| Quality Management Principle | Maturity Level | Average |
| 1. Customer Focus | | |
| a. Has the organization identified the appropriate customer groups or markets for best financial and economic benefit to the organization? | | |
| b. Has the organization fully understood customer and related supply chain needs and expectations, and identified the necessary resources to fulfill these requirements? | | |
| c. Has the organization established measurements for customer satisfaction, and if complaints arise, are they settled fairly and in a timely manner? | | |
| 2. Leadership | | |
| a. Does top management establish and communicate the direction, policy, plans and any important information relevant to the sustainability of the organization? | | |
| b. Does top management establish and communicate effective financial and economic objectives, providing necessary resources and feedback performance information? | | |
| c. Does top management create and maintain the necessary environment in which people can become fully involved in achieving the organization’s objectives? | | |
| 3. Involvement Of People | | |
| a. Are people at all levels recognized as an important resource of the organization that can strongly impact the achievement of financial and economic benefits? | | |
| b. Is full involvement encouraged to create opportunities to improve their competence, knowledge and experience for the overall benefit of the organization? | | |
| c. Are people willing to work collaboratively with other employees, customer’s suppliers and other relevant parties? | | |
| 4. Process Approach | | |
| a. Are activities, controls, resources and outputs managed in an interrelated manner? | | |
| b. Are capabilities of key activities and /or processes understood through measurements and analysis to achieve better financial and economic results? | | |
| c. Does top management enable evaluation and/or prioritization of risks and address potential impact on customers, suppliers and other interested parties? | | |
| 5. System Approach To Management | | |
| a. Are interrelated processes identified, understood and managed effectively to provide a system that will enable the realization of financial and economic benefits? | | |
| b. Are resource and process capabilities and constraints understood, taking account of process interdependence? | | |
| c. Is a systems approach employed to enable the holistic use of specific processes for the benefit of the system? | | |
| 6. Continual Improvement | | |
| a. Does top management encourage and support continual improvement in order to achieve objectives for financial and economic benefit? | | |
| b. Does the organization have effective measurement and monitoring in place to track and evaluate financial and economic benefits? | | |
| c. Does top management recognize and acknowledge the achievement of financial and economic benefits? | | |
| 7. Factual Approach To Decision Making | | |
| a. Are decisions effective, based on accurate factual analysis and balanced with intuitive experience where appropriate? | | |
| b. Does top management ensure appropriate access to data, information and tools that enable effective analysis to be performed? | | |
| c. Does top management ensure decisions are based on achieving optimum value-added benefit, avoiding improvements in one area that produce deterioration in another? | | |
| 8. Mutually Beneficial Supplier Relationships | | |
| a. Do effective processes exist for evaluation, selection and monitoring of suppliers and supply chain partners to ensure overall financial and economic benefits? | | |
| b. Does top management ensure development of effective relationships with key suppliers and partners that balance short-term gains with long term considerations? | | |
| c. Is sharing of future plans and feedback encouraged between the organization and its suppliers/supply chain partners to promote and enable mutual benefit? | | |
Ø Description of Maturity Levels
| Maturity Level | Description |
| 1 | No or not true, 0% occurrence, the practice is not found or not yet started, not much happening at all. |
| 2 | Marginally true, approximately 25% occurrence, practice is only seen in some areas. |
| 3 | Partially true, approximately 50% occurrence, the practice is commonly found, but not in the majority of areas |
| 4 | Mostly true, approximately 75 % occurrence, the practice is very typical with only some exceptions. |
| 5 | Yes, true every where. Near or at 100% occurrence. The practice is deployed throughout the organisation with virtually no exceptions. |
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