The Malcolm Baldrige National Quality Award

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The Malcolm Baldrige National Quality Award

• An Overview

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So Whats The Big Deal ?

• Increasing Expectations
• Government Performance Results Act (GPRA)
  federal programs must demonstrate measurable
  increases in performance and clear results
• Workforce Investment Act (WIA) consistent with
  GPRA, demands increased accountability and
  continuous improvement
• Decreasing or Stagnant Resources
• Resource allocations not keeping pace with
  demands
• Increasing competition for limited funds

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So Whats The Big Deal ?

• How can we bridge the gap between increasing
  expectations and decreasing resources?
• Quality Continuous Improvement tools,
  principles and methodologies have been shown to
  improve performance in measurable ways
• The awareness of the link between quality and
  continuous improvement initiatives and
  competitive success has never been greater!

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The Bottom Line

• Within the entire workforce development system,
  the link between performance and federal funding
  has never been greater. The challenge is to
  demonstrate results, to do more with less, to
  work smarter not harder, and to show that what we
  do makes a difference. And all this within the
  context of diminishing resources. Improving what
  we do through proven techniques and tools is no
  longer a nice thing to do.

Quality is Critical !
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So Who/What is Malcolm Baldrige?

• Question
• Is he a person?
• Is it a national quality award?
• Is it a set of quality criteria?
• Is it one of the most misspelled words in the
  history of ETA?
• Answer
• All of the above !

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Malcolm BaldrigeThe Person

• Former Secretary of Commerce
• Served until 1981 until death in 1987 (rodeo
  accident)
• Widely respected throughout government for
  managerial excellence
• Informal spokesperson for efficiency,
  effectiveness and quality in government
  services/programs
• A national quality award was established in his
  honor after his death

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Malcolm BaldrigeThe National Quality Award

• The Malcolm Baldrige National Quality Award
  (MBNQA) was established by P.L. 100-107 (8/20/87)
• Purpose
• To help stimulate American organizations to
  improve quality and productivity
• To recognize achievements
• To establish guidelines criteria that can be
  used by any organization in evaluating their own
  quality improvement efforts
• To provide specific guidance for other American
  organizations that wish to learn how to manage
  for high quality, etc.

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Malcolm BaldrigeThe National Quality Award

• The MBNQA is the award for quality . . . .

The United States is the most competitive nation
in the world. Quality is a key to retaining that
title. The Malcolm Baldrige National Quality
Award is helping U.S. organizations satisfy
customers and improve overall company performance
and capability.
Former President Bill Clinton
The Malcolm Baldrige National Quality Award has
had a profound influence on increasing U.S.
competitiveness and heightening our awareness to
the challenges we face in a global economy.
Michael Kantor, Former Secretary of Commerce
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Malcolm BaldrigeThe National Quality Award

• In order to support the MBNQA program, a new
  public-private partnership was necessary
• Building active partnerships in the private
  sector, and between the private sector and all
  levels of government, is fundamental to the
  success of the award in improving national
  competitiveness

. . . So whos minding the store?
Organizations involved in MBNQA ?
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Malcolm BaldrigeThe National Quality Award

• Organizations involved in award administration
• Foundation for the MBNQA
• Established 1988
• Primary purpose is to raise funds for Award
  program
• National Institute of Standards Technology
  (NIST)
• Department of Commerce has responsibility for
  Award program
• NIST is part of its Technology Administration
• NIST Mission To aid U.S. industry through
  research services

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Malcolm BaldrigeThe National Quality Award

• American Society for Quality (ASQ)
• Assists NIST in administration (under contract)
• ASQ identifies, communicates promotes the use
  of quality principles, concepts technologies
• Board of Overseers
• Advisory Board on the Award to the Department of
  Commerce
• Board of Examiners
• Evaluates applications provides feedback
• Makes recommendations

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Malcolm BaldrigeThe National Quality Award

• Interesting Tidbit . . . . .
• Each year, hundreds of organizations request
  applications for the MBNQA, but only a small
  proportion of the applications are actually
  submitted

The process itself is considered valuable and
extremely enlightening !
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Malcolm BaldrigeThe National Quality Award

• Why the MBNQA is important to any organization on
  the journey towards quality and continuous
  improvement
• More comprehensive than other quality awards
• Consistent with theories of recognized quality
  experts
• Criteria are universal
• The criteria focus on business results
• The criteria support a systems approach to
  organizations
• The criteria support goal-based diagnosis
• VALIDITY - positive correlation between
  Baldrige winners and stock market
  success

About the criteria ?
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The Quality Criteria

• Embedded in each of these categories or
  dimensions - the ideal is defined
• Leadership
• Strategic Planning
• Customer Focus
• Information Analysis
• Human Resource Development
• Process Management
• Business Results

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More On The Quality Criteria

• The dimensions interact and demonstrate the
  systems approach fundamental to the Baldrige
  ideal
• Leadership creates vision, values, and high
  performance expectations that are translated into
  strategy and action plans through Strategic
  Planning and Customer Focus. The strategy and
  action plans guide overall Human Resource
  Development and drive the development of Process
  Management to ensure achievement of desired
  Business Results. Information Analysis are
  critical to effective decision-making in all
  aspects of the organization.

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More on the Dimensions Quality Criteria

• Leadership
• Examines senior leaders personal leadership and
  involvement in creating/sustaining values,
  direction, performance expectations, etc.
• Strategic Planning
• Examines how the organization sets strategic
  directions, how it determines key action plans,
  and how plans are translated into an effective
  performance management system

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More on the Dimensions Quality Criteria

• Customer Focus
• Examines how the organization determines customer
  requirements and expectations, as well as how it
  enhances relationships with customers and
  determines their satisfaction
• Information Analysis
• Examines the management and effectiveness of the
  use of data and information to support key
  organizational processes and the performance
  management system

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More on the Dimensions Quality Criteria

• Human Resource Development
• Examines how the workforce is enabled to develop
  and utilize its full potential, how its aligned
  with the organizations objectives, and efforts
  to build and maintain an environment conducive to
  performance excellence, full participation
  organizational growth
• Process Management
• Examines key aspects of process management,
  including customer-focused design, product and
  service delivery processes, and partnering
  processes involving all work units

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More on the Dimensions Quality Criteria

• Business Results
• Examines the organizations performance and
  improvement in key business areas, including
  customer satisfaction, attainment of performance
  goals/targets, human resource, stakeholder and
  partner performance, as well as operational
  performance

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Good luck on YOUR quality journey !