a smooth manner. AVI realized that industry forces and dynamic and cannot be predicted. Therefore, it is better to be future ready with effective system of change management in place.
Kellard, N. M., & ?liwa, M. (2016). Business and Management Impact Assessment in Research Excellence Framework 2014: Analysis and Reflection. British Journal of Management, 27(4), 693-711.
Vora, M. (2013). Business excellence through sustainable change management. The TQM Journal, 25(6), 625-640.
Pidd, M., & Broadbent, J. (2015). Business and management studies in the 2014 Research Excellence Framework. British Journal of Management, 26(4), 569-581.
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