...The purpose of the Baldrige National Quality Program (BNQP) is to provide the educational criterion that contributes to students excelling (Baldrige National Quality Program, 2009-2012). The BNQP is designed to incorporate an ever changing environment where strategy, processes, resources, and engagement are taken into consideration. In order to evaluate performance the BNQP outlines criteria to help educational organizations from elementary school to higher education “Plan-Do-Study-Act”. The BNQP focuses on educational criteria and achieving excellence through the following seven categories, “leadership, strategic planning, customer focus, measurement analysis and knowledge measurement, workforce focus, process management, and finally Results” (Baldrige National Quality Program, 2009-2012). According to Higher Learning Commission, (2011) the purpose of the Academic Quality Improvement Program (AQIP) is to offer an alternate way in which previously accredited colleges or universities can maintain their accreditation and provide an alternate evaluation process. The AQIP focuses on qualitative evaluation of goal-setting, networking, and accountability (Higher Learning Commission, 2011). Leadership and management fit within the BNQP and the AQIP models by leader and manager interchangeably. However, the difference between the two is distinct. The roles and responsibilities of these positions are equally important in ensuring the success of a company. The employee which holds...
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...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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...2008 Baldrige National Quality Program Education Criteria for Performance Excellence THE MALCOLM BALDRIGE NATIONAL QUALITY AWARD 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 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 Foundation’s main objective is to raise funds to permanently endow the Award Program. Prominent leaders from U.S. organizations...
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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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...SERVICE RECOVERY IN HEALTHCARE Customers’ satisfaction with a company can be profoundly impacted due to service failures and subsequent efforts of recovery. This is especially so in the healthcare industry where service recovery covers a vast range of complex issues and highly emotional patients (Berry and Bendapudi, 2007) whose level of tolerance is usually lower after a service failure (Matilla, 2004). Therefore, the need for service recovery strategies is very important. The purpose of this essay is to discuss the concept of service recovery, particularly in healthcare. This purpose will be achieved through utilising, exploring and analysing a wide range of literature written on the topics of service recovery and service recovery in healthcare. It will look at service recovery – its definitions and its dimensions, and it will discuss it as it is applied to healthcare. Finally, it will look at generational differences and their possible effects on service recovery. Failure often takes place when a customer’s experience and their expectations of a service are different. Maxham (2001) defined service failure as ‘any service related mishaps or problems – real and/or perceived – that occur during a customer’s experience with the firm’. It is believed that the single most important factor that leads to service failure lies within the nature of service itself, which creates endless possibilities for errors and consequently the need for service recovery. Smith and Bolton...
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...2006 National Institute of Standards and Technology Technology Administration • Department of Commerce Baldrige National Quality Program Arroyo Fresco Community Health Center Case Study 2006 National Institute of Standards and Technology Technology Administration • Department of Commerce Baldrige National Quality Program Arroyo Fresco Community Health Center Case Study The Arroyo Fresco Community Health Center Case Study was prepared for use in the 2006 Malcolm Baldrige National Quality Award Examiner Preparation Course. The Arroyo Fresco Community Health Center Case Study describes a fictitious nonprofit organization in the health care sector. There is no connection between the fictitious Arroyo Fresco Community Health Center and any other organization, either named Arroyo Fresco Community Health Center or otherwise. Other organizations cited in the case study also are fictitious, except for several national and government organizations. Because the case study is developed to train Baldrige Examiners and others and to provide an example of the possible content of a Baldrige application, there are areas in the case study where Criteria requirements are not addressed. CONTENTS 2006 Eligibility Certification Form ………………………………………………………………… Organization Chart ………………………………………………………………………………… 2006 Application Form …………………………………………………………………………… Glossary of Terms and Abbreviations ……………………………………………………………… Preface: Organizational Profile P.1 P.2 Organizational Description...
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...Measuring Business Excellence Sustaining and transferring excellence: A framework of best practice of TQM transformation based on winners of Baldrige and European Quality Awards Ian McDonaldMohamed ZairiMohd Ashari Idris Article information: To cite this document: Ian McDonaldMohamed ZairiMohd Ashari Idris, (2002),"Sustaining and transferring excellence", Measuring Business Excellence, Vol. 6 Iss 3 pp. 20 - 30 Permanent link to this document: http://dx.doi.org/10.1108/13683040210441959 Downloaded on: 16 October 2015, At: 16:13 (PT) References: this document contains references to 10 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 1354 times since 2006* Downloaded by Anglia Ruskin University At 16:13 16 October 2015 (PT) Users who downloaded this article also downloaded: Masood Abdulla Badri, Hassan Selim, Khaled Alshare, Elizabeth E. Grandon, Hassan Younis, Mohammed Abdulla, (2006),"The Baldrige Education Criteria for Performance Excellence Framework: Empirical test and validation", International Journal of Quality & Reliability Management, Vol. 23 Iss 9 pp. 1118-1157 http://dx.doi.org/10.1108/02656710610704249 Tito A. Conti, (2007),"A history and review of the European Quality Award Model", The TQM Magazine, Vol. 19 Iss 2 pp. 112-128 http:// dx.doi.org/10.1108/09544780710729962 S. Wongrassamee, J.E.L. Simmons, P.D. Gardiner, (2003),"Performance measurement tools: the Balanced...
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...assumptions and objectively weigh them against facts—admitting when a lack of understanding or information impairs the decision making process and adjusting conclusions as needed to accommodate the introduction of new information. In this way, a person with strong critical thinking skills can be described as self-directed, self-monitored, and self-disciplined. Critical thinkers analyze situations and suspend judgment until all available data has been gathered and considered. This approach will make you more competitive in the workplace, since the ability to make logical decisions based on an analysis of all available data is an important part of success in the business environment. Throughout your college career in the Malcolm Baldrige School of Business at Post University you will be exposed to situations and exercises designed to help you develop your critical thinking. Critical thinking refers to the thought processes used to evaluate information and the practice of using such conclusions to develop your solutions and courses of action. Someone who has strong critical thinking skills has a sense of curiosity and is interested in finding innovative solutions to problems....
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...QUALITY CONCEPT IN EDUCATION In recent years, the discussion and debate on the quality of higher education and the mechanism for quality assurance in higher education have growth intensely. With the upgraded formerly known as vocational school to vocational college, quality of the end product should not be compromised. Concern on quality did start from the 13th and 14th century where it more focused on the term of education, the delivery system and the intended audience at that time. The setting for education at that time was for select few or the elite classes as the early European universities were set up to the educated status of the nobility. The criteria for quality assurance at the time were limited to determining the expertise of the teacher and students performance through demonstration of mastery of knowledge. Nowadays the democratization of education has change the delivery of formal education. Highly educated society is seen as essential for growth and development of a country. The impact of new technology also has change the way population gain access to education. In 21st century, quality assurance process is a must especially in higher education institutions to ensure the quality and credibility of the student produced. Woodhouse (1992) defines Quality assurance as a program in an institution where, quality assurance involves attitudes, objects, actions, and procedures, which, through their existence and use, and together with the quality control activities...
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... . . ● What is Quality? ● Quality Management System ● Quality Tools ● TQM and QMS ● The Focus of Quality Management-Customers ● The Role of Employees in Quality Improvement ● Quality in Services ● Six Sigma ● The Cost of Quality ● The Effect of Quality Management on Productivity ● Quality Awards ● ISO 9000 2 Problems • Internet Exercises • Online Practice Quizzes • Lecture Slides in PowerPoint • Virtual Tours • Company and Resource Weblinks www.wiley.com/college/russell Quality Management at GREEN MOUNTAIN COFFEE ike wine, coffee quality is judged on attributes like fragrance, aroma, acidity, body, flavor, balance, and finish. Coffee professionals use words like “lush,” “complex,” and “fruity” to describe their evaluations, which are based on precise sensory criteria. Coffee Review, one of the most respected and widely read coffee publications in the world, rates coffees based on a 100-point scale, similar to the one used in the wine industry. Coffee connoisseurs seek out coffees awarded a rating of 80 or above. Each year GREEN MOUNTAIN submits coffee to Coffee Review for independent reviews. On average, Green Mountain L Copyright © 2007 John Wiley & Sons Chapter 2 • Quality Management 53 coffees scored 88.8 points—significantly higher than their better-known west coast and European competitors—and many of their coffees score above 90! Great reviews only reinforce Green Mountain’s commitment to quality and doing things the right way. They...
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...franchises. In 1994, PPL began benchmarking business practices outside of the automobile industry, with the intent of emulating the best business practices it could find and bringing innovation to the industry. Four years later, the company conducted its first internal assessment using the Baldrige criteria for performance excellence to identify areas for improvement, and adopted the brand “Experts in Excellence” as a sign of its dedication to quality. Today, PPL ranks among the country’s top Lexus dealers. With its mission, “To provide an extraordinary automotive purchase and ownership experience” as a foundation, the dealership’s “House of Quality” graphically depicts the organization’s direction and represents its culture. The four Core Convictions—integrity, outstanding client experience, commitment, and winning—provide the structure of the house. Known as “The Big Hairy Audacious Goal,” the organization’s vision, “Be the unparalleled retail automotive group in the United States,” forms the roof of the house. The dealership uses many means to identify ways to improve, including an annual strategic planning process and self-assessment using the Baldrige criteria for performance excellence. A quarterly meeting, called “Driving Excellence,” is used by...
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...lessons learned-specifically, an online KMS is fully integrated with E-Land’s BSC. ② CSO (Chief Strategic Officer)’s communication: To further its knowledge management, a CSO communicates the company’s vision, mission, and strategy to the SBUs ③ Knowledge capital / Value creation connection: E-Land also makes the knowledge capital/value creation connection in ways other than through its CSO and CKO roles. Every year, business leaders use BSC indicators to prepare a Knowledge Asset Management (KAM), an assessment of each unit’s process infrastructure and competencies. They then use this assessment to set mid-to long-range corporate strategy. ④ All employees’ participation and awareness: All employees participate in corporate and SBU evaluation meetings to review actions and initiatives and debrief on outcomes, both successful and failed. Lessons are presented at the company’s Knowledge Festival if they meet specific criteria.. Individuals and teams responsible for exceptional discoveries receive the E-Land Knowledge award, which includes a financial reward and a promotion. 2. What is BSC? Why and how is KM...
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...CATERPILLAR FINANCIAL SERVICES CORPORATION TABLE OF CONTENTS AND FIGURES LIST P: Organizational Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Figure P-1 Figure P-2 Figure P-3 Figure P-4 Figure P-5 Figure P-6 Figure P-7 1: Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Figure 1-1 Figure 1-2 Figure 1-3 Figure 1-4 Figure 1-5 Figure 1-6 Figure 1-7 Figure 1-8 2: Strategic Planning 3: Customer and Market Focus 4: Measurement, Analysis, and Knowledge Management Measurement Architecture Sources & Uses of Comparative Data Information Systems Knowledge Management Approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Figure 5-1 Figure 5-2 Figure 5-3 Figure 5-4 Figure 5-5 6: Process Management Customer Listening Approaches Customer Contact Mechanisms Customer Survey Approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Figure 4-1 Figure 4-2 Figure 4-3 Figure 4-4 5: Human Resource Focus Strategic Planning Process Strategies and Action Plans Performance Projections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Figure 3-1 Figure 3-2 Figure 3-3 30 Compensation...
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...York, NY, USA Fuqua School of Business, Duke University, Durham, NC, USA Pamplin College of Business, Virginia Polytechnic Institute and State University, Blacksburg, VA, USA School of Management, University of Michigan-Dearborn, MI, USA College of Business Administration, San Diego State University, San Diego, CA, USA Department of Accounting, University of Arkansas at Little Rock, AR, USA Zicklin School of Business, CUNY – Baruch College, New York, NY, USA Belk College of Business, University of North Carolina at Charlotte, NC, USA College of Business and Economics, West Virginia University, Morgantown, WV, USA RSM Erasmus University, Department of Financial Management, Rotterdam, The Netherlands Mohamed E. Bayou Chee W. Chow Cynthia M. Daily Harry Z. Davis Nabil Elias Arron Scott Fleming Frank G. H. Hartmann vii viii LIST OF CONTRIBUTORS Fred A. Jacobs Frances Kennedy James M. Kohlmeyer, III Leslie Kren John Y. Lee Michael S. Luehlfing Adam S. Maiga School of Accountancy, Georgia State University, Atlanta, GA, USA Department of Accountancy and Legal Studies, Clemson University, SC, USA College of Business, East Carolina University, Greenville, NC, USA School of Business, University of Wisconsin, Milwaukee, WI, USA Lubin School of Business, Pace University, Pleasantville, NY, USA School of Professional Accountancy, Louisiana Tech University, LA, USA School of Accounting, Florida International University, Miami, FL, USA I.H. Asper School of Business, University...
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