...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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...Given better access control policy models, formal proofs of cryptographic protocols, approved firewalls, better ways of detecting intrusions and malicious code, and better tools for system evaluation and assurance, the problems can be solved. In this note, I put forward a contrary view: information insecurity is at least as much due to perverse incentives. Many of the problems can be explained more clearly and convincingly using the language of microeconomics: network externalities, asymmetric information, moral hazard, adverse selection, liability dumping and the tragedy of the commons. risk of forged signatures from the bank that relies on the signature (and that built the system) to the person alleged to have made the signature. Common Criteria evaluations are not made by the relying party, as Orange Book evaluations were, but by a commercial facility paid by the vendor. In general, where the party who is in a position to protect a system is not the party who would suffer the results of security failure, then problems may be expected. A different kind of incentive failure surfaced in early 2000, with distributed denial of service attacks against a number of high-profile web sites. These exploit a number of subverted machines to launch a large coordinated packet flood at a target. Since many of them flood the victim at the same time, the traffic is more than the target can cope with, and because it comes from many different sources, it can be very difficult to stop [7]. Varian pointed out...
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...Trusted computing base: hardware, software, amd firmware. 1 or more coponents enforce a unified security policy. uses a concept called reference monitor mediates any access by a user to any object such as data and resources, can never be bypassed, cannot by corrupted the best design isolates the reference monitor so it can't be altered by other objects or processes. You monitor it to see that it is working and that it is doing only what it is supposed to do. If you couldnt verify this the monitor wouldn't be very useful because you wouldn't know if malware had gotten around it. A trusted system can be expected to uphold any requirements that the data owners would have for reliability, security, and effectiveness. Otherwise you couldn't trust it. Who owns the data in this system? A user might own a data object but the reference monitor decides which subjects have access to any objects based on security clearance. Subject: A subject is a person or a process that is trying to gain access to the object. Object: An object is that specific thing in a trusted system that some person or process is trying to access. Ring of Trust: The center ring is also called the center host can access anything in any of the outer rings and is the most trusted. A host on the outermost ring is the least trusted and it can't do much. A host in one of the middle rings can access anything in a more outer ring, but nothing in a more inner ring than itself. Rule 1) Each host always trusts any host...
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...for any other purpose without the written permission of the submitting parties. Also, be aware that no contact can be made with the offerors under any circumstances to discuss this solicitation. The technical evaluations must assess the qualities of responses based solely on the factors and sub factors as specified in the solicitation, reproduced in Attachment (1) for your convenience, and the TEP report must discuss and substantiate in detail the TEP’s findings regarding each evaluation criteria. All TEP members’ evaluations must adhere strictly to the subject RFP’s evaluation criteria. There must be no comparison of offerors’ responses in the initial review. The following individuals have been designated as members of the Technical Evaluation Panel (TEP) for No changes to the TEP membership are permitted unless requested and approved, in writing, by the Source Selection Authority (SSA). Attachments: (1) Technical Evaluation Criteria (2) Guidelines for Interrogatories (3) Do’s and Don’ts during the evaluation process (4) Certification on Use and Disclosure of Responses (5) Past Performance Questionnaire (6) Scoring Plan (7) Sample Evaluation Memo cc: Solicitation File: I. GENERAL INFORMATION The purpose of the...
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.................................................................................. 3 2. Methodology ................................................................................................................ 4 2.1. Classification .................................................................................................................... 4 2.2. Multi Attribute Decision Making (MADM)....................................................................... 5 3. Analysis ........................................................................................................................ 5 3.1. Alternatives ...................................................................................................................... 6 3.2 Criteria............................................................................................................................... 6 3.3. Decision Matrix ................................................................................................................ 7 3.4. Simple Additive Weighted Method (SAW) ...................................................................... 8 3.5. Weighted Product Method (WPM) .................................................................................. 9 3.6 Technique for Order Preference by Similarity to Ideal Solution (TOSIS) ........................ 10 3.7. Analytical Hierarchy Process (AHP) ................................................................................ 11 3.8. Analysis with...
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...future where ideas and projects have a shelf life and have to happen very quickly, often as a matter of survival. There is everything from simple, agile approaches to very complex mathematical and computer modeling solutions that attempt to simplify Multiple Criteria Decision Making (MCDM). The longer you look, the more you begin to realize just how complicated this subject is. MWV didn’t get all it’s vendors the same way. Vendors were evaluated in different ways, some more some less. Many different approaches or methodologies were used to evaluate the criteria. Different tools were also used. There are many different criteria that were considered or ignored. It seems like the list of criteria just grows and grows over time. Dickson (23 criterion) and Weber (10 criterion) and then Zhang introduced and summarized supplier selection criteria from publication reviews starting in 1966. . Sim, Omar Chee and Gan in A Survey on Supplier Selection Criteria...” further categorize criteria into qualifying, selection and additional factors, and distill six main categories in this order: price, delivery, quality, services, supplier relationship and management, and organization status. I think that the best set of criteria for my organization and business area will vary from project to project but touch on these main categories. We should use use an...
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...Every year, the Baldrige Performance Excellence 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...
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...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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...第十五屆決策分析研討會 The Malcolm Baldrige National Quality Award Case Study: Ritz-Carlton Hotel Company, L.L.C. Chakrit Chansukko William Firman Ha Tuan Anh Abstract The Malcolm Baldrige National Quality Award framework is probably the best-known excellence award model, and the world’s most widely used excellence framework for self-assessment. The criteria are designed to help organizations improve their competitiveness by focusing on two goals: continually delivering improved value to customers, and improving overall organizational performance. Our final project concentrates on Ritz-Carlton Hotel Company, which receives the Malcolm Baldrige National Quality Award in the service category. The Ritz-Carlton Hotel Company manages thirty six luxury hotels in North America, Europe, Asia, Australia, the Middle East, Africa, and the Caribbean. All have received four- or five-star ratings from the Mobil Travel Guide and diamond ratings from the American Automobile Association. The Ritz-Carlton company has received all the major awards the hospitality industry and leading consumer organizations can bestow. It is the first and only hotel company twice honored with the Malcolm Baldrige National Quality Award from the United States Department of Commerce. The Ritz-Carlton method is close attention to performance data collection and a broad educational platform to deliver the findings. In this report, we will study deeply about The Ritz-Carlton Company, the external and internal performance...
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...the stakeholders for selecting certain projects using weights obtained by AHP as inputs to (ZOGP) model. This is first done by identifying the projects from each individual stakeholder's viewpoint. Further, an aggregate model that simultaneously combines the viewpoints of the three stakeholders is built assuming that the three stakeholders have equal weights. Results show that the aggregate model does strike a balance not only among the conflicting criteria, but more importantly, it strikes a balance among the different stakeholders. Therefore, the aggregate model would make it easier for stakeholders to reach a consensus. Keywords: Multi Criteria Optimization; Project Prioritization; Integrated AHP-ZOGP; Multi-stakeholder. 1. Introduction Traditional methods used in project selection usually justify the projects using low level capital budgeting which works well for investments with clearly defined benefits as monetary values, but do not work well for longer term strategic investments [1]. This is because intangible criteria, such as environmental, social cannot be converted into exact monetary values [2]. Thus traditional methods ignore intangible benefits and long-term perspectives. Alidi [3] used analytic hierarchy process to evaluate the initial viability of industrial...
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...Elements 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...
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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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...Baldrige Criteria for Performance Excellence Strayer University Dr. Finn BUS430 The Malcolm Baldrige National Quality Award (MBNQA) – now known as the Baldrige National Quality Program-has been one of the most powerful catalysts for improving organizational performance in the United States (The Collier and Evans (2011) textbook). Strategic planning is applicable for any type of business entity or organization. However, people tend to think that it is only meant for large businesses. Strategic planning matches the strengths of an organization to open opportunities. In order to be effective, an organization needs to collect, screen, and analyze information about its environment. The organization also needs to have a clear understanding of its strengths and weaknesses and develop a clear mission, goals, and objectives (Wikipedia, n.d.). The organization engages its current state and initiates a plan of action to be more successful. The Strategic Planning category examines how your organization develops strategic objectives and action plans. Also examined are how your chosen strategic objective and objectives and action plans are implemented and changed if circumstances require, and how progress is measured. Matching their strengths to available opportunities is performed through a self-assessment using the Baldrige Criteria for Performance Excellence can help an organization achieve high performance and move toward performance excellence (Baldrige.com). If the organization...
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...organizations know the importance of managing customer relationships. There are many tools and techniques used to anticipate customer needs and expectations. Since in the end there is no profitable business without a satisfied customer. The following report will discuss the Baldrige National Quality Program (BNQP) criteria category 3. This category of BNQP specifically examines the organizations customer relationships as an important part of a listening, learning and performance excellence strategy. Next the report will discuss the best practices of the Liberty Mutual Insurance claims service in measuring customer satisfactions. I will then compare and contrast Liberty Mutual to the BNQP criteria and conclude by giving recommendations for quality improvements. Baldrige National Quality Category 3 The Baldrige National Quality Program (BNQP) criterion for performance excellence is current being used in many industries and organization to promote and foster customer quality and satisfaction. The BNQP follows TMQ philosophy of a customer-focused organization that involves employees in continuous improvement of all aspect of the business(Evans & Lindsay, 2011). BNQP consist of 7 criteria of requirements which an organization may use to implement a quality management system. The seven categories are 1.) Leadership 2.) Strategic planning 3.) Customer and market focus 4.) Measurement analysis and Knowledge management 5.) Human resource focuses 6). Process...
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...The Baldrige National Quality Award program was established by The Malcolm Baldrige National Quality Improvement Act of 1987. The award is named for Malcolm Baldrige, who served as Secretary of Commerce from 1981 until his death in 1987. The purpose of the law is “to help to stimulate American companies to improve quality and productivity for the pride of recognition while obtaining a competitive edge through increased profits; to recognize the achievements of those companies that improve the quality of their goods and services and providing an example to others; to establish guidelines and criteria that can be used by business, industrial, governmental, and other organizations in evaluating their own quality improvement efforts; and to provide specific guidance for American organizations that wish to learn how to manage for high quality by making available detailed information on how winning organizations were able to change their cultures and achieve eminence." The Baldrige Criteria provide a nonprescriptive framework for organizational assessment and improvement. They allow an organization to develop its own creative approaches aligned with organizational needs, and provide the basis for conducting organizational self-assessments, for making awards, and for giving feedback to applicants. The criteria play three roles in strengthening U.S. competitiveness: to help improve organizational performance practices,...
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