Malcolm Baldrige National Quality Award (MBNQA)

1. Malcolm Baldrige National Quality Award(MBNQA) Prepared by : Ragheb Bseiso Mo3taz El Moghany

2. Table of contents • About MBNQA • Purposes of the award • Core Values / Concepts • The Baldrige criteria • The Baldrige role • Baldrige Award V.S ISO 9000 • Deming Award • Organizations have received the award • A ward application form • A ward process review cycle

3. Malcolm Baldrige National Quality Award(MBNQA) 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 U.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.

4. What is the Malcolm Baldrige National Quality Award? • The Baldrige Award is given by the President of the United States to: • businesses • manufacturing • 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.

5. MBNQA • is a national quality award program, created to recognize organizations that: • have outstanding processes/practices. • practice measurable, continuous improvement. • Achieve customer- focused performance excellence.

6. What does MBNQA look for?Core Values / Concepts • Visionary Leadership • Customer-driven excellence • personal learning • Valuing employees and partners • Agility • Focus on the future • Managing for innovation • Management by fact • Social Responsibility • Focus on results and creating value • systems perspective

7. What is the Malcolm Baldrige National Quality Award? • 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.

8. purposes of the award • The original stated purposes of the award were to: • promote quality awareness. • recognize quality achievements of the US companies. • publicize successful quality strategies • 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.

9. What is the Malcolm Baldrige National Quality Award? • 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.”

10. 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.

11. 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: What are those criteria as mentioned before ? 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.

12. What are the Baldrige criteria? • 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.

13. What are the Baldrige criteria? • 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

14. the Malcolm Baldrige National Quality Award and its important role • The current award criteria are stated to have three important roles in strengthening US competitiveness: • To help improve organizational performance practices, capabilities and results • To facilitate communication and sharing of thebest practiceinformation among US organizations of all types • To serve as a working tool for understanding and managing performance and for guiding planning and opportunities for learning

15. the Malcolm Baldrige National Quality Award and its important role • 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.

16. 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.

17. 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 Davenport, 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.”

19. Is the Baldrige Award a U.S. version of Japan’s Deming award? • Deming Award • Named for Dr. W. Edwards Deming, the Deming Award recognizes corporations and individuals who demonstrate an outstanding commitment to quality control, and whose products or inventions make exceptional advances in the pursuit of quality.

20. 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.

21. Which organizations have received the award ? • 2008 Poudre Valley Health System Fort Collins CO (health care) Cargill Corn Milling North America Wayzata, Minn. (manufacturing) Iredell-Statesville Schools Statesville, N.C. (education) • 2007PRO-TEC Coating Co. Leipsic, Ohio (small business) Mercy Health System Janesville, Wisc. (health care) Sharp Healthcare San Diego, Calif. (health care) • 2006MESA Products, Inc. Tulsa, Okla. (small business) Premier Inc. San Diego, Calif. (service) North Mississippi Medical Center Tupelo, Miss. (health care) • 2005Sunny Fresh Foods, Inc. Monticello, Minn. (manufacturing) DynMcDermott Petroleum Operations New Orleans, La. (service) Park Place Lexus Plano, Texas (small business) Richland College Dallas, Texas (education) • 2004The Bama Companies Tulsa, Okla. (manufacturing) Texas Nameplate Company, Inc. Dallas, Texas (small business) Kenneth W. Monfort College of Business Greeley, Colo. (education)

22. 2003 Medrad, Inc. Indianola, Pa. (manufacturing) Boeing Aerospace Support St. Louis, Mo. (service) Caterpillar Financial Services Corp. Nashville, Tenn. • 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 ServiceKingsport, Tenn. (small business) Chugach School DistrictAnchorage, Alaska (education) Pearl River, N.Y. (education) University of Wisconsin-StoutMenomonie, 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)

23. At the end Thanks to ALL