The Implementation of the Organization Performance Index Excellence Model and Business Performance in Kenya
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Date
2012-11Author
Nyambala, Catherine A
Type
ThesisLanguage
enMetadata
Show full item recordAbstract
Many companies have adopted and implemented Quality Management systems and
achieved varying levels of success. Through an operational framework adapted from Seraph
(1989), this study analyses a dataset of responses to hypotheses presented to a purposive
sample of TQM practitioners from companies that have participated in OPI/KABA
Excellence model in Kenya, respondents are asked to use the Likert Scale to rank the
hypotheses from which the conclusions are drawn. The success factors that are most
significant are the extensive analysis of customer requirements before releasing a product or
service into the market; adequate communication on the Business Excellence initiative
processes, practices, and products; and the periodic assessment of services for improvement.
The poorest enablers are staff coercion into embracing OPI by the leadership;
communication on quality practise by the OPI champions alone and focus by departments on
their own goals rather than a common focus.. The conclusion is that participation in and
adopting of the OPI Excellence approach is positively related to business performance. The
study recommends that further research could be done to study changes in business
performance before and after the implementation of OPI, as well as to qualitatively examine
business excellence models.
Publisher
University of Nairobi