реферат Премии качества
ИНСТИТУТ ТЕХНОЛОГИИ ЭКОЛОГИИ И ПРЕДПРИНИМАТЕЛЬСТВА
(МОСКОВСКИЙ ЭНЕРГЕТИЧЕСКИЙ ИНСТИТУТ)
Реферат по дисциплине «Управление качеством»
Тема: «Премии качества»
Работу выполнила
Студентка гр. ИТ-3-00
Москва
2003г.
Содержание
1. Введение
2. Премия Деминга
3. Национальная премия качества М.Бэлдриджа
4. Европейская премия качества
5. Некоторые национальные награды за качество
6. Список используемой литературы
Ввведние.
Наиболее престижными премиями качества являются: приз Деминга (Deming
Application Prize — DAP) в Японии, национальная награда за качество Мэлкома
Бэлдриджа (Malcom Baldrige National Quality Award — MBNQA) в США и
Европейская награда за качество (European Quality Award — EQA) для компаний
Европы.
Прежде чем рассматривать эти премии качества, следует обратить
внимание на различный подход к вопросу качества в Европе, США и Японии. В
Европе большое внимание уделяется в настоящее время Системе Качества и
соответственно качеству процесса. Этот подход и лежит в основе стандарта
ISO серии 9000. До 2000 года в США и в Японии вопросы качества
представлялись в более высоком его понятии: качество, удовлетворяющее
потребителя (редакция стандартов ISO 2000 года сократило разрыв между
европейским, японским и американским подходами к качеству). Требования по
ДАР и MBNQA выше, чем по EQA.
1. Премия Деминга
Приз Демиига за качество (премия Деминга) был учрежден в 1951 г. в
честь большого вклада Эдварда Деминга в развитие качества в Японии. К этому
времени контроль качества широко применялся в японской промышленности, а в
некоторых компаниях даже трансформировался во Всеобщий Контроль Качества
компании (Company Wide Quality Control — CWQC), базирующийся на
статистическом контроле качества (SQC). Компании, которые награждались
призом Деминга за качество, достигали наибольших успехов именно за счет
эффективного внедрения CWQC и были признанными лидерами не только японской,
но и мировой промышленности. Приз Деминга присуждался также отдельным лицам
или группам, внесшим значительный вклад в развитие и популяризацию контроля
качества.
Подача заявлений на получение приза Деминга похожа на экзамен.
Претендент выдержит экзамен только в том случае, если спроектированное и
примененное им управление качеством в наибольшей степени соответствует
именно его типу и размеру бизнеса, давая наибольший эффект в конкретном
случае. Если до 1984 г. рассматривались только японские компании и наиболее
отличившиеся люди этой страны, то в 1984 г. Комитетом по присуждению приза
Деминга было принято решение о присуждении приза Деминга и для зарубежных
компаний, для чего был учрежден специальный приз Японского Комитета — приз
Деминга для зарубежных компаний (The Deming Application Prize for Oversea
Companies — DAPOC), условия присуждения которого были объявлены впервые в
1987 г. О высоких требованиях, предъявляемых этим призом, говорит тот факт,
что за период с 1987 по 1994 гг. только две зарубежные компании были
отмечены призом Деминга. Одной из них стала компания Florida Power & Light
в США, которая получила DAPOC в 1989 г. за свою программу качества под
названием "Процесс улучшения качества" (Quality Improvement Process),
практическое применение которой началось в этой компании в 1981 г.
Как отмечалось Японским Комитетом по присуждению приза Деминга, эта
программа представляет собой "никогда не заканчивающее путешествие в
качество, базирующееся на принципах удовлетворения потребителя, цикла
Деминга PDCA, управления только на основании фактов и уважении людей".
Второй компанией была Philips Taiwan со штаб-квартирой в г.Тайпей
(Тайвань), производящая всевозможную электронную продукцию и насчитывающая
около 8200 рабочих. Эта компания была удостоена приза Деминга в 1991 г. за
наиболее успешное практическое применение Всеобщего Контроля Качества среди
зарубежных компаний.
Программа Всеобщего Контроля Качества, начатая этой компанией в 1985
г., включала: политику; организацию и ее управление; образование и
распространение знаний; сбор, распространение и использование информации о
качестве; анализ; стандартизацию; контроль; обеспечение качества;
результаты; планирование на будущее.
Эта программа, по мнению Комитета по присуждению приза Деминга, в
наибольшей степени соответствовала на период начала 1990-х годов японской
идеологии CWQC.
Среди 129 компаний Японии, которые получили приз Деминга в период с
1951 по 1993 гг., такие всемирно известные компании, как Nippon Electric
Co., Kawasaki Steel, Hitachi Ltd., Fugi Photo Film Ltd., Nissan Motor Co.,
Toyota Limited, Kansai Electric Power Company и Fuji Xerox Co.
В настоящее время Японский Комитет по присуждению премий Деминга
присуждает пять следующих премий:
. премия Деминга для крупных компаний (The Deming Application Prize),
которые достигли значительных успехов за счет применения CWQC с
использованием статистических методов;
. премия Деминга для малых предприятий (The Deming Application Prize for
Small Enterprise), достигших значительных успехов также за счет
применения CWQC с использованием статистических методов;
. премия Деминга для подразделений (The Deming Application Prize for
Devision), отличившихся в применении статистических методов и CWQC;
. персональная премия Деминга отдельным лицам или группам (The Deming
Prize for Individual Person), внесшим выдающийся вклад в изучение и/
или распространение CWQC, используя статистические методы или изучение
и/ или распространение статистических методов для CWQC;
. премия Деминга для зарубежных компаний (The Deming Application Prize
for Oversea Companies), внесших выдающийся вклад в развитие и
применение CWQC.
Критериями оценки претендующей компании на приз Деминга являются
десять ключевых моментов в деятельности претендента:
1) политика и цели;
2) организация и ее функционирование;
3) образование и его развитие;
4) сбор, распространение и использование информации;
5) анализ;
6) стандартизация;
7) контроль;
8) обеспечение качества;
9) результаты;
10) дальнейшие планы.
Эти ключевые моменты составляют в модели оценки соответствующих
категорий 1-го уровня. Однако для более детального анализа деятельности
компании, претендующей на приз Деминга, модель оценки DAP предусматривает
развертывание наиболее важной с ее точки зрения категории 1-го уровня на 2-
м уровне, как это показано на, рис. 1.
[pic]
Рис. 1. Развертка 1-го уровня и пример развертки 2-го уровня в модели
оценки DAP (1989 г.)
2. Национальная премия качества М.Бэлдриджа
Национальная премия (награда) качества М. Бэлдриджа в США была
учреждена и утверждена указом президента США Рональда Рейгана в августе
1987 г. Этому предшествовала большая работа по подготовке критериев оценки
претендентов на премию, которая началась в 1982 г. по настоятельной просьбе
Р. Рейгана, который всемерно поддерживал и помогал в этом вопросе
Американскому Обществу Контроля Качества (American Society for Quality
Control — ASQC). Целью премии являлось повысить значимость качества в
работе американских компаний. В соответствии с требованиями, установленными
этой премией, компании, которые ее получают, должны информировать другие
компании через публикации и лекции о ходе и результатах своей работы по
улучшению качества. Так (как надеялся ASQC) можно повысить значимость
качества в работе американских компаний и обеспечить распространение знаний
в области качества, которые будут давать практические результаты для
улучшения экономики США. Премия была названа именем Мэлкома Бэлдриджа
(Malcom Baldnge), который являлся Секретарем Торговли (Secretary of
Commerce) с 1981 г. и вплоть до своей трагической смерти в 1987 г. в
результате несчастного случая. Считается, что М. Бэлдридж оказал огромное
влияние на улучшение и продуктивность работы правительственной
администрации. Он также был активным сторонником идеи присуждения премии
качества по результатам работы. Было решено присуждать премию М. Бэлдриджа
трем категориям компаний:
* бизнес (производственным компаниям, сервисным компаниям,
компаниям малого бизнеса, под которыми понимаются
производственные или сервисные компании с числом служащих не
более 500 человек);
* образование
* здравоохранение.
Премия М. Бэлдриджа присуждается не более чем двум компаниям в каждой
категории. Национальная премия М. Бэлдриджа была инспирирована DAP (призом
Деминга), и поэтому требования этих двух премий близки, например в части
критериев, оценивающих работу претендента. Однако критерии премии М.
Бэлдриджа более детализированы, чем критерии приза Деминга, а системы
оценки претендентов различны.
Просьба (заявление) компании, претендующей на премию М. Бэлдриджа,
рассматривается группой людей из Совета ревизоров (экзаменаторов —
examiners board), состоящего примерно из 150 .экспертов по качеству,
представляющих промышленность, правительство и университеты. Процедура
рассмотрения претендентов, считающих себя достойными получить национальную
премию М. Бэлдриджа, приведена на рис.2.
[pic]
Рис. 2. Процедура оценки претендентов на национальную премию М. Бэлдриджа
От компаний, претендующих на премию, требуется представить
документацию на свою Систему Качества. Компании, прошедшие первую стадию
рассмотрения, подлежат более тщательному рассмотрению на последующих
стадиях.
Анализ претендентов на премию М. Бэлдриджа проводится в соответствии
со следующими семью критериями. Для каждого критерия в скобках приводится
его вес в процентах (данные на 1994 г.). (критерии образца 2001 года можно
посмотреть по адресу: http://www.quality.nist.gov)
The Malcolm Baldrige National Quality Improvement Act of 1987 - Public
Law 100-107
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:"
|1|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. |
| | |
|2|American business and industry are beginning to understand that poor |
|.|quality costs companies as much as 20 percent of sales revenues |
| |nationally and that improved quality of goods and services goes hand |
| |in hand with improved productivity, lower costs, and increased |
| |profitability. |
| | |
|3|strategic planning for quality and quality improvement programs, |
|.|through a commitment to excellence in manufacturing and services, are|
| |becoming more and more essential to the well-being of our Nation's |
| |economy and our ability to compete effectively in the global |
| |marketplace. |
| | |
|4|improved management understanding of the factory floor, worker |
|.|involvement in quality, and greater emphasis on statistical process |
| |control can lead to dramatic improvements in the cost and quality of |
| |manufactured products. |
| | |
|5|the concept of quality improvement is directly applicable to small |
|.|companies as well as large, to service industries as well as |
| |manufacturing, and to the public sector as well as private |
| |enterprise. |
| | |
|6|in order to be successful, quality improvement programs must be |
|.|management-led and customer-oriented, and this may require |
| |fundamental changes in the way companies and agencies do business. |
| | |
|7|several major industrial nations have successfully coupled rigorous |
|.|private-sector quality audits with national awards giving special |
| |recognition to those enterprises the audits identify as the very |
| |best; and |
| | |
|8|a national quality award program of this kind in the United States |
|.|would help improve quality and productivity by: |
| |a|helping to stimulate American companies to improve quality and |
| |.|productivity for the pride of recognition while obtaining a |
| | |competitive edge through increased profits; |
| |b|recognizing the achievements of those companies that improve the |
| |.|quality of their goods and services and providing an example to |
| | |others; |
| |c|establishing guidelines and criteria that can be used by business,|
| |.|industrial, governmental, and other organizations in evaluating |
| | |their own quality improvement efforts; and |
| |d|providing specific guidance for other 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." |
| |Malcolm Baldrige National Quality Award |
| |In 1987, jumpstarting a small, slowly growing U.S. |
| |quality movement, Congress established the Malcolm |
| |Baldrige National Quality Award to promote quality |
| |awareness, to recognize quality and business |
| |achievements of U.S. organizations, and to publicize |
| |these organizations’ successful performance |
| |strategies. Now considered America’s highest honor |
| |for performance excellence, the Baldrige Award is |
| |presented annually to U.S. organizations by the |
| |President of the United States. Awards are given in |
| |manufacturing, service, small business, and, starting|
| |in 1999, education and health care. In conjunction |
| |with the private sector, the National Institute of |
| |Standards and Technology designed and manages the |
| |award and the Baldrige National Quality Program. |
| |Application process |
| |To apply for the award, organizations must submit |
| |details showing their achievements and improvements |
| |in seven key areas: leadership, strategic planning, |
| |customer and market focus, information and analysis, |
| |human resource focus, process management, and |
| |results. Applicants receive 300 to 1,000 hours of |
| |review and a detailed report on the organization’s |
| |strengths and opportunities for improvement by an |
| |independent board of examiners. “The application and |
| |review process for the award is the best, most |
| |cost-effective, and comprehensive business health |
| |audit you can get,” said Arnold Weimerskirch, former |
| |Baldrige Award judge and vice president of quality, |
| |Honeywell, Inc. |
| |Program impact |
| |Since the first awards were presented in 1988, the |
| |Baldrige National Quality Program has grown in |
| |stature and impact. Today, the Baldrige program, the |
| |award’s criteria for performance excellence, and the |
| |Baldrige award recipients are imitated and admired |
| |worldwide. |
| |In particular, the Baldrige criteria for performance |
| |excellence have played a valuable role in helping US |
| |organizations improve. The criteria are designed to |
| |help organizations improve their performance by |
| |focusing on two goals: delivering ever improving |
| |value to customers and improving the organization’s |
| |overall performance. Approximately 2 million copies |
| |of the criteria have been distributed since 1988, and|
| |wide-scale reproduction by organizations and |
| |electronic access add to that number significantly. |
| |Gordon Black, chairman and chief executive officer of|
| |Harris/Black International Ltd., said the publication|
| |containing the Baldrige criteria for performance |
| |excellence is “probably the single most influential |
| |document in the modern history of American business.”|
| | |
| |Following are some of the program’s highlights: |
| |For the eighth year in a row, a hypothetical stock |
| |index, made up of publicly traded US companies that |
| |have received the Baldrige Award, has outperformed |
| |the Standard & Poor’s 500. This year, the “Baldrige |
| |Index” outperformed the S&P 500 by 4.4 to 1. |
| |State and local quality programs, most modeled after |
| |the Baldrige program, have grown from fewer than 10 |
| |in 1991 to 54 programs in 44 states. |
| |Internationally, nearly 60 quality programs are |
| |operating. Most are modeled after the Baldrige |
| |program, including one established in Japan in 1996. |
| | |
| |Since 1988, 871 applications have been submitted for |
| |the Baldrige Award from a wide variety of types and |
| |sizes of organizations. |
| |Malcolm Baldrige National Quality Award Winners |
| |2003 |
| |Medrad, Inc., Indianola, Pa. (manufacturing) |
| |Boeing Aerospace Support, St. Louis, Mo. (service) |
| |Caterpillar Financial Services Corp., Nashville, |
| |Tenn. (service) |
| |Stoner Inc., Quarryville, Pa. (small business) |
| |Community Consolidated School District 15, Palatine, |
| |Ill. (education) |
| |Baptist Hospital, Inc., Pensacola, Fla. (health care)|
| | |
| |Saint Luke’s Hospital of Kansas City, Kansas City, |
| |Mo. (health care) |
| |2002 |
| |Motorola Inc. Commercial, Government and Industrial |
| |Solutions Sector |
| |Schaumburg, Ill. (manufacturing) |
| |Branch-Smith Printing Division |
| |Fort Worth, Texas (small business) |
| |SSM Health Care |
| |St. Louis, Mo. (health care) |
| |2001 |
| |Clarke American Checks, Incorporated |
| |San Antonio, Texas (manufacturing) |
| |Pal’s Sudden Service |
| |Kingsport, Tenn. (small business) |
| |Chugach School District |
| |Anchorage, Alaska (education) |
| |Pearl River School District |
| |Pearl River, N.Y. (education) |
| |University of Wisconsin-Stout |
| |Menomonie, Wis. (education) |
| |2000 |
| |Dana Corp.-Spicer Driveshaft Division |
| |Toledo, Ohio (manufacturing) |
| |KARLEE Company, Inc. |
| |Garland, Texas (manufacturing) |
| |Operations Management International, Inc. |
| |Greenwood Village, Colo. (service) |
| |Los Alamos National Bank |
| |Los Alamos, N.M. (small business) |
| |1999 |
| |STMicroelectronics, Inc.-Region Americas |
| |Carrollton, Texas (manufacturing) |
| |BI Performance Services |
| |Minneapolis, Minn. (service) |
| |The Ritz-Carlton Hotel Company, L.L.C. |
| |Atlanta, Ga. (service) |
| |Sunny Fresh Foods |
| |Monticello, Minn. (small business) |
| |1998 |
| |Boeing Airlift and Tanker Programs |
| |Long Beach, Calif. (manufacturing) |
| |Solar Turbines Inc. |
| |San Diego, Calif. (manufacturing) |
| |Texas Nameplate Company Inc. |
| |Dallas, Texas (small business) |
| |1997 |
| |3M Dental Products Division |
| |St. Paul, Minn. (manufacturing) |
| |Solectron Corp. |
| |Milpitas, Calif. (manufacturing) |
| |Merrill Lynch Credit Corp. |
| |Jacksonville, Fla. (service) |
| |Xerox Business Services |
| |Rochester, NY (service) |
| |1996 |
| |ADAC Laboratories |
| |Milpitas, Calif. (manufacturing) |
| |Dana Commercial Credit Corp. |
| |Toledo, Ohio (service) |
| |Custom Research Inc. |
| |Minneapolis, Minn. (small business) |
| |Trident Precision Manufacturing Inc. |
| |Webster, NY (small business) |
| |1995 |
| |Armstrong World Industries’ Building Products |
| |Operation |
| |Lancaster, Pa.(manufacturing) |
| |Corning Telecommunications Products Division |
| |Corning, NY (manufacturing) |
| |1994 |
| |AT&T Consumer Communications Services |
| |Basking Ridge, N.J. (service) |
| |GTE Directories Corp. |
| |Dallas/Ft. Worth, Texas (service) |
| |Wainwright Industries Inc. |
| |St. Peters, Mo. (small business) |
| |1993 |
| |Eastman Chemical Co. |
| |Kingsport, Tenn. (manufacturing) |
| |Ames Rubber Corp. |
| |Hamburg, NJ (small business) |
| |1992 |
| |AT&T Network Systems Group/Transmission |
| |Systems Business Unit |
| |Morristown, NJ (manufacturing) |
| |Texas Instruments Inc. |
| |Defense Systems & Electronics Group |
| |Dallas, Texas (manufacturing) |
| |AT&T Universal Card Services |
| |Jacksonville, Fla. (service) |
| |The Ritz-Carlton Hotel Co. |
| |Atlanta, Ga. (service) |
| |Granite Rock Co. |
| |Watsonville, Calif. (small business) |
| |1991 |
| |Solectron Corp. |
| |Milpitas, Calif. (manufacturing) |
| |Zytec Corp. |
| |Eden Prairie, Minn. (manufacturing) |
| |Marlow Industries |
| |Dallas, Texas (small business) |
| | |
| |1990 |
| |Cadillac Motor Car Division |
| |Detroit, Mich. (manufacturing) |
| |IBM Rochester |
| |Rochester, Minn. (manufacturing) |
| |Federal Express Corp. |
| |Memphis, Tenn. (service) |
| |Wallace Co. Inc. |
| |Houston, Texas (small business) |
| |1989 |
| |Milliken & Co. |
| |Spartanburg, S.C. (manufacturing) |
| |Xerox Corp. |
| |Business Products and Systems |
| |Rochester, NY (manufacturing) |
| |1988 |
| |Motorola Inc. |
| |Schaumburg, Ill. (Manufacturing) |
| |Commercial Nuclear Fuel Division of |
| |Westinghouse Electric Corp. |
| |Pittsburgh, Pa. (manufacturing) |
| |Globe Metallurgical Inc. |
| |Beverly, Ohio (small business) |
| | |
|Baldrige Process News |
|November 25, 2003 |
|President and Commerce Secretary Announce Recipients of Nation’s|
|Highest Honor in Quality and Performance Excellence |
|President George W. Bush and Commerce Secretary Donald L. Evans |
|today announced seven organizations as recipients of the 2003 |
|Malcolm Baldrige National Quality Award, the nation’s highest |
|honor for quality and performance excellence. This is the most |
|Baldrige Award recipients since the program started in 1988 and |
|the first time that recipients were named in all five Baldrige |
|Award categories. |
|The 2003 Baldrige Award recipients are: |
| |
|Medrad, Inc., Indianola, Pa. (manufacturing); |
| |
| |
|Boeing Aerospace Support, St. Louis, Mo. (service) (Boeing |
|Airlift and Tanker Programs, Long Beach, Calif., received the |
|Baldrige Award in 1998 in the manufacturing category); |
| |
| |
|Caterpillar Financial Services Corp., Nashville, Tenn. |
|(service); |
| |
| |
|Stoner Inc., Quarryville, Pa. (small business); |
| |
| |
|Community Consolidated School District 15, Palatine, Ill. |
|(education); |
| |
| |
|Baptist Hospital, Inc., Pensacola, Fla. (health care); |
| |
| |
|Saint Luke’s Hospital of Kansas City, Kansas City, Mo. (health |
|care) |
| |
|For a complete description of these role model organizations, |
|view the official press release. |
|Did you know that every year about 400 people from almost every |
|state; from businesses, schools, hospitals, other health care |
|organizations, and government volunteer days and weeks of their |
|time to evaluate Baldrige Award applicants? Take a look at the |
|current Board of Examiners list . |
|Judges' Meeting September 18, 2003 |
|The Panel of Judges met on September 18, 2003 to select the |
|organizations that will move forward in the 2003 Malcolm |
|Baldrige National Quality Award process. Of the 35 |
|organizations, 13 will receive site visits by teams of |
|Examiners. The group is comprised of two education and three |
|health care organizations, three manufacturing and three service|
|companies, and two small businesses. |
|Judges' Meeting July 31, 2003 |
|The Panel of Judges met on July 31, 2003 to select the |
|organizations that will move forward in the 2003 Malcolm |
|Baldrige National Quality Award process. Of the 68 organizations|
|that applied, 35 will receive additional evaluations by teams of|
|Examiners. The group is comprised of seven education and 12 |
|health care organizations, six manufacturing and seven service |
|companies, and three small businesses. |
Frequently Asked Questions about the
Malcolm Baldrige National Quality Award
Who was Malcolm Baldrige?
Malcolm Baldrige was Secretary of Commerce from 1981 until his death in a
rodeo accident in July 1987. Baldrige was a proponent of quality management
as a key to this country’s prosperity and long-term strength. He took a
personal interest in the quality improvement act that was eventually named
after him and helped draft one of the early versions. In recognition of his
contributions, Congress named the award in his honor.
What is the Malcolm Baldrige National Quality Award?
The Baldrige Award is given by the President of the United States 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.
While the Baldrige Award and the Baldrige recipients are the very visible
centerpiece of the U.S. quality movement, a broader national quality
program has evolved around the award and its criteria. A report, Building
on Baldrige: American Quality for the 21st Century, by the private Council
on Competitiveness, said, “More than any other program, the Baldrige
Quality Award is responsible for making quality a national priority and
disseminating best practices across the United States.”
The U.S. Commerce Department’s National Institute of Standards and
Technology (NIST) manages the Baldrige National Quality Program in close
cooperation with the private sector.
Why was the award established?
In the early and mid-1980s, many industry and government leaders saw that a
renewed emphasis on quality was no longer an option for American companies
but a necessity for doing business in an ever expanding, and more
demanding, competitive world market. But many American businesses either
did not believe quality mattered for them or did not know where to begin.
The Baldrige Award was envisioned as a standard of excellence that would
help U.S. organizations achieve world-class quality.
How is the Baldrige Award achieving its goals?
The criteria for the Baldrige Award have played a major role in achieving
the goals established by Congress. They now are accepted widely, not only
in the United States but also around the world, as the standard for
performance excellence. The criteria are designed to help organizations
enhance their competitiveness by focusing on two goals: delivering ever
improving value to customers and improving overall organizational
performance.
The award program has proven to be a remarkably successful government and
private-sector team effort. The annual government investment of about $5
million is leveraged by a contribution of over $100 million from private-
sector and state and local organizations, including $10 million raised by
private industry to help launch the program and the time and efforts of
hundreds of largely private-sector volunteers.
The cooperative nature of this joint government/private-sector team is
perhaps best captured by the award’s Board of Examiners. Each year, more
than 300 experts from industry, educational institutions, governments at
all levels, and non-profit organizations volunteer many hours reviewing
applications for the award, conducting site visits, and providing each
applicant with an extensive feedback report citing strengths and
opportunities to improve. In addition, board members have given thousands
of presentations on quality management, performance improvement, and the
Baldrige Award.
The Baldrige Award winners also have taken seriously their charge to be
quality advocates. Their efforts to educate and inform other companies and
organizations on the benefits of using the Baldrige Award framework and
criteria have far exceeded expectations. To date, the recipients have given
more than 30,000 presentations reaching thousands of organizations.
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:
Leadership—Examines how senior executives guide the organization and how
the organization addresses its responsibilities to the public and practices
good citizenship.
Strategic planning—Examines how the organization sets strategic directions
and how it determines key action plans.
Customer and market focus—Examines how the organization determines
requirements and expectations of customers and markets; builds
relationships with customers; and acquires, satisfies, and retains
customers.
Measurement, analysis, and knowledge management—Examines the management,
effective use, analysis, and improvement of data and information to support
key organization processes and the organization’s performance management
system.
Human resource focus—Examines how the organization enables its workforce to
develop its full potential and how the workforce is aligned with the
organization’s objectives.
Process management—Examines aspects of how key production/delivery and
support processes are designed, managed, and improved.
Business results—Examines the organization’s performance and improvement in
its key business areas: customer satisfaction, financial and marketplace
performance, human resources, supplier and partner performance, operational
performance, and governance and social responsibility. The category also
examines how the organization performs relative to competitors.
The criteria are used by thousands of organizations of all kinds for self-
assessment and training and as a tool to develop performance and business
processes. Several million copies have been distributed since the first
edition in 1988, and heavy reproduction and electronic access multiply that
number many times.
For many organizations, using the criteria results in better employee
relations, higher productivity, greater customer satisfaction, increased
market share, and improved profitability. According to a report by the
Conference Board, a business membership organization, “A majority of large
U.S. firms have used the criteria of the Malcolm Baldrige National Quality
Award for self-improvement, and the evidence suggests a long-term link
between use of the Baldrige criteria and improved business performance.”
Which organizations have received the award?
. 2003—Medrad, Inc., Boeing Aerospace Support, Caterpillar Financial
Services Corp., Stoner Inc., Community Consolidated School District
15, Baptist Hospital, Inc., and Saint Luke’s Hospital of Kansas City
. 2002—Motorola Inc. Commercial, Government and Industrial Solutions
Sector, Branch Smith Printing Division, and SSM Health Care
. 2001—Clarke American Checks, Incorporated, 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
. 1996—ADAC Laboratories, Dana Commercial Credit Corp., Custom Research
Inc., and Trident Precision Manufacturing Inc.
. 1995—Armstrong World Industries Building Products Operation and
Corning Telecommunications Products Division
. 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
. 1990—Cadillac Motor Car Division, IBM Rochester, Federal Express
Corp., and Wallace Co. Inc.
. 1989—Milliken & Co. and Xerox Corp. Business Products and Systems
. 1988—Motorola Inc., Commercial Nuclear Fuel Division of Westinghouse
Electric Corp., and Globe Metallurgical Inc.
When were the education and health care categories established?
Both categories were introduced in 1999. Since then, a total of 66
applications have been submitted in the education category and 61 in the
health care category.
Any for-profit or not-for-profit public or private organization that
provides educational or health care services in the United States or its
territories is eligible to apply for the award. That includes elementary
and secondary schools and school districts; colleges, universities, and
university systems; schools or colleges within a university; professional
schools; community colleges; technical schools; and charter schools. In
health care, it includes hospitals, HMOs, long-term-care facilities, health
care practitioner offices, home health agencies, health insurance
companies, or medical/dental laboratories.
As in the other three categories, applicants must show achievements and
improvements in seven areas: leadership; strategic planning; customer and
market focus (for education: student, stakeholder, and market focus; for
health care: focus on patients, other customers, and markets); information
and analysis; human resource focus (for education: faculty and staff focus;
for health care: staff focus); process management; and business results
(for both education and health care: organizational performance results).
Many education and health care organizations are using the Baldrige
criteria to good effect. For example:
. The New Jersey Department of Education permits school systems to use
the New Jersey Quality Achievement Award criteria—based on the
Baldrige Award criteria—as an alternative to its state assessment
criteria. Other states are considering a similar approach.
. The National Alliance of Business and the American Productivity and
Quality Center have developed the Baldrige In Education Initiative, a
national program to improve the management systems of education
organizations and educational outcomes.
. In April 2000, the National Education Goals Panel (NEGP) held a
nationwide teleconference, “Creating a Framework for High Achieving
Schools,” to focus on the Baldrige criteria in education. In the
foreword to a report issued in conjunction with the teleconference,
then-Governor Tommy G. Thompson of Wisconsin and 2000 chair for the
NEGP, said the Baldrige criteria for education “can provide educators
with a framework and strategies for improving their schools and
helping all children to reach high standards.”
. At the teleconference, Bob Chase, president of the National Education
Association (NEA), said, “The Baldrige process and what I call ‘new
unionism’ are a quality match. Most crucially, NEA’s new unionism and
the Baldrige process share the same bottom line, improving student
achievement.”
. Dr. Michael Wood, CEO, Mayo Foundation and Clinic, hosted a Baldrige
Health Care Summit on June 29, 2000, involving 10 leading health care
institutions in the United States.
. Special sessions on Baldrige in health care were held at the Institute
for Health Care Improvement conferences in December 1999 and December
2000.
. Motorola University hosted 120 health care leaders for a one-week
course on Baldrige and Quality Improvement in Health Care in February
2001.
. Richard Norling, CEO, Premier Inc., a leading distributor of health
care supplies, is serving as president of the private-sector Baldrige
Foundation during 2001.
Why are categories in education and health care needed?
Since its creation in 1987, the Malcolm Baldrige National Quality Award has
played an important role in helping thousands of U.S. companies improve not
only their products and services, their customers’ satisfaction, and their
bottom line, but also their overall performance.
Now, organizations in other sectors vital to the U.S. economy—education and
health care—are recognizing that the Baldrige Award’s tough performance
excellence standards can help stimulate their improvement efforts as well.
Just as it has for U.S. businesses, a Baldrige Award program can help these
organizations improve performance and foster communication, sharing of
“best practices,” and partnerships among schools, health care
organizations, and businesses.
How are recipients selected?
Organizations that are headquartered in the United States may apply for the
award. Applications for the award are evaluated by an independent Board of
Examiners composed of primarily private-sector experts in quality and
business. Examiners look for achievements and improvements in all seven
categories. Organizations that pass an initial screening are visited by
teams of examiners to verify information in the application and to clarify
questions that come up during the review. Each applicant receives a written
summary of strengths and areas for improvement in each area addressed by
the criteria.
“The application and review process for the Baldrige Award is the best,
most cost-effective and comprehensive business health audit you can get,”
says Arnold Weimerskirch, former chair of the Baldrige Award panel of
judges and vice president of quality, Honeywell, Inc.
Does quality pay?
Studies by NIST, universities, business organizations, and the U.S. General
Accounting Office have found that investing in quality principles and
performance excellence pays off in increased productivity, satisfied
employees and customers, and improved profitability—both for customers and
investors. For example, NIST has tracked a hypothetical stock investment in
Baldrige Award winners and applicants receiving site visits. The studies
have shown that these companies soundly outperform the Standard & Poor’s
500.
Is it tougher for small organizations to receive the award?
The Baldrige Award’s small business recipients have proven that any U.S.
organization can improve by using the criteria’s performance excellence
framework. But, given the importance of smaller businesses to the U.S.
economy, NIST is mapping out ways to strengthen awareness of the award
program and criteria among these organizations.
Can only U.S. organizations receive the award?
Any for-profit organization headquartered in the United States or its
territories may apply for the award, including U.S. subunits of foreign
companies.
Do the award criteria take into account an organization’s financial
performance?
Yes. The criteria include many factors that contribute to financial
performance, including business decisions and strategies that lead to
better market performance, gains in market share, and customer retention
and satisfaction. Organizations are urged to use financial information,