EFQM Mükemmelik Modelini Toplu Ulaşım İşletmelerine Uyarlamak: İstanbul’un Otobüs İşletmesi İETT Örneği

Year 2018, , 211 - 226, 31.12.2018

Muhammet Deveci , Fatih Canıtez

https://doi.org/10.17093/alphanumeric.414000

Cited By: 1

Abstract

Toplu ulaşım işletmeleri tarafından organizasyonel performansı artırmak için kullanılmakta olan birçok yönetim yaklaşımı bulunmaktadır. Avrupa Kalite Yönetim Vakfı tarafından geliştirilen ve desteklenen EFQM mükemmellik modeli, bütünsel yönetim çerçevesi ile organizasyonların sürdürülebilir mükemmelliğe ulaşmalarına yardımcı olmaktadır. EFQM modelinin öne çıkan önemli özelliklerinden biri de sürekli iyileştirme yaklaşımına dayalı olarak paydaş beklentilerini aşacak ve organizasyonel performansı sağlayacak, dengeli ve bütüncül bir perspektif sunmasıdır. Bu çalışmada, EFQM modelinin kentiçi toplu ulaşım işletmeleri için uyarlanması ve uygulanması, İstanbul’un belediye otobüsü işletmesi olan İETT örneği üzerinden sunulmaktadır. Çalışma, modelin temel kavramlarının toplu ulaşım işletmelerinin organizasyonel bağlamlarına uyarlanma süreçlerini göstermekte ve diğer toplu ulaşım işletmeleri için de uygulanabilir bir yönetim modeli sunmaktadır. EFQM mükemmellik modeli ilk kez olarak bir toplu ulaşım işletmesi için uygulanmakta olduğundan, elde edilen sonuçlar, özelde toplu ulaşım işletmeleri genelde de kentiçi ulaşımda kalite girişimlerini artırmak açısından önem arz etmektedir.

Keywords

EFQM Mükemmellik Modeli, Toplu Ulaşım, İETT, Kalite, Kentiçi Ulaşım

Adapting EFQM Excellence Model for Public Transport Operators: A Case of IETT, Istanbul’s Public Bus Operator

Abstract

There are several management approaches being utilized in public transport operators to achieve organizational performance. EFQM excellence model, promoted by the European Foundation for Quality Management, helps organizations achieve sustainable excellence with its holistic management framework. One of the most outstanding features of EFQM model is its balanced and holistic perspective for organizational performance based on continuous improvement approach to exceed the stakeholders’ expectations. In this study, we examine the way EFQM excellence model has been adapted and implemented for urban public transport operators through a case study of Istanbul’s public bus operator, IETT. The results of the case demonstrate the adaptation processes of the fundamental concepts of the model to a public transport operator’s organizational context, thus, providing an applicable management model for other public transport operators as well. EFQM excellence model has been adopted for the first time in a public transport company, therefore the results have significant implications to enhance quality initiatives in public transport operators, in particular, and urban mobility, in general.

Keywords

EFQM, IETT, Excellence Model, Public Transport, Quality, Urban Mobility

References

• Adebanjo, Dotun. "TQM and business excellence: is there really a conflict?." Measuring Business Excellence 5.3 (2001): 37-40.Ajmal, Mian M., et al. "TQM Practices in Public Sector: Case of Finnish Healthcare Organizations." International Journal of Information Systems in the Service Sector (IJISSS) 8.1 (2016): 34-44.Anastasiadou, S. D., & Zirinoglou, P. A. (2015). EFQM dimensions in Greek Primary Education System. Procedia Economics and Finance, 33, 411-431.Bou-Llusar, J. C., Escrig-Tena, A. B., Roca-Puig, V., & Beltrán-Martín, I. (2009). An empirical assessment of the EFQM Excellence Model: Evaluation as a TQM framework relative to the MBNQA Model. Journal of Operations Management, 27(1), 1-22.Camison, C. (1996). Total quality management in hospitality: an application of the EFQM model. Tourism management, 17(3), 191-201.Canıtez, F., Deveci, M., & Demirel, N. C. (2016). Designing and implementing EFQM excellence model for public transport companies. The 16th Production Research Symposium, Istanbul, 12-14 October 2016, 240-246.de Oña, J., de Oña, R., Eboli, L., & Mazzulla, G. (2013). Perceived service quality in bus transit service: a structural equation approach. Transport Policy, 29, 219-226.Disney, J. (1999). Customer satisfaction and loyalty: The critical elements of service quality. Total Quality Management, 10(4-5), 491-497.Eboli, L., & Mazzulla, G. (2007). Service quality attributes affecting customer satisfaction for bus transit. Journal of public transportation, 10(3), 2.EFQM (2012). An Overview of EFQM Excellence Model, IETT Corporate Publications. Fryer, Karen J., Jiju Antony, and Alex Douglas. "Critical success factors of continuous improvement in the public sector: a literature review and some key findings." The TQM Magazine 19.5 (2007): 497-517.Gómez, J. G., Martinez Costa, M., & Martínez Lorente, Á. R. (2017). EFQM Excellence Model and TQM: an empirical comparison. Total Quality Management & Business Excellence, 28(1-2), 88-103.Hensher, D. A., Stopher, P., & Bullock, P. (2003). Service quality––developing a service quality index in the provision of commercial bus contracts. Transportation Research Part A: Policy and Practice, 37(6), 499-517.IETT (2015). IETT Management Document, IETT Corporate Publications.Kaplan, R. S., & Norton, D. P. (1996). Using the balanced scorecard as a strategic management system.Kassem, Rassel, Mian Ajmal, and Mehmood Khan. "The Relationship Between Organizational Culture and Business Excellence: Case Study from United Arab Emirates." International Journal of Information Systems in the Service Sector (IJISSS) 8.3 (2016): 16-35.La Rotta, D., & Pérez Rave, J. (2016). A relevant literary space on the use of the European Foundation for Quality Management model: current state and challenges. Total Quality Management & Business Excellence, 1-22.Liu, Y. L., & Ko, P. F. (2017). A modified EFQM Excellence Model for effective evaluation in the hotel industry. Total Quality Management & Business Excellence, 1-14.MacDorman, L. C., MacDorman, J. C., & Fleming, W. T. (1995). The Quality Journey: A TQM Roadmap for Public Transportation (Vol. 8). Transportation Research Board.Moeller, J. (2001). The EFQM Excellence Model. German experiences with the EFQM approach in health care. International Journal for Quality in Health Care, 13(1), 45-49.Peters, Thomas J., Robert H. Waterman, and Ian Jones. "In search of excellence: Lessons from America's best-run companies." (1982): 101.Rusjan, B. (2005). Usefulness of the EFQM excellence model: Theoretical explanation of some conceptual and methodological issues. Total Quality Management and Business Excellence, 16(3), 363-380.Wolf, F., & Mujtaba, B. G. (2011). Sustainability in Service Operations. International Journal of Information Systems in the Service Sector (IJISSS), 3(1)Wongrassamee, S., Simmons, J. E. L., & Gardiner, P. D. (2003). Performance measurement tools: the Balanced Scorecard and the EFQM Excellence Model. Measuring business excellence, 7(1), 14-29.