A quality management model based on the “deep quality concept”

Purpose – According to many authors, differences in firm performances are increasingly attributed to tacit knowledge that cannot easily be transmitted or imitated. On the other hand, current quality management models knowledge typically relates only to people. Situations, in which knowledge that is related to people is not available, sufficient, reliable or lucrative for application, are not considered. This paper aims to investigate how to overcome this gap. Design/methodology/approach – Based on the adopted classification, types of knowledge typically present in an organisation are identified, and are discussed. Techniques for acquiring and formalising tacit knowledge are explored, and related criteria are defined. Particular attention is shown to knowledge management and artificial intelligence techniques. Findings – A new approach to quality management called deep quality concept (DQC) is conceptualised, and mechanisms and concepts needed to acquire and integrate formalised knowledge into quality systems are identified. Other concepts that need to be incorporated are also identified. Finally, a new quality management model based on the DQC is developed. Research limitations/implications – In further research the main points of the presented theoretical framework need to be validated through real examples from practice, and the resulting quality standard, i.e. award criteria, as well as the related handbooks completed and formalised. Practical implications – Knowledge‐related and other relevant concepts need to be incorporated into contemporary quality management systems, as systematically and carefully as conventional quality management concepts. Knowledge of methods and tools suitable for that also needs to be assimilated. Originality/value – In the paper a novel knowledge‐focused approach to quality management is presented. For this reason the paper is of great value for quality management theory and practice.