TQM Framework for Shell Services in Defining

TQM Framework for Shell Services

In defining their own quality management framework named the Shell Services Quality Framework (SQF) Shell Services sought to create a framework that could encompass people, processes and quality as they related to serving the customer. Shell also wanted to defined a framework that would deliver the greatest accuracy in terms of their own standards, targets and metrics of performance. Tracking metrics over time by quality management initiative and creating a knowledgebase of results was also a critical success factor for the development of the framework. The design objectives included having a high degree of simplicity, completeness, harmonization and exclusivity within the structure, allowing for rapid adoption and use. Shell envisioned the framework being a core part of their culture going forward. Best practices in quality management require that the organizational culture changes to adopt and actively rely on the core foundational elements of a quality management framework if it is to be effective (Kujala, Lillrank, 2004). This is precisely why Shell designed their own unique quality management framework with the four attributes mentioned above. The four components of Processes, Process Control, Customers and Business Excellence Model all contribute and support the SQF framework. This relative simplicity of design allowed for Shell to adapt the framework quickly to many varying needs and initiatives.

Having a highly flexible structure to the Shell Services Quality Framework (SQF) would also prove invaluable in designing the underlying information systems and infrastructure to support key quality management initiatives as well. Enabling change management with more effective information systems alignment to quality management frameworks is a best practice that enables greater accuracy, alignment and results (Levis, Brady, Helfert, 2008). For Shell, the ability to deliver the right information to the right department at the right time for the quality management framework to work was key. Concentrating on simplicity, completeness, exclusivity and harmonization allowed Shell to better align their IT systems and infrastructure to this framework, assuring a high level of user adoption in the process.

Assessing The Policy and Strategy

of the Shell Services Quality Framework (SQF)

Six Sigma, TQM and other quality management frameworks all strive in varying degrees of quantification and complexity to bring the customers' needs to the forefront of all activities and strategies. These also all include frameworks for ensuring a high degree of constant feedback on the performance of quality management initiatives vs. plan, with the Six Sigma DMAIC methodology including measures of variation from customers' expectations in the form of sigma measurements (Kujala, Lillrank, 2004). Six Sigma specifically and other quality management frameworks in general are forced to make broad assumptions about the relative pace, level and characteristics of quality management improvement over time (Sureneshchandar, Anantharaman, 2002). This ensures a high level of overall compliance, yet does not have the innate ability to customize these methodologies for highly specific needs within a given enterprise (Tobin, 1990). This is the primary limitation from a policy standpoint that Shell is facing with the decision of whether to use an existing quality management framework or not. Instead, from both a policy perspective and strategic one, Shell chooses just the most critical elements of their quality management strategy which include the process classification framework, ISO 9000 process control expertise, Business Excellence Model and the Balrige component of their customer and market focus. When all of these elements are combined they form the foundation of the Shell Services Quality Framework (SQF). The SQF in effect becomes the value chain of strategic quality management change in the company as a result.