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Stage |
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Score |
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Number of Management Processes |
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Number of Business Processes* |
|
Broad Description of Stage of Maturity |
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Stage 1
Prabhakari Bhumi |
|
Up to 25% |
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4 |
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2 |
|
Company has basic understanding of MQW but shows only initial attempts
to adopt the same; no significant,
structured approach adopted for
improvement in total quality
management |
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Stage 2
Arcismati Bhumi |
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26% to 35% |
|
4 |
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2 |
|
Company understands MQW and its importance as a management tool;
has started applying MQW principles.
Has made initial attempts to analyze
areas of weakness and improve
quality in products / services and
process efficiencies |
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Stage 3
Sudurgaya Bhumi |
|
36% to 45% |
|
4 |
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2 |
|
MQW and Total Quality Management have been given significant priority,
a structured approach to improvement
has been initiated in some parts of the
company but results are yet to be
realized |
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Stage 4
Abhimukhi Bhumi |
|
46% to 55% |
|
4 |
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3 |
|
Principles and practices of MQW and comprehensive approach to Total
Quality Management have been
established in many parts of the
company and results have begun
to be realized against some of the
organization's goals |
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Stage 5
Durumgama Bhumi |
|
55% to 65% |
|
4 |
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4 |
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Comprehensive approach to Total Quality Management in products,
people and processes is established in
most parts of the company and this is
reflected in good results against
organization's goals |
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Stage 6
Sadhumati Bhumi |
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66% to 75% |
|
4 |
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5 |
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Company has a proven record of
comprehensive Total Quality
Management practices, leading to
consistently good business results and
stakeholder satisfaction levels over the
past few years |
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Stage 7
Dharmamega Bhumi |
|
76% to 85% |
|
4 |
|
Company
will offer
and describe processes across all major functions. Assessors
will choose
5 processes
out of these for on-site assessment and communicate this prior to the on-site assessment. |
|
Quality management and improvement activities are now fully institutionalized in company's operating systems and management thinking and it promotes Total Quality Management as a practice in other organizations. |
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Stage 8
MQW Silver |
|
86% to 90% |
|
4 |
|
For Stages 8, 9 and 10, assessors will look beyond the establishment of good
company-wide quality improvement
systems and business results. They will
examine the company's performance in
areas like: promotion of MQW by
actively assisting other companies in
the Group, its efforts at nurturing
innovation, establishment of unique
activities which deliver clear
competitive advantage and
performance against quality
benchmarks in its areas of operation
as well as its efforts and contribution
towards sustainability. For awarding
these Stages of MQW maturity,
assessment will take a holistic view
of the above aspects. |
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Stage 9
MQW Gold |
|
91% to 95% |
|
4 |
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Stage 10
MQW Platinum |
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> 95% |
|
4 |
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*Note on Business Processes: |
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| MQW requires a company to select and work on improvement on a minimum
of two Business Processes which are critical to its business success. |
| As a company improves its level of MQW Maturity, it is expected that it will
spread the MQW message of running its business to more and more Business
Processes. |
| Therefore, as shown in the table above, while two Business Processes will be
acceptable up to Stage 3, for a company to move to Stage 4, it will need to
continue the improvement effort in its original two Business Processes and take
on at least one additional Business Process. |
| Similarly, to move to Stage 5 the company will need to have continued
improvement in the three Business Processes of Stage 4 and to have added one
additional Business Process. Stage 6 will require yet one more Business Process
to be addressed. |
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| When a company aspires to Stage 7 and above, it will need to progressively
move towards an enterprise-wide application of the MQW in running its
business. Such companies will be expected to be applying the MQW
improvement processes across most of its business functions. At the time of
annual assessment, the company will be expected to offer and describe
processes across all major functions. The assessors will choose 5 processes out
of these for on-site assessment and communicate this to the company in
advance. |
| While adding the score for Management Processes (MPs) and Business
Processes (BPs), to arrive at the total assessment score for the company, the
weightage of the total scores for BPs will keep increasing as the company
moves up the MQW Maturity Stages. However, the weightage of the total
scores for BPs will not exceed 50% of the total. Thus, for example, even if a
company chooses five Business Processes and obtains a score of 700/1000, the
same will be converted to 560/800. |
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