Silvestro model: Difference between revisions
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'''Silvestro model''' was introduced by R. Silvestro in 1998 as model of [[Quality management system]] adapted to the [[service]] organizations. It consists of three parts: the inner contains the key areas, the middle expands them and shows a methods supporting the external [[action]] of [[TQM]] in the field of services. | '''Silvestro model''' was introduced by R. Silvestro in 1998 as model of [[Quality management system]] adapted to the [[service]] organizations. It consists of three parts: the inner contains the key areas, the middle expands them and shows a methods supporting the external [[action]] of [[TQM]] in the field of services. | ||
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==Approaches== | ==Approaches== | ||
[[Image:Silvestro_model.jpg|right|thumb|400px|frame|Simplified idea of Silvestro model. Full figure can be found in original publication (see: References)]] | [[Image:Silvestro_model.jpg|right|thumb|400px|frame|Simplified idea of Silvestro model. Full figure can be found in original publication (see: References)]] | ||
* Leadership in service organizations requires, as in the [[production]] companies, orientation of [[strategy]] to [[client]] [[needs]], flatten [[organizational structure]], facilitation and [[motivation]] to [[work]]. | * Leadership in service organizations requires, as in the [[production]] companies, orientation of [[strategy]] to [[client]] [[needs]], flatten [[organizational structure]], facilitation and [[motivation]] to [[work]]. | ||
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* According to R. Silvestro [[continuous improvement]] in services should be apply as a [[process]]. | * According to R. Silvestro [[continuous improvement]] in services should be apply as a [[process]]. | ||
* Elimination of waste in an involves the introduction of methods for performing the tasks right from the first time, but at the same time encouraging customers to inform employees about all noticed imperfections. | * Elimination of waste in an involves the introduction of methods for performing the tasks right from the first time, but at the same time encouraging customers to inform employees about all noticed imperfections. | ||
* Due to the difficulty in obtaining quantitative data, there is a limited use of statistical methods of [[quality]] measurement in services. Those methods can be used mainly in the so-called back-office and in the case of bulk services. | * Due to the difficulty in obtaining quantitative data, there is a limited use of [[statistical methods]] of [[quality]] measurement in services. Those methods can be used mainly in the so-called back-office and in the case of bulk services. | ||
==Methods== | ==Methods== | ||
Proposed by R. Silvestro model is focused on methods and ways to implement the key areas of service organizations, which can be used to build the QMS model for the offices of the [[local government]]. | Proposed by R. Silvestro model is focused on methods and ways to implement the key areas of service organizations, which can be used to build the QMS model for the offices of the [[local government]]. | ||
==Advantages of Silvestro model== | |||
The following are some of the advantages of the Silvestro model: | |||
* It offers a structured approach for the [[implementation of quality]] management systems in service organizations, thus making it easier for them to adopt and implement quality management systems. | |||
* The model is designed to be flexible and can be adapted to the particular needs of each [[organization]]. | |||
* The model provides an effective means of [[communication]] with employees, customers and other [[stakeholders]], thus improving [[customer satisfaction]]. | |||
* The model helps to ensure that processes, resources and activities are aligned with the organization's objectives. | |||
* It provides a framework for assessing the effectiveness of quality management systems and identifying areas for improvement. | |||
* It enables organizations to measure and monitor performance and make informed decisions about how to improve quality. | |||
* The model helps to promote continuous improvement and [[innovation]] in service delivery. | |||
==Limitations of Silvestro model== | |||
The Silvestro model has the following limitations: | |||
* It does not provide a comprehensive framework for implementing TQM in the services sector. Additionally, it leaves out several important TQM principles such as [[customer focus]], [[process improvement]], and total [[employee]] involvement. | |||
* The model also does not address the issue of measuring performance and service quality. | |||
* The model does not provide any guidance on how to integrate the principles of TQM into existing service organizations. | |||
* The model does not provide any specific guidelines for managing people and resources in service organizations. | |||
* The model does not provide any comprehensive guidance on how to develop effective strategies for service organizations. | |||
==Other approaches related to Silvestro model== | |||
Introduction: | |||
In addition to the Silvestro Model, there are other approaches to the Quality Management [[System]] adapted to the service organizations. | |||
* The Baldrige National Quality Program is a framework and set of criteria developed to assess and recognize organizational performance excellence. It includes a set of criteria that organizations can use to create and improve their quality management systems. | |||
* [[Six Sigma]] is an approach to quality management that focuses on process improvement and defect reduction. It is based on the scientific [[method]] and uses data-driven analysis to identify and reduce sources of variation in the process. | |||
* Lean Six Sigma combines the principles of Lean and Six Sigma to improve processes and reduce costs. Lean focuses on eliminating waste, while Six Sigma focuses on reducing variation and defects. | |||
* ISO 9001 is an international [[standard]] for quality management systems. It provides a set of requirements for organizations to use to design, implement, and maintain a quality [[management system]]. | |||
* [[Total Quality Management]] (TQM) is a business management approach that focuses on customer satisfaction, process improvement, and continuous improvement. It involves the involvement of all stakeholders in the development and implementation of quality management systems. | |||
Summary: | |||
In addition to the Silvestro Model, other approaches to Quality Management System adapted to the service organizations include the Baldrige National Quality Program, Six Sigma, Lean Six Sigma, ISO 9001, and Total Quality Management (TQM). All of these approaches emphasize process improvement and customer satisfaction. | |||
{{infobox5|list1={{i5link|a=[[House of total quality model]]}} — {{i5link|a=[[Process approach]]}} — {{i5link|a=[[ISO 9001]]}} — {{i5link|a=[[CMM model]]}} — {{i5link|a=[[Quality management principles]]}} — {{i5link|a=[[Total quality control]]}} — {{i5link|a=[[Quality management system]]}} — {{i5link|a=[[Joseph M. Juran]]}} — {{i5link|a=[[Quality management]]}} }} | |||
==References== | ==References== | ||
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{{aa|Slawomir Wawak}} | {{aa|Slawomir Wawak}} | ||
[[Category:Quality management]] | [[Category:Quality management]] | ||
[[pl:Model Silvestro]] | [[pl:Model Silvestro]] | ||
Latest revision as of 04:34, 18 November 2023
Silvestro model was introduced by R. Silvestro in 1998 as model of Quality management system adapted to the service organizations. It consists of three parts: the inner contains the key areas, the middle expands them and shows a methods supporting the external action of TQM in the field of services.
Main areas of Silvestro model
- customer orientation,
- leadership,
- empowerment,
- continuous improvement,
- elimination of waste,
- measurement of quality.
Pro-customer orientation in services is the result of efficient management and the interaction between the supplier and the customer. Achievement of the proper attitude to the customer requires identification of internal and external customers and identification of their needs. Relationships with suppliers must take into account their awareness of the external client requirements, and should ensure proper operation of the quality chain.
Approaches
- Leadership in service organizations requires, as in the production companies, orientation of strategy to client needs, flatten organizational structure, facilitation and motivation to work.
- Empowerment is necessary in relation to employees having direct contact with the client to allow to settle all the matters with a small number of people. However, in relation to other employees there should be adopted such a level of empowerment that is needed for the provision of assistance to the front office.
- According to R. Silvestro continuous improvement in services should be apply as a process.
- Elimination of waste in an involves the introduction of methods for performing the tasks right from the first time, but at the same time encouraging customers to inform employees about all noticed imperfections.
- Due to the difficulty in obtaining quantitative data, there is a limited use of statistical methods of quality measurement in services. Those methods can be used mainly in the so-called back-office and in the case of bulk services.
Methods
Proposed by R. Silvestro model is focused on methods and ways to implement the key areas of service organizations, which can be used to build the QMS model for the offices of the local government.
Advantages of Silvestro model
The following are some of the advantages of the Silvestro model:
- It offers a structured approach for the implementation of quality management systems in service organizations, thus making it easier for them to adopt and implement quality management systems.
- The model is designed to be flexible and can be adapted to the particular needs of each organization.
- The model provides an effective means of communication with employees, customers and other stakeholders, thus improving customer satisfaction.
- The model helps to ensure that processes, resources and activities are aligned with the organization's objectives.
- It provides a framework for assessing the effectiveness of quality management systems and identifying areas for improvement.
- It enables organizations to measure and monitor performance and make informed decisions about how to improve quality.
- The model helps to promote continuous improvement and innovation in service delivery.
Limitations of Silvestro model
The Silvestro model has the following limitations:
- It does not provide a comprehensive framework for implementing TQM in the services sector. Additionally, it leaves out several important TQM principles such as customer focus, process improvement, and total employee involvement.
- The model also does not address the issue of measuring performance and service quality.
- The model does not provide any guidance on how to integrate the principles of TQM into existing service organizations.
- The model does not provide any specific guidelines for managing people and resources in service organizations.
- The model does not provide any comprehensive guidance on how to develop effective strategies for service organizations.
Introduction: In addition to the Silvestro Model, there are other approaches to the Quality Management System adapted to the service organizations.
- The Baldrige National Quality Program is a framework and set of criteria developed to assess and recognize organizational performance excellence. It includes a set of criteria that organizations can use to create and improve their quality management systems.
- Six Sigma is an approach to quality management that focuses on process improvement and defect reduction. It is based on the scientific method and uses data-driven analysis to identify and reduce sources of variation in the process.
- Lean Six Sigma combines the principles of Lean and Six Sigma to improve processes and reduce costs. Lean focuses on eliminating waste, while Six Sigma focuses on reducing variation and defects.
- ISO 9001 is an international standard for quality management systems. It provides a set of requirements for organizations to use to design, implement, and maintain a quality management system.
- Total Quality Management (TQM) is a business management approach that focuses on customer satisfaction, process improvement, and continuous improvement. It involves the involvement of all stakeholders in the development and implementation of quality management systems.
Summary: In addition to the Silvestro Model, other approaches to Quality Management System adapted to the service organizations include the Baldrige National Quality Program, Six Sigma, Lean Six Sigma, ISO 9001, and Total Quality Management (TQM). All of these approaches emphasize process improvement and customer satisfaction.
| Silvestro model — recommended articles |
| House of total quality model — Process approach — ISO 9001 — CMM model — Quality management principles — Total quality control — Quality management system — Joseph M. Juran — Quality management |
References
- Brignall, S., Silvestro, R., & Fitzgerald, L. (1991). Performance measurement in service businesses. London: Chartered Institute of Management Accountants.
- Silvestro R., (1998) The manufacturing TQM and service quality literatures: synergistic or conflicting paradigms?, International Journal of Quality & Reliability Management, no 3, Emerald Group Publishing, Bradford.
- Silvestro, R., Fitzgerald, L., Johnston, R., & Voss, C. (1992). Towards a classification of service processes. International journal of service industry management, 3(3), 62-75.
Author: Slawomir Wawak
