Global Quality and International Standards

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Global Quality and International Standards
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Quality Awards
Baldrige Award
Deming Prize
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Malcolm Baldrige National Quality Award (1 of 2)

• Began in 1987
• Recognizes achievements of excellent
  organizations and provide examples to others
• may give two awards in each category
• Business Manufacturing
• Business Service
• Business Small business
• Health care
• Education

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Malcolm Baldrige National Quality Award (2 of 2)

• Establishes criteria for evaluating quality
  efforts
• Provides guidance for other American companies

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2005 MBNQA Categories and Scoring System

• 1.0 Leadership 120
• 2.0 Strategic Planning 85
• 3.0 Customer and Market Focus 85
• 4.0 Measurement, Analysis, and
• Knowledge Management 90
• 5.0 Human Resource Focus 85
• 6.0 Process Management 85
• 7.0 Business Results 450
• TOTAL POINTS 1000

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Overview of Award Process
Stage 2 Consensus Review
Receive Applications
Site Visit?
Stage 1 Independent Review
No? Feedback Report
Yes
Winner?
Consensus Review?
Stage 3 Site Visit Review
No? Feedback Report
Yes
No? Feedback Report
Yes Feedback Report
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Malcolm Baldrige National Quality Award Importance

• Is a balanced framework for building a quality
  system.
• Is easily monitored by using the state quality
  awards.
• Is easy to defend to management.

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Quality Awards
Shingo Prize
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The Shingo Prize

• If you will take the time to study the framework
  and elements of the prize you will find a
  comprehensive system that, if adopted, will steer
  your organization unerringly toward world class
  excellence.
• Richard Shonberger

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Quality Awards
Deming Prize
Deming Prize
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Deming Prize

• Individualized TQM program
• Pursuit of the prize not encouraged
• Statistical tools encouraged, not required

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Quality Awards
European Quality Award
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European Quality Award

• As a tool for Self-Assessment
• As a way to Benchmark with other organisations
• As a guide to identify areas for Improvement
• As the basis for a common Vocabulary and a way of
  thinking
• As a Structure for the organisation's management
  system

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Leadership
Excellent Leaders develop and facilitate the
achievement of the mission and vision.  They
develop organisational values and systems
required for sustainable success and implement
these via their actions and behaviours.  During
periods of change they retain a constancy of
purpose.  Where required, such leaders are able
to change direction of the organisation and
inspire others to follow. 
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Policy and Strategy
Excellent organisations implement their mission
and vision by developing a stakeholder focused
strategy that takes account of the market and
sector in which it operates.  Policies, plans,
objectives and processes are developed and
deployed to deliver strategy.
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People
Excellent organisations manage, develop and
release the full potential of their people at an
individual, team-based and organisational level. 
They promote fairness and equality and involve
and empower their people.  They care for,
communicate, reward and recognise, in a way that
motivates staff and builds commitment to using
their skills and knowledge for the benefit of the
organisation. 
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Partnerships and Resources
Excellent organisations plan to manage external
partnerships, suppliers and internal resources in
order to support policy and strategy and the
effective operation of processes.  During
planning and whilst managing partnerships and
resources, they balance the current and future
needs of the organisation, the community, and the
environment. 
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Processes
Excellent organisations design, manage and
improve processes in order to fully satisfy, and
generate increasing value for, customers and
other stakeholders. 
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Customer Results
Excellent organisations comprehensively measure
and achieve outstanding results with respect to
their customers. 
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People Results
Excellent organisations comprehensively measure
and achieve outstanding results with respect to
their people.
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Society Results
Excellent organisations comprehensively measure
and achieve outstanding results with respect to
society. 
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Key Performance Results
Excellent organisations comprehensively measure
and achieve outstanding results with respect to
the key element of their policy and strategy. 
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Quality Awards
Singapore Quality Award
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Singapore Quality Award - Purposes

• Understanding of the requirements for business
  and organisational excellence
• Enhancement of organisational performance
  practices and capabilities
• Sharing of best practice information among
  organisations

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Singapore Quality Award - Purposes

• Understanding of the requirements for business
  and organisational excellence
• Enhancement of organisational performance
  practices and capabilities
• Sharing of best practice information among
  organisations

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Singapore Quality Award Core Values

• Visionary Leadership
• Customer-Driven Quality
• Innovation Focus
• Organisational and Personal Learning
• Valuing People and Partners

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Singapore Quality Award Core Values

• Agility
• Knowledge-Driven System
• Societal Responsibility
• Results Orientation
• Systems Perspective

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Singapore Quality Award Criteria

• Leadership
• Planning
• Information
• People
• Processes
• Customers
• Results

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Singapore Quality Award Criteria

• Categories/Items Point Values 1 Leadership   120
  1.1 Senior Executive Leadership 50   1.2
  Organisational Culture 50   1.3 Responsibility to
  Community and the Environment 20           2
  Planning   80 2.1 Strategy Development
  Deployment 80           3 Information   80 3.1
  Management of Information 55   3.2 Comparison
  Benchmarking 25           4 People   110 4.1
  Human Resource Planning 20   4.2 Employee
  Involvement Commitment 20   4.3 Employee
  Education, Training Development 30   4.4
  Employee Health Satisfaction 20   4.5 Employee
  Performance Recognition 20           5 Process
    100 5.1 Innovation Process 40   5.2 Process
  Management and Improvement 40   5.3 Supplier and
  Partnering Process 20           6 Customers   110
  6.1 Customer Requirements 40   6.2 Customer
  Relationship 40   6.3 Customer Satisfaction 30  
          7 Results   400 7.1 Customer Results 140
    7.2 Financial and Market Results 90   7.3
  People Results 80   7.4 Operational Results 90  
          TOTAL POINTS   1000

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Singapore Quality Award Core Values

• Agility
• Knowledge-Driven System
• Societal Responsibility
• Results Orientation
• Systems Perspective

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Quality Awards
Tennessee Quality Award
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Tennessee Center for Performance Excellence -
Mission
The mission of the Tennessee Center for
Performance Excellence reflects the
organization's emphasis educating, recognizing
significant achievements, and sharing the winning
strategies and best practices among all
companies/organizations. The purpose is not to
give an award, but rather to provide a service to
organizations - large and small to provide a
framework for the continuous improvement of the
quality of Tennessee's goods and services.
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Tennessee Center for Performance Excellence -
Results
Since its inception, over 950 organizations
representing more than 350,000 employees have
participated in the Tennessee Center for
Performance Excellence process. In addition, over
2,000 volunteer TNCPE Examiners have been trained
and have contributed over 96,000 hours of
volunteer service to the Tennessee Center for
Performance Excellence and the State of
Tennessee.
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Tennessee Center for Performance Excellence -
Benefits

• The learning inherent in completing the
  application and in the feedback you receive from
  the Center, the effort that goes into the
  self-assessment and applying for the Award
  traditionally result in a significant return on
  your investment.
• The process will help you prioritize
  opportunities for improvement and identify
  strengths to celebrate and build upon.    

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Tennessee Center for Performance Excellence -
Benefits

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• Each applicant gains an outside perspective of
  its organization based on hundreds of hours of
  review by members of the Board of Examiners and
  the Panel of Judges.
• The results of this review are synthesized in a
  feedback report outlining strengths and
  opportunities for improvement based on the
  Criteria. Feedback reports are often used by
  organizations as part of their strategic planning
  process to focus on their customers, strategies,
  and to improve results.

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Tennessee Center for Performance Excellence -
Benefits

•   The rate at which your organization improves
  should accelerate.
•   Traditionally the process helps to energize and
  guide their organizational improvement effort.

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Tennessee Center for Performance Excellence -
Criteria

• The TCPE Award uses the MBNQA criteria.
• The TCPE allows multiple winners and multiple
  levels. By doing so it promotes continual
  improvement.

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Quality Certification
ISOCertification
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Quality CertificationISO 9000

• Set of international standards on quality
  management and quality assurance, critical to
  international business

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Quality CertificationISO 9000

• ISO 9000 series standards, briefly, require firms
  to document their quality-control systems at
  every step (incoming raw materials, product
  design, in-process monitoring and so forth) so
  that theyll be able to identify those areas that
  are causing quality problems and correct them

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Quality Certification

• Can you think of other forms of certification,
  awards or recognition that are available to
  companies, products, or individuals? How
  desirable are these forms of recognition?

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J.D. Power and Associates 2004 Initial Quality
StudySM (IQS)
Initial Quality of Domestic- and Import-Branded
Vehicles, 1998-2004
Korean-Branded Vehicles
Domestics
Japanese
Europeans
153
137
135
Domestics
Europeans
Koreans
Japanese
Source J.D. Power and Associates 2004 Initial
Quality StudySM
Charts and graphs extracted from this press
release must be accompanied by a statement
identifying J.D. Power and Associates as the
publisher and the J.D. Power and Associates 2004
Initial Quality StudySM as the source. No
advertising or other promotional use can be made
of the information in this release or J.D. Power
and Associates study results without the express
prior written consent of J.D. Power and
Associates.
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J.D. Power and Associates 2004 Initial Quality
StudySM (IQS)
2004 Corporate IQS RankingProblems Per 100
Vehicles
Toyota Motor Sales, U.S.A., Inc. American Honda
Motor Co. Hyundai Motor America BMW of North
America INDUSTRY AVERAGE General Motors
Corporation DaimlerChrysler Subaru of America,
Inc. Ford Motor Company Mitsubishi Motors North
America, Inc. Volkswagen of America, Inc. Nissan
North America American Suzuki Motor
Corporation Kia Motors America Porsche Cars North
America, Inc.
NOTE Ranking excludes American Isuzu Motors,
Inc. due to small sample and Maserati North
America, Inc. due to insufficient sample. Scores
are based on rounded figures for problems per 100
vehicles.
Source J.D. Power and Associates 2004 Initial
Quality StudySM
Charts and graphs extracted from this press
release must be accompanied by a statement
identifying J.D. Power and Associates as the
publisher and the J.D. Power and Associates 2004
Initial Quality StudySM as the source. No
advertising or other promotional use can be made
of the information in this release or J.D. Power
and Associates study results without the express
prior written consent of J.D. Power and
Associates.
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J.D. Power and Associates 2004 Initial Quality
StudySM (IQS)
2004 Nameplate IQS RankingProblems Per 100
Vehicles
Lexus Cadillac Jaguar Honda Buick Mercury Hyundai
Infiniti Toyota Mercedes-Benz Audi BMW Oldsmobile
Volvo Acura Chevrolet INDUSTRY AVERAGE Chrysler Do
dge Lincoln Pontiac Subaru GMC Ford Mitsubishi Saa
b Jeep MINI Land Rover Saturn Suzuki Kia Nissan Ma
zda Scion Porsche Volkswagen HUMMER
NOTE Ranking excludes Isuzu due to small sample
and Maserati due to insufficient sample. Scores
are based on rounded figures for problems per 100
vehicles.
Source J.D. Power and Associates 2004 Initial
Quality StudySM