...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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...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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...Quality Management Organizations MGT/420 October 1, 2012 Albert La Pierre Quality Management Organizations Schneck Memorial Hospital and MEDRAD are two quality management organizations who have won the Malcolm Baldridge National Quality award. The award raises awareness on quality management issues and recognizes companies that successfully implement quality management systems. Schneck is an organization that exists at the local level in Indiana and MEDRAD is an organization that exists at the national level with global headquarters. Jackson County Schneck Memorial Hospital is a not-for profit county hospital located in Seymour, Indiana. Schneck Medical Center (SMC) sustains a legacy of providing excellent healthcare by leveraging their culture and making infrastructural investments. SMC differentiates its healthcare services from other providers by leveraging their core competency of putting patient first in every decision that is made. The principal factors that determine SMC’s success relative to their competitors are the patient first culture, strong financial foundation, technology integration, quality and stability of the workforce, and focus on excellence. Each of these key factors link directly to their four pillars of excellence: quality of care, customer service, human resources, and fiscal and operations. (NIST, 2012) MEDRAD is a worldwide market-leading manufacturer and distributor of high tech medical devices. Products include fluid injection systems...
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...University Malcolm Baldrige National Quality Award The Malcolm Baldrige National Quality Award is the national quality award that recognizes U.S. organizations in the business, health care, education, and nonprofit sectors for performance excellence. The Baldrige Award is the only formal recognition of the performance excellence of both public and private U.S. organizations given by the President of the United States. It is administered by the Baldrige Performance Excellence Program, which is based at and managed by the National Institute of Standards and Technology, an agency of the U.S. Department of Commerce. Up to 18 awards may be given annually across six eligibility categories manufacturing, service, small business, education, health care, and nonprofit. Pewaukee School District 2013 Award Recipient The tiny school district in this rural town has captured the attention of America by winning the coveted and prestigious Malcolm Baldrige National Quality Award, which honors performance excellence in education, healthcare and business organizations. The Pewaukee School District, an innovative public school system, was one of only three organizations nationwide to receive the 2013 award. Winning the nation’s highest Presidential honor for performance excellence and visionary leadership is no small feat. The Pewaukee school system, which totals 2,791 students, has only one high school, one middle school and two elementary schools (National Institute, 2010)...
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...The Malcolm Baldrige National Quality Award is the nation’s only Presidential award for achievements in business performance and quality. It is the highest level of national recognition for performance excellence that an organization can receive. The award is administered by the Baldrige Performance Excellence Program and was established by congress to promote national awareness of the necessity of performance excellence in business as a means to stay competitive in the global market. The Baldridge award recognizes U.S. organizations in a wide range fields. As many as 18 awards may be given annually across six eligibility categories including, education, health care, manufacturing, nonprofit, service, and small business. (Baldrige, 2015) Applicants undergo a rigorous screening process which evaluates the organization on a range of factors that contribute to financial performance. These factors include, but are not limited to, business decisions and strategies that improve market performance, customer retention/ satisfaction, efficient and effective operation practices, and gains in market share. (Baldrige, 2015) All organizations participating in the application process receive a written summary of their strengths and an assessment on areas for improvement. Winners are allowed to promote and advertise their Baldridge Award. However, the award is not given for specific products or services. As of 2014, 105 awards have been presented to 99 organizations which include six repeat...
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...Quality Assurance September, 08 2012 QUALITY AWARDS The Malcolm Baldrige National Quality Award (MBNQA) is presented annually by the President of the United States to organizations that demonstrate quality and performance excellence. Three awards may be given annually in each of six categories: small business, manufacturing, service company, education, healthcare or nonprofit organization. The Baldrige Award is named after the late Secretary of Commerce Malcolm Baldrige, a proponent of quality management. Organizations that apply for the Baldrige Award are judged by an independent board of examiners. Recipients are selected based on achievement and improvement in seven areas. Our text book refers to this seven areas as category 1, category 2 etc. First area/category is: 1. Leadership: How upper management leads the organization, and how the organization leads within the community. 2. Strategic planning: How the organization establishes and plans to implement strategic directions. 3. Customer and market focus: How the organization builds and maintains strong, lasting relationships with customers. 4. Measurement, analysis, and knowledge management: How the organization uses data to support key processes and manage performance. 5. Human resource focus: How the organization empowers and involves its workforce. 6. Process management: How the organization designs, manages and improves key processes. 7. Business/organizational performance results: How...
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...of Excellence / Baldrige National Quality Program 1. Purpose. Army Communities of Excellence (ACOE) program uses Performance Improvement Criteria which is based on the Malcolm Baldridge National Quality Award. ACOE adapts this criteria to fit the unique nature of the Army's mission. It uses applicable business practices to continuously improve the Army's ability to create combat power in peacetime and war. 2. Discussion: 1. The Malcolm Baldrige National Quality Award was created by Public Law 100-107, signed into law on August 20, 1987. The Award Program, responsive to the purposes of Public Law 100-107, led to the creation of a new public-private partnership. Principal support for the program comes from the Foundation for the Malcolm Baldrige National Quality Award, established in 1988. The Award is named for Malcolm Baldrige, who served as Secretary of Commerce from 1981 until his tragic death in a rodeo accident in 1987. His managerial excellence contributed to long-term improvement in efficiency and effectiveness of government. The Findings and Purposes Section of Public Law 100-107 states that:" a. the leadership of the United States in product and process quality has been challenged strongly (and sometimes successfully) by foreign competition, and our Nation's productivity growth has improved less than our competitors' over the last two decades. b. American business and industry are beginning to understand that poor quality costs companies...
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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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...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, as...
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...Baldrige National Quality Award for Health Care Organizations Elaine Reeves HCA 375 – Ashford University Paula Arceneaux December 5, 2011 Quality Improvement in Healthcare Health care is something commonly visited with my family and me. Having three children in the last seven years, my family and I have had our share of hospital and medical office visits. The quality in care does not go unnoticed as I see many areas that need improvement, as well as other areas that are exemplary. One measure that many organizations utilize is continuous quality improvement (CQI). It is a structured organizational process by which personnel plans and executes a constant flow of improvements in order to provide exceptional quality healthcare (McLaughlin & Kaluzny, 2006). CQI is an approach to quality management, where traditional quality assurance is implemented and emphasizes on the systems of the organization. Aside from gaining satisfaction and confidence from patients, quality improvements of a healthcare organization (if applied successfully) can earn prestigious awards. When quality in healthcare meets government regulations and standards, and when satisfactory is met with the public and/or patients, many organizations are recognized for their achievements in quality. Some organizations are rewarded, along with their recognition, with awards reflecting their success. One such award is the Malcolm Baldrige National Quality Award. Stated in the article Four U. S...
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...healthcare industry is characterized by constant changes and dynamism with the aim of providing quality care that is affordable. “Motivation is a state of feeling or thinking in which one is energized or aroused to perform a task or engage in a particular behavior”(Steers and Porter,1987 as cited by Burns et al 2011). Sharp healthcare’s major objective is to increase the satisfaction of its employees, physicians and patients. To achieve this, the organization adopts techniques such as open communication among workers, re-recruitment of current employees and the development of the workforce. Although these techniques may successfully motivate some workers it may not be as successful in motivating other workers because they are intrinsic factors which do not necessarily motivate everyone. In November 2007, Sharp HealthCare received the Malcolm Baldrige National Quality Award, the nation's highest presidential honor for quality and organizational performance excellence. (Sharp Healthcare, 2015) Due to its success a number of organizations have adopted the sharp’s approach to staff motivation. Analysis of Sharp’s Successful Approach to Motivation In 2001, Sharp healthcare set up six pillars of excellence which served as a bedrock for its healthcare vision. All operations and activities of the Sharp healthcare system were set up to align with the following six pillars of excellence: quality, people, service, finance, growth and community (Wong, 2012).Three of these pillars...
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...Sharp HealthCare National Institute of Standards and Technology • U.S. Department of Commerce Baldrige National Quality Program Sharp HealthCare is San Diego County’s largest integrated health care delivery system, serving greater than 27 percent of the county’s 3 million plus residents—some 785,000 people—each year. A not-for-profit organization, Sharp has an annual net revenue of greater than $1.9 billion; employs a workforce of greater than 14,000 staff members and 2,600 affiliated physicians; operates four acute care hospitals, three specialty hospitals, three affiliated medical groups, and 19 outpatient medical clinics; and manages its own health insurance plan. This vertical integration enables Sharp to offer a full spectrum of health care services, from emergency, hospice, and mental health services to multiorgan transplants and hyperbaric treatment. Continuous Improvement Yields Quality Care, Financial Health In September 2001, the organization launched The Sharp Experience, a performance improvement initiative aimed at transforming the health care experience for caregivers, patients, and their families by reconnecting to purpose, worthwhile work, and making a difference. Today, all operations and activities are aligned under Sharp’s Six Pillars of Excellence—Quality, Service, People, Finance, Growth, and Community. Simply put, The Sharp Experience is the organization’s core competency and means for Sharp to achieve its vision to become “the...
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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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...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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...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 award programs for more...
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