...The Malcolm Baldrige National Quality Award (herein referred to as Baldrige) was enacted into law in 1987 in order to encourage U. S. industry to pursue competitive improvements. The major thrust being the improvement of quality of product and services. The award was named after a former Secretary of Commerce who was killed in a rodeo accident. It is administered by the National Institute of Standards and Technology (NIST) that in the Commerce Department. The award winners are required to share (non-proprietary) information on successful performance strategies and actions, and benefits derived. Eligibility allows for two awards in each of three categories: • Manufacturing companies • Service companies • Small businesses • Education • Health Care (Education and Health Care were added in 1999) The following is an outline of the formal Baldrige process: 1. Applicants prepare an application, i.e. a description, of their quality/management system following the Baldrige guidelines. 2. For Phase I, five to seven examiners evaluate the application and address each category/item of the criteria. The strengths and areas needing improvement are noted for each item and the point score allocated. All seven guideline categories allow for 1000 point possibility. 3. The best applications based on the examiners' comments and scores are submitted to the Baldrige judges. The judges screen the examiner’s reports and select the best applications for a Phase II (consensus) review. ...
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...Program awards up to eighteen public or private United States organizations. The name of the award is the Malcolm Baldrige National Quality Award, and it is administered to organizations in the business, healthcare, education, and nonprofit sectors for performance excellence. Each award is given by the President of the United States and awarded to organizations across six categories of eligibility including manufacturing, service, small business, education, health care, and nonprofit. The Malcolm Baldrige National Quality Award is named after the former United States Secretary of Commerce Malcolm Baldrige. He served in this position from 1981 until 1987, when Baldrige death in a rodeo accident. During his tenure, he was a strong supporter of quality management and believed that it was imperative to United States wealth and sustainability. Because of this interest, Congress named the award after him. The award was created in response to the leaders of America finally realizing that quality was a key component in the worldwide arena of business and competiveness. The purpose of the award, which came to be as a result of the 1987 Malcolm Baldrige National Quality Improvement Act, was to promote awareness of performance excellence in regards to competitiveness in U.S. business. Since its inception in 1987, the award has expanded to include health care, education, nonprofit, and government organizations. In addition to increasing performance excellence awareness, the award also...
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...The Malcolm Baldrige National Quality Award is the nation’s only Presidential award for achievements in business performance and quality. It is the highest level of national recognition for performance excellence that an organization can receive. The award is administered by the Baldrige Performance Excellence Program and was established by congress to promote national awareness of the necessity of performance excellence in business as a means to stay competitive in the global market. The Baldridge award recognizes U.S. organizations in a wide range fields. As many as 18 awards may be given annually across six eligibility categories including, education, health care, manufacturing, nonprofit, service, and small business. (Baldrige, 2015) Applicants undergo a rigorous screening process which evaluates the organization on a range of factors that contribute to financial performance. These factors include, but are not limited to, business decisions and strategies that improve market performance, customer retention/ satisfaction, efficient and effective operation practices, and gains in market share. (Baldrige, 2015) All organizations participating in the application process receive a written summary of their strengths and an assessment on areas for improvement. Winners are allowed to promote and advertise their Baldridge Award. However, the award is not given for specific products or services. As of 2014, 105 awards have been presented to 99 organizations which include six repeat...
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...------------------------------------------------- Quality Award Paper IndustryWeek Best Plants Award Keller Graduate School of Management Spring Semester, May 2010 Session GM588: Managing Quality (online) Instructor: Robert Lee 14 May 2010 Table of Contents I. Purpose and Background 4 Penton Media’s IndustryWeek Publication 4 Quality Award 5 Award Background 6 Award Principles 6 Award Details 7 Entering the Competition 7 Application Process 7 Selection of Finalists and Winners 8 Timetable for 2010 Award Application 8 II. Award Criteria 9 Award Background 9 Award Application and Selection 9 Important Criteria for Award 10 III. Benefits of the Award 12 Individual Company Benefit 12 IndustryWeek Best Plant Award Applicant’s Intrinsic Benefits 13 Application Fee and Preparation Costs 14 Marketing Benefits 14 Challenges in Receiving the Award 15 IV. Past Winners 16 Strategies and Competencies of IndustryWeek’s Best Plant Winners 16 Core Strategies 16 Supporting Competencies 16 IndustryWeek’s Best Plants Winners (2007-2009) 16 2009 Award Year Winners 16 2008 Award Year Winners 17 2007 Award Year Winners 17 Top Three Winners from 2009 Award Year 18 Batesville Casket Co., Manchester, TN 18 Carrier - Carlyle Compressor Facility, Stone Mountain, GA 19 E-Z-GO, A Textron Company, Augusta, GA 21 V. Conclusion 23 Personal Thoughts 23 References 25 Purpose and Background * Penton Media’s IndustryWeek Publication Since January 1970, IndustryWeek/IW...
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...DORIAN SHAININ AWARD MEDAL Purpose and Background The Dorian Shainin Medal was established in 2004 by the American Society of Quality (ASQ) to honor a quality paradigm pioneer, consultant, engineer, author and college professor Dorian Shainin (September 26, 1914 - January 7, 2000)[i]. The medal is awarded to individuals that demonstrate an outstanding use of unique or creative applications of statistical techniques in the solving problems related to the quality of a product or service[ii]. The nomination forms for the first Shainin Medal were presented at the Annual Quality Congress (AQC) in Toronto May 24-26, 2004. Since then the nomination forms had been available online at the American Society of Quality website and forms must be submitted by October first in order to be nominated[iii]. The Dorian Shainin Medal is presented annually to members in our society for their contribution by solving design problem of a product or service through their creation development and promotion of quality function deployment as a methodology to relate customer needs with business requirements and technical capabilities[iv]. The award program was created by the American Society of Quality which is a global community of experts and leading authority on quality in all fields, organizations and industries. The American Society is well known and appreciated worldwide with 85,000 members who are lead by their responsibilities to improve their live by improving their workplaces. Moreover...
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...Quality Management Organizations MGT/420 October 1, 2012 Albert La Pierre Quality Management Organizations Schneck Memorial Hospital and MEDRAD are two quality management organizations who have won the Malcolm Baldridge National Quality award. The award raises awareness on quality management issues and recognizes companies that successfully implement quality management systems. Schneck is an organization that exists at the local level in Indiana and MEDRAD is an organization that exists at the national level with global headquarters. Jackson County Schneck Memorial Hospital is a not-for profit county hospital located in Seymour, Indiana. Schneck Medical Center (SMC) sustains a legacy of providing excellent healthcare by leveraging their culture and making infrastructural investments. SMC differentiates its healthcare services from other providers by leveraging their core competency of putting patient first in every decision that is made. The principal factors that determine SMC’s success relative to their competitors are the patient first culture, strong financial foundation, technology integration, quality and stability of the workforce, and focus on excellence. Each of these key factors link directly to their four pillars of excellence: quality of care, customer service, human resources, and fiscal and operations. (NIST, 2012) MEDRAD is a worldwide market-leading manufacturer and distributor of high tech medical devices. Products include fluid injection systems...
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...of a Quality Management System Organizational Structure Responsibilities Methods Data Management Processes Resources Customer Satisfaction Continuous Improvement Product Quality [edit] Concept of quality - historical background The concept of quality as we think of it now first emerged out of the Industrial Revolution. Previously goods had been made from start to finish by the same person or team of people, with handcrafting and tweaking the product to meet 'quality criteria'. Mass production brought huge teams of people together to work on specific stages of production where one person would not necessarily complete a product from start to finish. In the late 19th century pioneers such as Frederick Winslow Taylor and Henry Ford recognized the limitations of the methods being used in mass production at the time and the subsequent varying quality of output. Birland established Quality Departments to oversee the quality of production and rectifying of errors, and Ford emphasized standardization of design and component standards to ensure a standard product was produced. Management of quality was the responsibility of the Quality department and was implemented by Inspection of product output to 'catch' defects. Application of statistical control came later as a result of World War production methods. Quality management systems are the outgrowth of work done by W. Edwards Deming, a statistician, after whom the Deming Prize for quality is named. Quality, as...
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...Quality Assurance September, 08 2012 QUALITY AWARDS The Malcolm Baldrige National Quality Award (MBNQA) is presented annually by the President of the United States to organizations that demonstrate quality and performance excellence. Three awards may be given annually in each of six categories: small business, manufacturing, service company, education, healthcare or nonprofit organization. The Baldrige Award is named after the late Secretary of Commerce Malcolm Baldrige, a proponent of quality management. Organizations that apply for the Baldrige Award are judged by an independent board of examiners. Recipients are selected based on achievement and improvement in seven areas. Our text book refers to this seven areas as category 1, category 2 etc. First area/category is: 1. Leadership: How upper management leads the organization, and how the organization leads within the community. 2. Strategic planning: How the organization establishes and plans to implement strategic directions. 3. Customer and market focus: How the organization builds and maintains strong, lasting relationships with customers. 4. Measurement, analysis, and knowledge management: How the organization uses data to support key processes and manage performance. 5. Human resource focus: How the organization empowers and involves its workforce. 6. Process management: How the organization designs, manages and improves key processes. 7. Business/organizational performance results: How...
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...Discuss thoroughly the Malcolm Baldrige Quality Award Examination. – Cite a local counterpart or possible similar assessments in the Philippines What is the Malcolm Baldrige National Quality Award? An award given to businesses—manufacturing and service, small and large—and to education and health care organizations that apply and are judged to be outstanding in seven areas: leadership, strategic planning, customer and market focus, information and analysis, human resource focus, process management, and business results. Congress established the award program in 1987 to recognize U.S. organizations for their achievements in quality and performance and to raise awareness about the importance of quality and performance excellence as a competitive edge. The award is not given for specific products or services. Three awards may be given annually in each of these categories: manufacturing, service, small business and, starting in 1999, education and health care. What are the Baldrige criteria? The Baldrige performance excellence criteria are a framework that any organization can use to improve overall performance. Seven categories make up the award criteria: 1. Leadership. Examines how senior executives guide the organization and how the organization addresses its responsibilities to the public and practices good citizenship. 2. Strategic planning. Examines how the organization sets strategic directions and how it determines key action plans. 3. Customer and market focus...
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...2005 Baldrige National Quality Program Criteria for Performance Excellence THE MALCOLM BALDRIGE NATIONAL QUALITY AWARD PROGRAM A Public-Private Partnership Building active partnerships in the private sector—and among the private sector and all levels of government—is fundamental to the success of the Baldrige National Quality Program in improving national competitiveness. Privatesector support for the Program in the form of funds, volunteer efforts, and participation in information transfer continues to grow. To ensure the continued growth and success of these partnerships, each of the following organizations plays an important role. Board of Overseers The Board of Overseers advises the Department of Commerce on the Baldrige National Quality Program. The board is appointed by the Secretary of Commerce and consists of distinguished leaders from all sectors of the U.S. economy. The Board of Overseers evaluates all aspects of the Program, including the adequacy of the Criteria and processes for determining Award recipients. An important part of the board’s responsibility is to assess how well the Program is serving the national interest. Accordingly, the board makes recommendations to the Secretary of Commerce and to the Director of NIST regarding changes and improvements in the Program. Foundation for the Malcolm Baldrige National Quality Award The Foundation for the Malcolm Baldrige National Quality Award was created to foster the success of the Program. The...
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...2005 Baldrige National Quality Program Criteria for Performance Excellence THE MALCOLM BALDRIGE NATIONAL QUALITY AWARD PROGRAM A Public-Private Partnership Building active partnerships in the private sector—and among the private sector and all levels of government—is fundamental to the success of the Baldrige National Quality Program in improving national competitiveness. Privatesector support for the Program in the form of funds, volunteer efforts, and participation in information transfer continues to grow. To ensure the continued growth and success of these partnerships, each of the following organizations plays an important role. Board of Overseers The Board of Overseers advises the Department of Commerce on the Baldrige National Quality Program. The board is appointed by the Secretary of Commerce and consists of distinguished leaders from all sectors of the U.S. economy. The Board of Overseers evaluates all aspects of the Program, including the adequacy of the Criteria and processes for determining Award recipients. An important part of the board’s responsibility is to assess how well the Program is serving the national interest. Accordingly, the board makes recommendations to the Secretary of Commerce and to the Director of NIST regarding changes and improvements in the Program. Foundation for the Malcolm Baldrige National Quality Award The Foundation for the Malcolm Baldrige National Quality Award was created to foster the success of the Program. The...
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...Experiences of Quality Award Examiners and Assessors Prof. V.K. Susil Kumar Faculty and Manager – Placements Institute for Technology and Management, 11/D 14, Fourth Main Road, SIPCOT IT Park, Siruseri, Rajiv Gandhi Salai (OMR), Pudupakkam Post, Chennai – 603103 Landline: 044-32974148 Mobile: 9380502425 Abstract The Training and Experiences of Quality Award Examiners and Assessors aim to show that developments in the quality award assessment process in organizations can make a contribution, within a wider framework of organizational learning. The underpinning theoretical argument is that quality award models and associated organizational assessment processes can be used to achieve much wider benefits, than that of quality per se. The quality award assessment process has been applied in organizations from the mid-1980s to the present. The process uses models such as the Business Excellence Model and the Baldrige model. These models use an interpretation of quality, which is based on the holistic approach of total quality management. In parallel with the development of the assessment process, there has been considerable development in the field of organizational learning with an emphasis on developing learning based skills in employees. It shows how the learning experiences and skills developed and enhanced through the assessment process can be applied within an organization’s approach to learning in other disciplines. Introduction The application of the Business...
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...financial measures are lagging indicators and, as such, are not effective in identifying the drivers or activities that affect financial results. Kaplan and Norton (1992) suggested that organizations, while using financial measures, should develop a comprehensive set of additional measures to use as leading indicators, or predictors, of financial performance. They suggested that measures should be developed that address four perspectives: 1. The financial perspective. Measures in this perspective should answer the question, “How should we appear to our shareholders?” 2. The customer perspective. These measures should answer the question, ABSTRACT. Although the application of the balanced scorecard (BSC) in the business sector is well documented, very little research has been reported regarding the adaptation or application of the BSC in the education sector. In this article, the authors (a) describe how the Baldrige Education Criteria for Performance Excellence has adapted the concept of the BSC to education and (b) discuss significant differences as well as similarities between the BSC for business and the BSC...
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...Sharp HealthCare National Institute of Standards and Technology • U.S. Department of Commerce Baldrige National Quality Program Sharp HealthCare is San Diego County’s largest integrated health care delivery system, serving greater than 27 percent of the county’s 3 million plus residents—some 785,000 people—each year. A not-for-profit organization, Sharp has an annual net revenue of greater than $1.9 billion; employs a workforce of greater than 14,000 staff members and 2,600 affiliated physicians; operates four acute care hospitals, three specialty hospitals, three affiliated medical groups, and 19 outpatient medical clinics; and manages its own health insurance plan. This vertical integration enables Sharp to offer a full spectrum of health care services, from emergency, hospice, and mental health services to multiorgan transplants and hyperbaric treatment. Continuous Improvement Yields Quality Care, Financial Health In September 2001, the organization launched The Sharp Experience, a performance improvement initiative aimed at transforming the health care experience for caregivers, patients, and their families by reconnecting to purpose, worthwhile work, and making a difference. Today, all operations and activities are aligned under Sharp’s Six Pillars of Excellence—Quality, Service, People, Finance, Growth, and Community. Simply put, The Sharp Experience is the organization’s core competency and means for Sharp to achieve its vision to become “the...
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...IJFPSS, Vol.1, No.2, pp. 35-38, Dec, 2011 H. Darestani Quality excellence model: A review of researches in Developing countries Wan Khairuzzaman Wan Ismail1, Hassan Darestani2*, Maziar Azimzadeh Irani3 1 2 International Business School (IBS), Universiti Teknologi Malaysia (UTM), Malaysia Faculty of Management and Human Resource Development, Universiti Teknologi Malaysia (UTM), Malaysia, 3 International Business School (IBS), Universiti Teknologi Malaysia (UTM), Malaysia dhassan2@live.utm.my (Received Nov 2011; Published Dec 2011) ABSTRACT There have been fundamental changes in management since 1950, and these changes are still affecting enterprises around the glob. Quality as the main issue of these changes has received special consideration. The European foundation for quality management (EFQM) was established in 1988 in order to achieve quality leadership and continuous improvement. EFQM is a model which is designed for all kinds of organization and with utilizing self assessment as a strategic tool helps companies to identify their weaknesses, strengths and areas of improvement. This paper reviews some of the studies conducted in developing countries about applying EFQM in enterprises with special attention to small and medium-sized enterprise (SMEs). The main purpose of this study is to find whether EFQM model have been successful in building winning and efficient organizations in developing countries. Due to the situation of global market and competitive...
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