The Implementation of the Organization Performance Index Excellence Model and Business Performance in Kenya

Abstract

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.