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Sonera is a leading telecommunications service provider, a telecom operator, in Finland. This case is an example in applying internationally recognized concepts, principles and practices, e. Through this kind of long term case experience also general conclusions may be made to help corresponding development in other organizations, too.

Historical background and development Over the last decades of the century, generally recognized quality concepts were adopted at Sonera Corporation and within its predecessors Telecom Finlandand the overall attitude towards quality was developed correspondingly. All this took place along with the overall development in the telecommunications technologies and the business environments of the company, e.

One may discern the following dominant stages pertaining to quality development during the decades at Sonera Corporation: Emphasizing technical specifications, ensuring the problem-free functioning of the telephone network and reliability of technical equipment and systems - Recognizing international standards ITU Telecommunications Recommendations and IEC Electrical Standards for telephony, providing standards based quality services, setting requirements for and controlling suppliers of telephone network equipment and systems - Entering the Total Quality Management TQM approach related to business performance improvement and understanding comprehensively the ISO standards series and using them simultaneously with performance excellence models quality award criteria.

Integrating QM by practical means with business management, producing benefits and satisfaction to all stakeholders, striving for excellence in business performance in contemporary business environments, and responding to e-business challenges.

And experiencing scrumbling away the positive results of many Product team cialis getting ready to in a systematic quality management development due to the radically changed management priorities and commitment.

Business foundation for the quality integration approach in the company The modern concept of quality integration that implies professional quality activities integrated with business leadership and management was created and applied at Sonera.

Quality integration was related to quality management principles guiding ideas for the topictools and practical solutions proceduresand an effective management infrastructure. Especially the quality integration covered the subject areas considered within the internationally recognized ISO standards and performance excellence models quality awards criteria.

Standards and excellence models were understood as very similar general references for QM. That included both strategic and operational goals of the business. QM was seen as a special expertise for enhancing effectiveness and efficiency of business management and leadership and business processes.

This is just the basic idea of quality integration. In this approach all relevant stakeholders were also taken into account in accordance with their appropriate importance and roles. The new issues of "Whats" and new ways of "Hows" were strived for.

In fact, the "Hows" are more important than the "Whats". There are no restrictions to use general standards e. ISO standards in an innovative way and to strive for excellence in business performance. At Sonera, QM was an area of special expertise for which there were quality experts over the whole corporation.

External consultants were not used remarkably. This network also had direct contacts with significant external QM experts all over the world. Thus, the aim of the corporate-wide QM function was to maintain a virtual and network-like quality organization.

In practice the realization of QM took place in business processes through the initiatives and measures of business leaders, managers, supervisors, and performing personnel.

The responsibility and duty to implement QM principles and tools in everyday business lied squarely on their shoulders. Quality experts acted as advisors and facilitators. They were responsible for the sound and appropriate principles and methodology for quality integration.

Use of effective professional expertise of quality integration along with the other necessary business expertises aimed at increasing the business performance of the company towards business excellence through: Therefore the term TQM is not needed in practice, and it was not formally used at Sonera.

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The well-known standard-based concept of Quality Management System QMS was factually understood as a good or even excellent systematic management. Consequently, quality integration is necessarily an organization-dedicated solution and it places great demands on continual business improvements.

The concept quality system was not in use at all because it may easily lead to separation of quality from business management. Quality integration was also the important approach to get different expert resources in the company to work together and to avoid many isolated specialized management systems.

These resources included quality, finance, human resource, risk management, environmental management, information security, knowledge managment, etc. This kind of multidisciplinary business integration requires strong general management responsibilities and business system.

It is, however, a necessity for organizational identity and diversity.

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