Professional Documents
Culture Documents
ON
MALCOLM BALDRIGE
Presented by:
Abhay Kumar
Tirthadeep Roy
Masoom Akram
B.Tech (IT), 7th Sem.
SOT, AUS
Contents:
Overview of Quality.
Quality Systems
ISO 9000/SCI CMM/Malcolm Baldrige
Malcolm Baldrige
◦ Malcolm Baldrige- The Person
◦ Malcolm Baldrige National Qualtiy Award
Quality Criteria.
Application Process.
Award Process Cycle.
Impact of the Program.
Comparison between ISO 9000,Malcolm
Baldrige,SEI CMM.
Summary.
Quality
Traditionally, quality of a product is defined
in terms of its fitness of purpose.
It is not acceptable to deliver poor quality
products.
products
Answer:
◦ All of these.
Malcolm Baldrige : The
Person
Former United States Secretary of Commerce.
Served from 1981 until death in 1987 (rodeo
accident).
Widely respected throughout government for
managerial excellence.
Informal “spokesperson” for efficiency,
effectiveness and quality in government
services/programs.
A national quality award was established in his
honor after his death.
Award is called Malcolm Baldrige National Quality
Award(MBNQA).
Reasons for the
Establishment of MBNQA
Government officials saw that
quality improvement was no
longer an option for American
business, but a necessity.
Many businesses did not think
quality was an important issue.
Others knew that it was
important, but did not know
Contd.
Interesting Tidbit . . . . .
The process itself is considered valuable and ex
Each year, hundreds of
organizations request applications
for the MBNQA, but only a small
proportion of the applications are
actually submitted
How the Award is helpful
to an Organization?
The criteria for winning the award are
very demanding.
Trying to align a company to them is
highly beneficial.
It can be used as a motivational tool for
workers to rally behind a common goal.
Simply by competing for the award an
organization sees the importance of
quality in their business.
Malcolm Baldrige National
Quality Award
The Malcolm Baldrige National Quality
Award (MBNQA) was established by Public
Law 100-107 (8/20/87).
Created Award program to
– Identify/recognize role model businesses.
– Establish criteria for evaluating improvement
efforts.
– Disseminate/share best practices.
Contd.
Operates as a public-private
partnership.
Manages the Malcolm Baldrige
National Quality Award.
Provides global leadership in
promoting performance
excellence.
publish information.
What is Performance
Excellence?
An integrated approach to
organizational performance
management that results in
● delivery of ever-improving value to
customers, contributing to
marketplace success.
●
● improvement of overall
organizational effectiveness and
capabilities.
Journey to Performance
Excellence
Purpose Of MBNQA
◦
◦
Organizations involved in
award administration
National Institute of Standards & Technology
(NIST)
Department of Commerce has responsibility for Award program
NIST is part of its “Technology Administration”
NIST Mission: To aid U.S. industry through research & services
◦
Contd..
Strategic Planning (85 pts.)
◦ Examines how the organization sets
strategic directions.
◦ how it determines key action plans.
Strategy Development (40 pts.)
How organization strategies are
developed?
Strategy Deployment (45 pts.)
How do the strategies are deployed?
◦
Contd.
Customer and Market Focus (85
pts.)
◦ Examines how the organization
determines requirements and
expectations of customers and
markets.
◦ builds long-term relationships with
customers.
Customer Engagement(40 pts.)
How the organization engages its customers to
serve their needs and build relationships?
Voice of Customer (45 pts.)
Contd..
Measurement, analysis, and
knowledge management (90
pts.)
◦
◦ Examines the management and
effectiveness of the use of data and
information.
Measurement, Analysis and
Improvement of organizational
performance (45 pts.)
How it measures and analyses the information
and then improves the performance?
Contd.
Human resource focus (85 pts.)
◦ Examines how the organization
enables its workforce to develop
its full potential.
◦ how the workforce is aligned with
the organization’s objectives.
Workforce Engagement (45 pts.)
How workforce is engaged to achieve
organizational and personal success?
Workforce Environment (40 pts.)
H o w a n e ffe ctive a n d su p p o rtive
w o rkfo rce is b u ilt?
Contd.
Process Management (85 pts.)
◦ Examines aspects of how key
production/delivery and support
processes are designed, managed,
and improved.
Work System (35 pts.)
How organization designs it work system?
Work Process (50 pts.)
How to design, manage and improve the key
organizational work process?
◦
◦
Contd..
Business Results (450 pts.)
examines the organization’s performance.
Product Outcomes (100 pts.)
What are product performance results?
Customer-Focused Outcomes (70 pts.)
What are customer-focused performance results?
Financial and Market Outcomes (70 pts.)
What are financial and market place performance
results?
Workforce-Focused Outcomes (70 pts.)
What are workforce-focused performance results?
Process Effectiveness Outcomes (70 pts.)
What are the process effective results?
Leadership Outcomes (70 pts.)
What are the leadership results?
Contd.
Category Point Values
1.Leadership 120
2.Strategic Planning 85
3.Customer and Market Focus
85
4.Measurement ,Analysis and Knowledge
Management 90
5.Human Resource Focus 85
6.Process Management 85
7.
8.Business Results 450
Stage 1
Independent Review
Stage 2
Consensus Review
Stage 3
Site Visit Review
2007—PRO-TEC Coating Co., Mercy Health Systems, Sharp HealthCare,
City of Coral Springs, and U.S. Army Research, Development and
Engineering (ARDEC)
2006—Premier, Inc. MESA Products Inc., and North Mississippi Medical
Center
2005—Sunny Fresh Foods Inc., DynMcDermott Petroleum Operations,
Park Place Lexus, Jenks Public Schools, Richland College, and
Bronson Methodist Hospital
2004—The Bama Companies, Texas Nameplate Company Inc., Kenneth
W. Monfort College of Business, and Robert Wood Johnson University
Hospital Hamilton
Contd.
2001—Clarke American Checks Inc., Pal’s Sudden Service, Chugach
School District, Pearl River School District, and University of
Wisconsin-Stout
2000—Dana Corp.-Spicer Driveshaft Division, KARLEE Company Inc.,
Operations Management International Inc., and Los Alamos
National Bank
1999—STMicroelectronics Inc.-Region Americas, BI, The Ritz-Carlton
Hotel Co. L.L.C., and Sunny Fresh Foods
1998—Boeing Airlift and Tanker Programs, Solar Turbines Inc., and
Texas Nameplate Co. Inc.
1997—3M Dental Products Division, Solectron Corp., Merrill Lynch
Credit Corp., and Xerox Business Services
Contd.
1994—AT&T Consumer Communications Services, GTE
Directories Corp., and Wainwright Industries Inc.
1993—Eastman Chemical Co. and Ames Rubber Corp.
1992—AT&T Network Systems Group/ Transmission
Systems Business Unit, Texas Instruments Inc.
Defense Systems & Electronics Group, AT&T
Universal Card Services, The Ritz-Carlton Hotel Co.,
and Granite Rock Co.
1991—Solectron Corp., Zytec Corp., and Marlow
Industries
Impact of the program
The Baldrige award recipients are
imitated and admired worldwide.
THANK YOU