Malcolm Baldrige National Quality Award
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Transcript of Malcolm Baldrige National Quality Award
Malcolm Baldrige National Quality
Award
How We Got Here
National conference on Productivity, 1982
7 conferences leading up to White House Conference on Productivity
August 20, 1987 – Award created Stimulate companies to improve quality
and productivity Recognize success to be example to
others Guidelines for companies to assess
progress
Malcolm Baldrige
1981-87 secty. of Commerce. Proponent of quality management as
key to US economic survival Helped draft early version of quality act Resolved technology transfer
differences with China and India First Cabinet-level meetings with Soviet
Union in 7 years Paved way for increased access for US firms
Each category has several items (18 total), and each item has several “areas to address”
Point Values
ADLI = Approach, Deployment, Learning, Integration
How to Get Started
Questionnaires (10 minutes) Are we making progress?
Are we making progress as leaders? 40 questions
Online Assessment
“Easy Insight” Online assessment How much information do you have? How much have you thought about
strategy and operations and your customer?
Help you figure out where to start digging
Self-Analysis
Categories
Manufacturing Service Small Business Education (added 1999) Health Care (added 1999) Nonprofit (2005)
Application Process
Questionnaires for company and management
Online assessment
Application process
Self-Assessment, Application turned in Consensus Review: Initial screen by
independent Board of Examiners (8) Site Visit Review by teams of examiners
Verify information, get questions answered Written summary of strengths, areas for
improvement 300 volunteer examiners U.S.-Based companies only Winners agree to spread the word about
quality
Preparing the Application
Organizational profile describes org. and challenges Maybe need more information,
identified problems, work on those first Category teams: info & data on area
Action plan for improvement Senior leaders, champions, teams
evaluate how to improve process for future
10-step Process1. Boundaries of org. to be assessed2. Champions for each area3. Decide format & scope for self-
assessment4. Senior leaders, champions prepare Org.
Profile Organizational profile describes org. and
challenges & environment Common understanding of what is important System for improvement, strategic
challenges Go directly to 9 – develop & implement
improvement plan
10-step process
5. Practice self-assessment with champions
Use Item 1.1 Criteria for Performance Excellence
See if meeting goals, on track6. Champions select category teams
3-5 enthusiastic team members, different levels
Maybe outside organization being studied
Read the criteria, gather data, write an analysis
Explain how approaches used throughout org.
10-step process
7. Share findings among teams, stengths & weaknesses
8. Prioritize key strengths and areas to improve
9. Develop and implement action plan for improvement
Who will lead each step, what is to be accomplished, progress dates, how progress will be measured
10. Evaluate and improve your self-assessment and action process
Leadership
Examines how senior executives guide the company and how the company addresses its responsibilities to the public and practices good citizenship.1.1 Organizational Leadership
1.2 Social Responsibility
Strategic planning
Examines how the company sets strategic directions and how it determines key action plans.
2.1Strategy Development 2.2 Strategy Deployment
Customer and market focus
Examines how the company determines requirements and expectations of customers and markets.
3.1Customer and Market Knowledge 3.2 Customer Relationships and
Satisfaction
Information and analysis
Examines the management, effective use, and analysis of data and information to support key company processes and the company’s performance management system.
4.1Measurement and Analysis of Organizational Performance
4.2 Information and Knowledge Management
Human resource focus
Examines how the company enables its workforce to develop its full potential and how the workforce is aligned with the company’s objectives.
5.1 Work Systems 5.2 Employee Learning and
Motivation 5.3 Employee Well-Being and
Satisfaction
Process management
Examines aspects of how key production/delivery and support processes are designed, managed, and improved.
6.1V alue Creation Processes 6.2 Support Processes
Business results Examines the company’s performance and
improvement in its key business areas: customer satisfaction, financial and marketplace performance, human resources, supplier and partner performance, and operational performance.
The category also examines how the company performs relative to competitors. better market performance, gains in market
share, and customer retention and satisfaction
The Trophy
Is Baldrige a U.S. version of Japan’s Deming award?
The basic purposes of both awards are the same: to promote recognition of quality
achievements and to raise awareness of the importance and
techniques of quality improvement. However, the Baldrige Award:
focuses more on results and service, relies upon the involvement of many different
professional and trade groups, provides special credits for innovative
approaches to quality, includes a strong customer and human
resource focus, and stresses the importance of sharing
information.
Baldrige vs. ISO 9000
Purpose of MBNQA to enhance US competitivenes
Promotes quality awareness, recognizes achievements of US companies
Vehicle for sharing success strategies
ISO covers less thatn 10 percent of the Baldrige award criteria
Many apply, few are selected MBNQA not required for business
Six Sigma, ISO, BNQA Six Sigma
concentrates on measuring product quality and improving process engineering.
drives process improvement and cost savings. ISO 9001:2000 Registration
is a product/service conformity model for guaranteeing equity in the marketplace.
concentrates on fixing quality system defects and product/service nonconformities.
Baldrige Criteria for Performance Excellence focus on performance excellence for the entire
organization in an overall management framework. identify and track all-important organizational results:
customer, product/service, financial, human resource, and organizational effectiveness.
EFQM Model
Who is using the Model? More than 20,000 organisations across
Europe 60% of Europe’s largest 25 companies 9 of the 15 European companies & 50
World’s Most Respected Companies in 2002
More than 10,000 SMEs 20 out of the 50 Euro stock companies
The Benefits The EFQM Excellence Model is a registered trademark of EFQM
Who is using the Model? More than 18 different Excellence-related
Awards European Quality Award Austrian Quality Award Belgian Quality Award Danish Quality Award Irish Business Excellence Awards Finnish Quality Award French Quality Award Ludwig Erhard Award Italian Quality Award INK Prize (based on Model) Northern Ireland Quality Award Norwegian Quality Award Excellence Award, Portugal Scottish Award for Business Excellence Swedish Quality Award Swiss Quality Award for Business Excellence UK Business Excellence Award National Quality Award Turkey Wales Quality Award
The Benefits
The EFQM Excellence Model is a registered trademark of EFQM