Global Quality and International Standards

1. Global Quality and International Standards

2. Quality Awards Baldrige Award Deming Prize

3. 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

4. Malcolm Baldrige National Quality Award (2 of 2) • Establishes criteria for evaluating quality efforts • Provides guidance for other American companies

5. 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

6. Overview of Award Process Receive Applications Stage 2 Consensus Review Site Visit? Stage 1 Independent Review No? Feedback Report Yes Winner? Consensus Review? Stage 3 Site Visit Review Yes No? Feedback Report No? Feedback Report Yes – Feedback Report

7. Malcolm Baldrige National Quality AwardImportance • Is a balanced framework for building a quality system. • Is easily monitored by using the state quality awards. • Is easy to defend to management.

8. Quality Awards Shingo Prize

10. 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

11. Quality Awards Deming Prize Deming Prize

12. Deming Prize • Individualized TQM program • Pursuit of the prize not encouraged • Statistical tools encouraged, not required

13. Quality Awards European Quality Award

15. 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

16. 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. 

17. 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.

18. 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. 

19. 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. 

20. Processes Excellent organisations design, manage and improve processes in order to fully satisfy, and generate increasing value for, customers and other stakeholders. 

21. Customer Results Excellent organisations comprehensively measure and achieve outstanding results with respect to their customers. 

22. People Results Excellent organisations comprehensively measure and achieve outstanding results with respect to their people.

23. Society Results Excellent organisations comprehensively measure and achieve outstanding results with respect to society. 

24. Key Performance Results Excellent organisations comprehensively measure and achieve outstanding results with respect to the key element of their policy and strategy. 

25. Quality Awards Singapore Quality Award

26. 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

27. 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

28. Singapore Quality Award – Core Values • Visionary Leadership • Customer-Driven Quality • Innovation Focus • Organisational and Personal Learning • Valuing People and Partners

29. Singapore Quality Award – Core Values • Agility • Knowledge-Driven System • Societal Responsibility • Results Orientation • Systems Perspective

30. Singapore Quality Award – Criteria • Leadership • Planning • Information • People • Processes • Customers • Results

31. 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

32. Singapore Quality Award – Core Values • Agility • Knowledge-Driven System • Societal Responsibility • Results Orientation • Systems Perspective

33. Quality Awards Tennessee Quality Award

34. 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.

35. 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.

36. 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.  

37. Tennessee Center for Performance Excellence - Benefits • 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.

38. 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.

39. 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.

40. Quality Certification ISOCertification

41. Quality CertificationISO 9000 • Set of international standards on quality management and quality assurance, critical to international business

42. 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 they’ll be able to identify those areas that are causing quality problems and correct them

43. 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?

44. 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.

45. 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.

46. 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 Dodge Lincoln Pontiac Subaru GMC Ford Mitsubishi Saab Jeep MINI Land Rover Saturn Suzuki Kia Nissan Mazda 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