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Реферат: Премии качества

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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.

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.

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:"
1the leadership of the United States in product and process quality
.has been challenged strongly (and sometimes successfully) by foreign
competition, and our Nations productivity growth has improved less
than our competitors over the last two decades.

2American 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.

3strategic 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 Nations
economy and our ability to compete effectively in the global
marketplace.

4improved 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.

5the 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.

6in 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.

7several 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

8a national quality award program of this kind in the United States
.would help improve quality and productivity by:
ahelping to stimulate American companies to improve quality and
.productivity for the pride of recognition while obtaining a
competitive edge through increased profits;
brecognizing the achievements of those companies that improve the
.quality of their goods and services and providing an example to
others;
cestablishing guidelines and criteria that can be used by business,
.industrial, governmental, and other organizations in evaluating
their own quality improvement efforts; and
dproviding 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 доллар5 million is leveraged by a contribution of over доллар100 million from private- sector and state and local organizations, including доллар10 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, including profit trends, in analyzing and reporting on improved overall performance and to look for the connection between the two.
Does the award amount to a product or service endorsement for the award recipients?
No. The award is given because an organization has shown it has an outstanding system for managing its products, services, human resources, and customer relationships. As part of the evaluation, an organization is asked to describe its system for assuring the quality of its goods and services. It also must supply information on quality improvement and customer satisfaction efforts and results. That does not mean that a recipient’s products or services are endorsed.
Why are the Baldrige Award recipients asked to share their successful strategies?
One of the main purposes of the award is to pass on information about the recipient’s performance excellence strategies that other organizations can tailor for their own needs. Representatives from the award recipients willingly have shared their organizations’ performance strategies and methods with thousands.
To what extent are they asked to share their strategies?
The managers of each recipient must decide how much time and effort to devote to activities such as speaking engagements and tours of facilities.
The requirements of the award program are minimal. Recipients are asked to participate in the award’s annual conference and several co-sponsored regional conferences, to provide basic materials to those who request it on their organization’s performance strategies and methods, and to answer news media inquiries.
Do advertising and publicity diminish the image and prestige of the award?
The law establishing the award states that an award recipient may publicize its receipt of such award and use the award in its advertising. Promoting public and business awareness of quality improvement is one of the prime goals of the program, and advertising is one way to meet this goal.
Guidelines help organizations assure their advertising is appropriate in representing their Baldrige Award recognition.
Are organizations simply chasing after the award and ignoring the lessons of performance improvement?
The perception by some that receiving the award is the goal of U.S. organizations is not supported by the facts. Says Earnest Deavenport, chairman and chief executive officer of Eastman Chemical Company, “Eastman, like other Baldrige Award winners, didn’t apply the concepts of total quality management to win an award. We did it to win customers. We did it to grow. We did it to prosper and to remain competitive in a world marketplace.” Thousands of organizations are using Baldrige Award performance excellence criteria to assess their organization and to improve. The program has helped to stimulate an amazing movement to improve
U.S. organizations, including companies; academic institutions; and federal, state, and local government agencies.
If this is a federal government program, why are organizations charged a fee to apply?
Federal funding for this program is about доллар5 million annually and is used by NIST to manage the program. The application fees are charged to cover expenses associated with distribution and review of applications and development of feedback reports. The application and review process is considered to be a very cost-effective and comprehensive business health audit. For an application fee ranging from доллар5,000 for large organizations to доллар500 for non-profit education institutions, organizations receive at least 300 hours of review by a minimum of eight business and quality experts. Site-visited organizations receive over 1,000 hours of in-depth review. Every applicant receives an extensive feedback report highlighting strengths and areas to improve. An article in the Journal for Quality and
Participation said, “The Baldrige feedback report is arguably the best bargain in consulting in America.”
May an organization hire a consultant to help prepare answers for the
Baldrige application?
Applicants for the award are asked to supply facts and data to substantiate their claims concerning their management practices. Consultants, including members of the Board of Examiners, may provide services on performance management issues as well as the Baldrige Award process. However, since there are no secret answers or even right or wrong answers to the Baldrige application, the award cannot be received by hiring someone to fill in the blanks.
An organization must show through facts and data that it has a world-class management system in place and that it is continually looking for ways to improve.
As a final check before recommending recipients, members of the Board of
Examiners visit the more outstanding candidates for the award. During these site visits, examiners interview employees and review pertinent records and data. The objective is to verify the information provided in the application and to answer questions raised during the board’s review. An organization that hired someone to fill out its application would never make it through this rigorous review if its performance management system was not supported by facts and data.
Is it a conflict of interest for members of the Board of Examiners to work as consultants?
No. Members of the Board of Examiners are experts in evaluating performance management systems. They are in demand as speakers, as information resources, and as consultants. These activities serve as a way to make more people aware of performance improvement techniques and the Baldrige Award.
However, since the examiners and judges on the board review applications for the award and are involved in recommending award recipients, precautions are taken to prevent a conflict of interest or even the appearance of conflict. Rigorous rules are followed at every stage of the review.
Primarily, this means all members of the board must abide by a code of ethics requiring, among other things, that they disclose all business affiliations that might create a conflict. In such cases, they cannot review an application, comment on it, or make any judgments that could affect it. It is a violation of the code for board members even to ask for information on applications other than those to which they are assigned.
Other safeguards and checks also are built into the four-step review process. For example, during the first step, each application is evaluated independently by at least eight different examiners. By the time the review is over, some applicants will have gone through over 1,000 hours of evaluation.
Is the number of applications for the award an indicator of interest about quality and the Baldrige Award?
The number of applicants for the national Baldrige Award is not an indicator of overall interest in quality or the award program. Interest continues to grow both nationwide and internationally.
For example, participation in state and local award programs has increased steadily. In 1991, fewer than 10 states had award programs. Now, 44 states have or are establishing award programs. Most are modeled after the
Baldrige Award, and many organizations opt to compete for them first before considering a Baldrige Award application. Many of the Baldrige Award recipients also have won state quality awards.
Internationally, nearly 60 quality programs are in place. Most have been established within the past several years, and many are based on the
Baldrige Award. In Japan, home of the Deming Prize, an award that closely resembles the Baldrige Award has been established.
Also, it is important to remember the award program is much more than a contest. While recognizing organizations that have successful performance management systems is the most visible part of the program, its intent is much broader. Equally important is the award’s role in raising awareness about quality by encouraging all U.S. businesses and organizations to set up performance improvement programs whether or not they intend, or are even eligible, to apply for the award.
How does the Baldrige Award differ from ISO 9000?
The purpose, content, and focus of the Baldrige Award and ISO 9000 are very different. The Baldrige Award was created by Congress in 1987 to enhance
U.S. competitiveness. The award program promotes quality awareness, recognizes quality achievements of U.S. organizations, and provides a vehicle for sharing successful strategies. The Baldrige Award criteria focus on results and continuous improvement. They provide a framework for designing, implementing, and assessing a process for managing all business operations.
ISO 9000 is a series of five international standards published in 1987 by the International Organization for Standardization (ISO), Geneva,
Switzerland. Companies can use the standards to help determine what is needed to maintain an efficient quality conformance system. For example, the standards describe the need for an effective quality system, for ensuring that measuring and testing equipment is calibrated regularly and for maintaining an adequate record-keeping system. ISO 9000 registration determines whether a company complies with its own quality system.
Overall, ISO 9000 registration covers less than 10 percent of the Baldrige
Award criteria.
Is the Baldrige Award a U.S. version of Japan’s Deming award?
The basic purposes of both awards are the same: to promote recognition of quality achievements and to raise awareness of the importance and techniques of quality improvement. However, the Baldrige Award:
. focuses more on results and service,
. relies upon the involvement of many different professional and trade groups,
. provides special credits for innovative approaches to quality,
. includes a strong customer and human resource focus, and
. stresses the importance of sharing information.
Why was NIST selected by Congress to manage the award and what is the role of ASQ?
NIST is a non-regulatory agency of the Commerce Department’s Technology
Administration. NIST develops and promotes measurements, standards, and technology to enhance productivity, facilitate trade, and improve the quality of life. NIST was selected by Congress to design and manage the award program because of its role in helping U.S. organizations compete, its world-renowned expertise in quality control and assurance, and its reputation as an impartial third party.
ASQ—the American Society for Qualit...

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