...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...
Words: 39436 - Pages: 158
...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...
Words: 39436 - Pages: 158
...A PAPER ON INSTITUTIONALIZING CONTINUOUS IMPROVEMENTS THROUGH USE OF ESTABLISHED PERFORMANCE EXCELLENCE FRAMEWORKS By: Author 1: Prof. Cdr. Bhushan Dewan Director, VNS Business School, Bhopal MOBILE- 08120395060 Email- bhushan.dewan1@gmail.com ABOUT AUTHOR 1: 21 years of corporate experience as Vice President, Tata Consultancy Services, President-Tanla Solutions Ltd., Sr. VP- Adani Group, Commander-Indian Navy. 17 years of academic experience as Director Naval IT Management Institute, author of 2 books on Management of Technology. Speaker at various national & international seminars; Served as Jury Member of CII Award for Human Excellence, Jury Member, QIMPRO Platinum Award for Quality. And Author 2: Prof. Arun Mishra Assistant Professor, VNS Business School, Neelbud, Bhopal Mobile: 9893686820 Email: arunjimishra@gmail.com ABOUT AUTHOR 2: Author is an MBA from FMS, Dr. Hari Singh Gour University, Sagar (M.P.). He is having total 9 years of work experience. Since 2 years he is in academics. Earlier to this he has served in various corporate in various capacities for 7 Years which include ICFAI, HDFC Bank, Wander Ltd. Wockhardt Ltd. etc. ABSTRACT Old-fashioned command-and-control companies were merely trying to manage the "white space" in their organizational charts. Today's companies must manage the white space in entire value chains. Value chain is a high-level model of how businesses receive raw materials as input, add value to the raw...
Words: 4830 - Pages: 20
...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...
Words: 45986 - Pages: 184
...Quality Systems for Business Excellence MT1026F Main Diet Unit 2 For 2011 Researching on Contribution of Organisation Learning that Develop Organisation Excellence by Using the European Framework for Quality Management Name: Shaun Amirthalingam 0705668 Matthew Peh Voon Yang 0805185 Boo Tong Kwong 0805183 Table of Content Title | Page Number | 1.0 Introduction | 3 | 2.0 Learning Organisation2.1 Inspiration and Motivation2.2 Empowerment2.3 Accumulating and Sharing Internal Knowledge2.4 Gathering and Integrating External Information2.5 Enabling Creativity | 4-5 | 3.0 European Foundation of Quality Management3.1 The Good of EFQM3.2 EFQM Developing Organisation Learning3.3 Limitation of Organisation Learning | 6-13 | 4.0 Conclusion | 14 | Referencing and Bibliography | 15-18 | Researching on Contribution of Organisation Learning that Develop Organisation Excellence by Using the European Framework for Quality Management 1.0 Introduction It is a huge change that has accelerated over the past few decades in the economy. During the 20th century, organisations always focused at traditional factors for production on tangible resources such as equipment, land and money. Almost every organization...
Words: 4306 - Pages: 18
...Business? 4 3.A. Cultural-Excellence Approach 4 i. A Bias for Action 4 ii. Closeness To the Customer 4 iii. Autonomy and Entrepreneurship 5 iv. Productivity Through People 5 v. Hands-on Management 5 vi. Stick to the Knitting 5 vii. Simple Form, Lean Staff 5 viii. Simultaneous Loose-tight Organisation 5 3.B. Organizational Learning 6 4. Recommended HR and Leadership Practices 7 4.A. Human Resource Practices 7 i. Fair Evaluation System of Employees 7 ii. Open House Discussions and Feedback Mechanism 7 iii. 360 degree Performance Management Feedback System 8 iv. Attract, Recruit and Retain the Right People 8 4.B. Leadership Practices 9 i. Participative Leadership Style 9 ii. Transactional Leadership Style 10 iii. Transformational Leadership Style 10 5. Potential Sources of Resistance Among Yahoo Employees 11 6. Conclusion 11 7. References 12 1. Introduction i. Company Profile & Main Issues For nearly ten years, Yahoo has delivered Web services to millions of people daily, and in the process made billions of dollars. As the history off Yahoo unfolded and experienced a phenomenal climb to success, Yahoo creators and shareholders were confident in their goldmine that would undoubtedly bring a consistent flow of success (Hock 2005, 33). But somewhere along the way, became mired in bureaucracy with an embarrassing inability to respond to changes in contrast to the more...
Words: 3622 - Pages: 15
...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...
Words: 2420 - Pages: 10
...Improvement Manager MGMT 335 Unit 3 Assignment – Part 2 Abstract This paper includes the steps to implement changes to the performance levels within a company. It will discuss tools for improving through quality improvement. It will also provide an overview of which method is best. Process Improvement Manager The Baldrige Criteria for Performance Excellence is a self-assessment for companies to achieve high performance and move towards performance excellence. It is a framework for evaluating a company’s procedures, and development towards goals and objectives. The criteria can be used for self-assessment and achievement, basis of material on handling excellence, build a mutual language on performance excellence, and monitor the expansion of processes concentrated on performance excellence. Self-assessments are used for the competitors who are motivating a need to change. For an environment that is changing or for an organization that is among the best, and wants to make sure it stays that way. For when a business is good and wants to keep it that way or when it wants to improve organizational learning. For when an organization’s standards are aligned with the Core Values and Concepts of the Baldrige Criteria or when there is a pure connection between the organization’s main issues and the Criteria’s systematic method to refining organizational performance (A Proven Approach, 2012). The Criteria benefits a company by recognizing successes and occasions for development...
Words: 705 - Pages: 3
...The Key to Performance Excellence The current business environment is as dire as it has ever been. The economy has created a customer base that is choosy and critical. In order to succeed in this chaotic environment, companies have to compete for business. A high-quality business must be committed to performance excellence. Employees must have clear performance standards, receive the proper training and be innovative. In order to maintain performance excellence, the organizational leadership must be both inspiring and supporting. Mangers must also remain focused on planning, both short and long term. The organizations customers must become a top priority and their satisfaction must be a constantly calculated metric. The last required constant is performance measurement and analysis. Performance excellence is a multifaceted approach that encompasses leadership, strategic planning, customer focus, measurement and analysis. Leadership is such a hard commodity to find in adequate supply. So few individuals are inspirational to their people; they don’t lead by example. “Research has unequivocally demonstrated that when leadership inspires trust and confidence in the future, and managers recognize and respect employees, ensure they are growing and developing, and match them to assignments for which they are well suited, employee engagement is higher” (KINEXA). The majority of people will follow a leader that exemplifies the mission oriented posture and selfless motives of...
Words: 1316 - Pages: 6
...Contents ii About the Criteria for Performance Excellence The Baldrige Criteria empower your organization to reach your goals, improve results, and become more competitive by aligning your plans, processes, decisions, people, actions, and results. iv How to Use This Booklet You can use the material in this booklet as a reference, for self-assessment, or as the basis of an award assessment. Your experience with the Criteria will help you decide where to begin. 1 Criteria for Performance Excellence Framework and Structure The Criteria requirements are embodied in seven integrated, interconnected categories. The categories are subdivided into items and areas to address. 3 4 4 7 10 13 16 18 22 24 Criteria for Performance Excellence Items and Point Values Criteria for Performance Excellence Preface: Organizational Profile 1 Leadership 2 Strategic Planning 3 Customer Focus 4 Measurement, Analysis, and Knowledge Management 5 Workforce Focus 6 Operations Focus 7 Results 28 32 33 Scoring System Responses to Criteria items are scored on two evaluation dimensions: process and results. Process Scoring Guidelines Results Scoring Guidelines 34 37 How to Respond to the Criteria These guidelines explain how to respond most effectively to the Criteria item requirements. Core Values and Concepts The core values and concepts are a set of embedded beliefs and behaviors found in high-performing organizations. 42 44 52 Changes from the 2011–2012 Criteria Glossary...
Words: 2611 - Pages: 11
...This paper has focused on the Squire Hotel Group and how the application of EFQM model 2010 can be used to provide a framework for the enhancement of organizational performance. Various issues have been identified facing the Hotel group, including lack of a formal method of collecting information; the demand of beds by the tourists compared to the supply; competition and tight budgets set by the head office. It is evident that the application of the EFQM model, especially the nine criteria, will enable the company to overcome these issues and improve on its performance. This is based on the fact that some companies, especially in Europe, have made use of the model and have turned out to be successful. In order to be successful, the Squire Hotel Group should make sure that it offers proper training to the employees, develops constant enhancement processes; incorporates self assessment procedures into policy development and business planning cycles, and collects suitable data and employs it during the day to day management. However, some of the drawbacks faced during implementation encompass active commitment from senior management, development of novel skills in the organizational individuals, as well as efficient communication between the people and the management. Introduction The EFQM model 2010 is a non-rigid framework that is founded on nine principles. These criteria encompass leadership; strategy; people; partnership and resources; processes, products and services; customer...
Words: 4163 - Pages: 17
...As a strategic and change partner of Washington Memorial Hospital, the Human Resources Division (HRD) is leading the organizational renewal to change our image to become a “Center of Excellence” in Cardiac Care and Surgery. HRD outlined the following changes that will be included in the organizational renewal: • Strategic change: change in strategy, mission and vision • Cultural change: adopting new corporate values • Changes in People, Attitudes and Skills: change in employee’s attitudes, behavior and values • Structural change: reorganization of the hospital’s structure, coordination, extent of control, reporting relationships, tasks or decision-making procedures • Technological change: reengineering work processes, modernizing health systems and advancing technology...
Words: 757 - Pages: 4
...Human Resource Planning ^ Brian J. Smith, John W. Boroski, and George E. Davis - INTRODUCTION Human Resource (HR) planning is the formal process of linking business strategy with human resource practices. Approaches to human resource planning can be arrayed along a continuum ranging from an "add-on" to business strategy to a separate planning process (Figure 1). At one end of the continuum, HR planning is little more than a postscript to a business planning process. After engaging in an extensive business planning process in which business product, market, and technological directions are defined, questions about HR practices are raised. These questions deal with the structure, competencies, accountabilities, organization, and leadership required to make the strategy work. At this end of the continuum, HR issues are an afterthought to business strategy. They receive relatively little attention and become an appendage to business planning. In the extreme, line managers consider the HR questions as an afterthought to "real" planning efforts. At the other end of the continuum, HR planning is a distinct and separate planning process. The HR department not only initiates the effort for HR planning, but executes and administers the plan. In this case the HR plan is more a process for shaping priorities for the HR function than for the business. In extreme cases, HR plans are created with little or no awareness or input by line managers. While the outcome may be an elegant document...
Words: 4115 - Pages: 17
...Business Review article, “The Balanced Scorecard—Measures that Drive Performance.” The widespread adoption and use of the BSC is well documented. For example, Kaplan and Norton (2001) reported that by 2001 about 50% of the Fortune 1000 companies in North America and 40% to 45% of companies in Europe were using the BSC. The basic premise of the BSC is that financial results alone cannot capture value-creating activities (Kaplan & Norton, 2001). In other words, 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...
Words: 5043 - Pages: 21
...A W A R D S A Comparative Analysis Of National and Regional Quality Awards by Robert J. Vokurka, Gary L. Stading and Jason Brazeal Q UALITY, AS MOST ORGANIZATIONS KNEW IT, RAPIDLY CHANGED DURING THE 1980s. Due to successful Japanese efforts, U.S. industries began to discover the competitive advantages that quality could bring and how the lack of a quality system could bring an end to business. With customers demanding quality and competitors responding to such demands, businesses turned to total quality management (TQM) as the key to enhance overall performance. As customer expectations increased and performance improvement initiatives were implemented, quality evolved from a product specific focus to an organizationwide effort, from a separate manufacturing function to a strategic business initiative. The quality function was expanding, and with that came new practices concerning continuous improvement. In the late 1980s and early 1990s, several countries established programs to recognize the inventive, yet effective, quality practices taking place—once again, after Japan, which began honoring quality practices in the 1950s. The criteria of most of these award programs encouraged strategic initiatives in the approach and deployment of quality practices. But as with most successful quality initiatives, the award programs underwent continuous improvements in design and administration. In their pursuit of TQM, organizations around the world began turning to quality...
Words: 4366 - Pages: 18
