There is hardly a company which can survive on the market today without quality management and the process descriptions associated with it. Whether Six Sigma, TQM, EFQM etc., companies are constantly striving to adopt specific methodological knowledge together with the necessary tools, and to put it to everyday use.
These systems are necessary to achieve continuous improvement of processes, quality and ultimately the creation of added value.
The challenge however lies in the fact that they are based more on theories about processes and their impact on the company and less on how processes within the company actually run. For example, passing a driving test is certainly not a guarantee that the successful candidate will adhere to traffic rules.
Success in the sense of sustainable optimization can be said to have been attained by the company only if it has a wealth of experience in dealing with the methodology and if the associated quality culture is alive and well.
Key performance indicators alone or the processing of issues during audits can provide an indication of weaknesses but rarely any information about their causes. Such conclusions are often based on subjective perceptions or hypotheses.
It is therefore not enough to know about the Business Excellence Methods mentioned above, but also to know how to resolve problems, and to assess and reduce risks in a structured manner. Only methods, such as the "Operations Efficiency Assessment" enable complete and practical experience of business processes and give an insight into the reality as it really is and not what it should be in theory or on paper.