Baldrige Criteria Research Articles

A Comparative Assessment of Quality Management Practices in Manufacturing Firms and Service Firms: A Repeated Cross-Sectional Analysis

There are significant structural differences between the manufacturing and service sectors at the firm level, but quality management research has not yet identified similarities or differences in the quality management practices of these two sectors. This study examined 15 years of repeated cross-sectional data for manufacturing firms and service firms that applied to the Malcolm Baldrige National Quality Award between 1991 and 2006. Based on contingency theory, we looked for differences between manufacturing firms and service firms in their implementation of quality management. More specifically, we looked for differences between the two sectors in scores on the Baldrige criteria, using 351 observations from both industry sectors. We found significant differences between manufacturing firms and service firms in two quality management practices: <italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">human resource development and management</i> , and <italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">customer focus and satisfaction</i> . We also found significant differences between manufacturing firms and service firms in the relationship between the Baldrige criteria and organizational quality outcomes.

Extending the Baldrige excellence model for managing community-based social enterprise

Purpose This paper aims to help understand how community-based social entrepreneurs experience world-class “performance excellence” models and to explore the core values that enable social enterprises to become high-performance organizations. Design/methodology/approach Underpinned by Mindsponge processes, the proposed conceptual framework critiques the Baldrige criteria for performance excellence (BCPE) model in a global south context. The mixed-methods study fosters an in-depth analysis. First, it validates the BCPE mechanism in community-based social enterprises (CBSEs) before identifying the significant core values and concepts of BCPE that influence CBSEs to achieve high performance. Findings The BCPE, adapted from global north corporate principles and applied at a community level, can significantly develop global south organization performance excellence. Five core values and concepts from the 11 fundamental beliefs in driving performance excellence were found to support performance excellence in CBSE management. These values and concepts are “customer-focused excellence,” “social responsibility,” “systems perspective,” “visionary leadership” and “focus on success.” Research limitations/implications First, factors influencing performance excellence are not limited to the core values elements discussed. Future research may clarify factors extracted from the “Process” category of BCPE to explore further how CBSEs can enhance their performance in a different formation path. Second, this study only considered the Thai-Phuan community in Pho Tak village, Nong Khai, Thailand, to represent as a single case study. However, different, clustered or contrasting CBSEs in other regions remain open for further exploration to enrich the knowledge of “performance excellence” in a community organization. Finally, a longitudinal study would be a welcome addition. Practical implications The following must be considered. First is setting a clear direction: the organization’s vision and mission, by purposeful design, should ensure that CBSE managers are leading by example and demonstrating the importance of social and environmental value creation. Second is developing institutional culture: fundamental core values focused predominantly on “customer-focused excellence” and “social responsibility” encourage collaboration by “working together to drive success”. Third is developing integrated management system: CBSEs need to ensure that the management systems can collaborate and complement each component to create performance excellence. Fourth is creating a learning organization: CBSEs need to create a culture of continuous learning through data collection, measurement, analysis and modification. Social implications This study clarifies that the implementation of BCPE is crucial to the establishment of performance excellence at both macro- and micro-level organizations. According to the Malcolm Baldrige National Quality Award, the fundamental drivers of BCPE are the same for all types of organizations and in all sectors, whether in the private sector, education, health care or government (Blazey and Grizzell, 2021). By applying the Baldrige excellence model at the community level, this study found that CBSE can similarly strive for excellence and improved performance. This can lead to strengthened services, increased productivity and enhanced quality of life for the community. Originality/value This study provides a novel viewpoint on the Baldrige paradigm. Expressly, BCPE is compatible with global south community-based organizations to enhance performance excellence. Its essential contribution demonstrates that Baldrige model concepts are more widespread within smaller and underdeveloped territories than imagined. The recent (post-study) inclusion of “Community” as an independent sector in the Malcolm Baldrige National Quality Awards validates the research findings and recommendations proposed by this study.

Analysis of east java mata masyarakat hospital based on malcolm baldrige performance criteria

A hospital is a health service institution that provides complete individual health services, providing inpatient, outpatient and emergency services. Quality of Service is one form of effort made by each Hospital in carrying out actions that make patients feel comfortable, safe, fast and precise in getting their needs. This research aims to explain performance analysis using the Malcolm Baldrige criteria in hospitals Mata Masyarakat of East Java. This research is a cross-sectional study where data is collected at a certain time to describe the situation at that time. Employees selected as respondents will fill out a questionnaire that has been prepared with a number of questions based on Malcolm Baldrige's criteria. The data that will be taken in the research is the characteristics of employees at the hospital Mata Masyarakat and performance measurement based on hospital employee perceptions. The population in this study were hospital employees Mata Masyarakat are 40 employees consisting of management staff and unit heads. In this study, the samples used were managers and unit heads in hospitals Mata Masyarakat are 30 people. The research results show that the criteria with the highest percentage scores are Customer Focus, Process Management and Results with each score (85%) while the lowest is Leadership with a score of (79%). total score obtained by hospital Mata Masyarakat's score for all Malcolm Baldrige Criteria based on the questionnaire results is 837.6 or 83.69% of the maximum score of 1000 which is in the very good category.

Determinan Capaian Standar Pelayanan Minimal (SPM) pada Pelayanan Kesehatan Orang Beresiko Terkena HIV dengan Pendekatan Malcolm Baldrige di Puskesmas Kota Depok Tahun 2022

Quantitative research with a cross-sectional design (Cross Sectional) will examine the achievements of health service programs for people at risk of getting HIV using the Malcolm Baldrige approach at the Depok City Health Center. The purpose of this study was to determine the performance of the health service program for people at risk of getting HIV using the Malcolm Baldrige approach. The population of this study were all Community Health Centers in Depok City, totaling 38 Health Centers. The research instrument used questionnaires and interviews which were made based on standard references from Malcolm Baldrige's criteria which had been translated into Indonesian by previous researchers and adapted to the research objectives. There are 6 independent variables, namely leadership, strategic planning, focus on customers, measurement analysis and knowledge management, focus on workforce and process management, while the dependent variable is the achievement of MSS in health services for people at risk of getting HIV. Data analysis used univariate data analysis to look at the frequency distribution of performance outcomes, bivariate data analysis looked at the relationship between 6 (six) Malcolm Baldrige criteria and the performance outcomes of the Health Service Program for people at risk of getting HIV at the Depok City Health Center and multivariate analysis to find the most dominant influencing factor achievement of SPM HIV. The majority of research results fall into the category of unfavorable leadership (53.07%), strategic planning (46.21%) focus on customers (43.84%), measurement, analysis and knowledge management (44.21%), workforce (47 ,85%) and process management (47,49%) . Paldal multivalial analysis value R = 0.749 on valrialbel X (leadership valrial in customer focus) with Y valrial (SPM HIV skill) shows a high quality relationship in positive, whereas in return the leadership valrial in focus on customer malcal halsil performance in SPM Alkaline HIV is increasingly increasing . The value of the coefficient of determination (R squalre) shows a value of 0.561, which is obtained from the regression model obtained in terms of 56.1%, the valrial rating is dependent on the calculation of the SPM HIV with the Focus on the failure which has the greatest influence on the performance evaluation of the MSS HIV (48.5%).&#x0D;

An investigation of mediating factors for export–import business performance excellence: a systems perspective framework for Thailand

PurposeThe Baldrige criteria for assessing business performance excellence (BCPE) suggests a relationship among seven self-assessment categories. The purpose of this paper is to take an in-depth look at the BCPE by testing the causal relationship among categories grouped into four basic dimensions – driver triad, work core, outcomes, and brain centre. Identifying meaningful interrelationships for leaders helps them transform their organisations to achieve performance excellence.Design/methodology/approachA systems perspective supports system mapping for understanding meaningful interrelationships among dimensions and mediating factors affecting business performance excellence. A 35-item questionnaire designed to measure seven categories of the BCPE (version 2022–2023) was administered to export and import (EXIM) businesses across Thailand. Valid responses (n = 290) were analysed through SPSS and AMOS via structural equation modelling (SEM) to test the hypotheses and explore the influencing factors.FindingsA strong systems perspective focus is essential for high organisational performance. The result reveals that all seven BCPE categories are significantly linked. In addition, mediation analysis (taking selected mediators) proved hypothesised cause-and-effect relationship as significant. The results demonstrate that the brain centre plays a crucial role in driving business success promulgating its influence within the model.Research limitations/implicationsThis study provides the necessary backgrounding in systems perspectives confirming that the BCPE premises on a set of four basic dimensions: driver triad (leadership, strategy, and customers category), work core (workforce and operations category), brain centre (measurement, analysis, and knowledge management category), and outcomes (results category). These four dimensions define the essentials of an integrated management system. Further, the study shows that measurement, analysis, and knowledge management directly influenced customer focus, the highest coefficient path among the criterion in the Baldrige framework. This is the critical driver in predicting performance outcomes via meaningful feedback.Practical implicationsFrom a managerial point of view, the structured system management framework proposed provides a specific guide for the alignment in quality management, which can change its practice in business management and award assessment. The results evidence a significant relationship among driver triad, work core, brain centre, and outcomes to propose a form of system management. The findings help award examiners or business practitioners provide system mapping for evaluation – i.e. how well organisations meet their goals and how best to prepare feedback reports to applicants that paint meaningful pictures.Originality/valueThis study promotes a systems perspective when approaching business performance excellence, whereas other studies provide evidence to individual relationships. Moreover, the examined interrelationship among dimensions – driver triad, work core, outcomes, and brain centre – provide novel system mapping to guide managers, practitioners, or award examiners in evaluating quality management practice.

Performance Measurement Using MBNQA (Malqolm Baldridge National Quality Award) Criteria at Makassar Islamic Hospital

The application of improving the quality of service is very much needed in this era of globalization. Malcolm Baldrige Criteria for Performance Excellence-(MBCfPE) better known as the Baldrige Criteria is one method that can provide a solution to this problem. This study aims to analyze the implementation of Total Quality Management using the MBNQA criteria at the Isalam Faisal Hospital in Makassar. This type of research is a quantitative research using an observational study with a cross sectional study design. Collecting data in the form of a questionnaire. The sample in this study were all staff and leaders at the Faisal Islamic Hospital in Makassar, amounting to 258 respondents. The results showed, based on MNQA calculations, Faisal Islamic Hospital Makassar was at the Igood Performance level with a value of 738. The final conclusion of measuring the performance of Faisal Islamic Hospital Makassar with this score illustrates that the performance of Faisal Makassar Islamic Hospital is still not good. Therefore, proactive planning needs to be made and implemented, not only reactive to problems. It is suggested to the hospital management that it is necessary to conduct an evaluation using the PDCA cycle method, so that the strategic plan that has been made can be carried out effectively.

Enhancing the quality and competitiveness of small businesses: A pooled cross-sectional analysis

Compared with large organizations, small businesses have been slower to adopt quality management practices. This study combined the context-free perspective with the contingency theory of quality management to investigate the association between quality management and the quality and operational outcomes of a sample of 231 small businesses that applied for the Baldrige quality excellence award program. Using a pooled cross-sectional design and structural equation modeling, we examined the validity and reliability of the Baldrige model for measuring the quality management practices of small businesses, to determine the relationship between the Baldrige criteria and their impact on quality outcomes. Our analysis confirms the validity and reliability of the Baldrige quality excellence model when used as an assessment tool for improving the performance outcomes and competitiveness of small businesses. Based on the results, leadership was found to be the key determinant of quality outcomes during the application year, with leadership practice scores increasing by 40% over 16 years. This study found that Information analysis and knowledge management only influences Customer focus and satisfaction, but Strategic planning for quality and Management of process quality significantly and positively influence both Customer focus and satisfaction and Quality and operational results. However, the score for Quality and operational results diminishes over time for small businesses. This study provides some effective insights and recommendations for small businesses as well as policymakers looking to support small businesses’ quality and competitiveness, because quality improvements will enhance the stability, profitability, and survivability of small businesses when facing crises like the ongoing COVID-19 pandemic.

PERFORMANCE ASSESSMENT ANALYSIS USING MALCOLM BALDRIGE CRITERIA FOR PERFORMANCE EXELLENCE (MBCfPE) METHOD (Case Study at PT. NYCZ)

PT. NYCZ is a manufacturing company engaged in plastic bottle packaging production that cannot be separated from the problem of competition with similar companies. The problems encountered at PT. NYCZ regarding employee performance, namely lack of communication relations between subordinates and superiors, so that delivery of work instructions from superiors is still not understood by subordinates, it has an impact on employee performance output, Therefore the company must improve more efficient strategies in terms of leadership that is able to run and manage everything in internal and external of the company, more reliable skilled workforces, modern machines and technology, and is able to get a wider market and customers in plastic bottle products marketing. Malcolm Baldrige Criteria for Performance Excellence or Baldrige Criteria is a guide for a company to achieve high quality performance which consists 7 criterias, namely Leadership; Strategic Planning; Customer Focus; Measurement, Analysis and Knowledge Management; Focus on Workforce; Process Management; and Results. This research was conducted by distributing questionnaires to PT. NYCZ employees, respondents were taken according to job desks ranging from cashiers to managers. After questionnaire data was obtained, it was processed using SPSS to test validity and reliability. Then, questionnaire results were processed using Malcolm Baldrige score to determine company performance level. From the research results, it was obtained that the total points from Malcolm Baldrige Criteria for Performance Excellence survey are 411,14. Therefore, according to MBCfPE score, the performance of PT. NYCZ is Early Improvement with Average category

Modified Failure Mode and Effect Analysis Approaching to Improve Organization Performance based on Baldrige Criteria- A Case Study of AN Electro-medic Industry

Full attention is paid to quality in manufacturing; however, less effort is made to develop the organizational performance, which drives overall manufacturing quality. This research measures performance of one manufacturing company that in 2020 experienced surging in demand and experiencing barriers to social activities due to the pandemic. The evaluation was carried out using seven variables from the Malcolm Baldrige Criteria for Performance Excellence (MBCfPE) which were elaborated into 43 indicators of organizational performance. Weaknesses and strengths of organizational performance were sharpened through focus group discussions with experts and ended with a performance improvement solution with a priority rank based on risk priority numbers (RPN) of the FMEA method. The highest RPN is 567 and 432, respectively, for national standard implementation in a particular product and operational scheme during emergency conditions like the Cov-19 pandemic. This study contributes to Indonesian research that combines questionnaires and FMEA improvement analysis based on the US Baldrige criterion.

Management standards and institutional influence: An exploratory study using the Baldrige criteria

Theories of institutional diffusion propose that the adoption of new management practices evolves toward legitimacy-based rationales as organizations implement administrative techniques deemed socially acceptable. This article proposes that institutional forces also shape management standards designed to convey norms of effective management practice. Incomplete consensus among varied stakeholders involved in the standardization process fosters steadfast institutional pressure to push management standard scopes beyond their technical cores to include content with broader social appeal. This premise is explored using an influential management standard of the TQM movement—the criteria developed in conjunction with the Malcolm Baldrige National Quality Award. Analysis of discourse appearing in the series of Baldrige criteria booklets published since 1988 suggest that the scope of the management standard reflected by the Baldrige framework, core values, and criteria requirements has expanded to become more socially inclusive over time. Tensions created by management standards aimed at facilitating both legitimate appearance and technical improvement are subsequently discussed.

What makes excellence models excellent: a comparison of the American, European and Japanese models

PurposeThis paper compares three business excellence models (BEMs): Baldrige criteria for performance excellence (BCPE), European Foundation for Quality Management (EFQM) model and Deming Prize (DP) model, representing American, European and Japanese excellence models, respectively. These models are compared in terms of contents, scope, orientation, emphasis and administration.Design/methodology/approachUsing an inductive-deductive approach, the paper identifies and compares the contents, core values, unique features, points of emphasis and the overall approach of these models.FindingsSignificant differences exist in these models, and that none of these models is perfect. Overall, the BCPE is results-oriented, mainly economic-focused, explicit in presenting requirements and better structured. The EFQM model provides an augmented focus on sustainability, stakeholder engagement and inclusivity. The DP model is an internally oriented TQM model that focuses on processes improvement as a means to excellence.Practical implicationsThe findings can guide managers regarding what they should expect from the application of excellence models and make better decisions regarding the choice of excellence models. Further, these findings can provide a foundation for updating the excellence models.Originality/valueThis paper stands alone as a qualitative comparison of BEMs in terms of contents, scope, administration and emphasis on excellence related matters.

CASE STUDY OF THE APPLICATION OF THE MALCOLM BALDRIGE CRITERIA TO IMPROVE QUALITY PERFORMANCE OF A COMPLETIONS WORKSHOP

This paper is a case study of the application of the elements of the Malcolm Baldrige Criteria for performance excellence to improve the quality performance of an equipment assembly workshop. In this study, deficiency of these Baldrige elements is shown to correlate to the quality issues the assembly workshop faced. The workshop in this study is a maintenance facility for the preparation of oil and gas well completion equipment also referred to as Completions Workshop. The paper describes the workshop with respect to organization and operational activity as well as the various systematic challenges it faced that led to a deterioration in work quality and performance. Also detailed is how each element of the Baldrige criteria was applied to the workshop to address the pertinent issues. The methodology used to measure and monitor the outcome of applying the Baldrige criteria to improve the workshop's performance is also discussed. The time period is from 2014 to 2017 and the equipment assembly workshop is in the Caribbean city of San Fernando. The paper concludes by presenting the successful results following the application of the Baldrige elements to the quality issues.

Rancangan pengukuran kinerja layanan publik: Studi kasus pelayanan pengujian alat ventilator BPFK Kemenkes RI

Various organizations in Indonesia collaborate to make various types of medical ventilator prototypes due to Covid-19 demand. PERMENKES RI no. 54/2015 obliged all medical devices must go through testing and inspection process by authorized institution Badan Pengamanan Fasilitas Kesehatan (BPFK) under the Ministry of Health of Republik Indonesia. This article has designed a performance measurement for the ventilator testing laboratory using MBNQA (Malcolm Baldrige National Quality Award) approaching which is integrated with ISO/SNI-17025 requirement of both management and technical. There are ten technical requirements and fifteen management requirements of ISO/SNI-17025 inserted into seven Baldrige criteria: leadership, strategic planning, customer focus, management of assessment, analysis &amp; knowledge, personnel, operations and results. Data and information is designed to be collected through interview and questionnaire on a Likert scale. The response score for each question and feedback will be evaluated based on the process and outcome dimensions. Further research is required to validate the questionnaire, conduct interviews, segregate management and laboratory technician questions, and add evaluation of ADLI (approach, dissemination, learning &amp; integration) and LeTCI (levels, trends, comparisons &amp; integration) methods as well the ADLI &amp; LeTCI score and matrix results. The obtained MBNQA score will indicate award category of the laboratory as world leader or benchmark leader or only at early development stage.

KRITERIA MALCOLM BALDRIGE DI ERA REVOLUSI INDUSTRI 4.0 PADA PERUSAHAAN MEDIA CETAK DALAM UPAYA MENCIPTAKAN PERUSAHAAN UNGGUL DANBERKELANJUTAN DI YOGYAKARTA

The development of Information technology has e a wide-ranging impact on every business, including print media. The ease and speed of public in getting information is one of its own threats, plus competition between similar businesses is no less Great. The Baldrige Kriteria is a concept that can be used to evaluate performance, encourage and study of a company to be excellence and sustainable. Baldrige Criteria consist of 7 pillars, namely : Leadership, Strategic Planning, Focus on Consumer and markets, measurement analysis and knowledge management, focus on human resources, management of business processes and results. The purpose of this study was to analyse the application of the concept of Baldrige criteria in the printed media (PT. BP Kedaulatan Rakyat) in an effort to create excellence and sustainable companies. This study uses a qualitative methode with a descriptive approach that is integrated to the concept of Baldrige Criteria. Data collection in this study uses in-depth interviews, observation, documentary methods, visual materials and literature study. The subject of this study were several employees from variousparts of the company. Based on the research that has been done, the results show that the management of the company is not in accordance with the Baldrige Criteria. The results of the study explain that the attributes used have not been fully applied, so it is necessary to have an appropriate program to become a excellence and sustainable companies.

Inženjering modela izvrsnosti na visokoškolskim ustanovama na osnovu Boldridžovih kriterijuma i Hošin Kanri principa

Total quality management (TQM) concept has been successfully applied to the industry since the mid 20th century. One of the used methods of quality improvement in higher education during the last two decades has been the TQM, and one of the often implemented methods of engineering excellence is based on Baldrige criteria and Hoshin Kanri principles. The paper explores the existent literature on the topic of implementing Baldridge criteria and Hoshin Kanri principles in higher education institutions, analyzes perception of the higher education staff (teaching and administrative) at the School of Engineering (Republic of Serbia) on the Baldridge criteria and Hoshin Kanri principles and develops a model of excellence for the higher education institutions on the example of the School of Engineering Management.

Differences in TQM Performance of Small Enterprises

This research investigates how small enterprises differ from large enterprises in adopting and using TQM practices. This comparison of performance in TQM practices is based on the items in the Baldrige criteria. The scores of 86 applicants to a state quality award were statistically analyzed to look for any significant differences in the scores based on the size of the applicant. The feedback reports provided by the examiners were used to explain the significant differences in scores. The analysis indicates that the scores of small enterprises were significantly lower than medium and large enterprises. The lower scores reflect a lack of sustained, formal quality strategy and a lower priority given to continuous improvement. Information management in benchmarking and determination of employee and customer satisfaction also contribute to the lower scores. &#x0D; This study alerts consultants and managers to the possible areas that small enterprises need to focus on to get the best out of their TQM implementation. The study also indicates that the formality of the criteria in assessment tools such as the Baldrige award criteria may not be very suitable for small enterprises. Past research about the use of TQM in small and medium enterprises for the most part use self-reported data and rarely provide comparison to large enterprises. The study compares the performance of small enterprises with large enterprises and provides objective data to confirm the differences in performance of small enterprises in TQM practices.

Multiple Regressions of a Malcolm Baldrige's Patient Safety Models

This research proposed to develop patient safety models in primary health care and provide a possible model to implementated. Primary health care in Indonesia battling in assessment of risk reduction strategy because difficulty in identifying adverse event and there are no model or guidance for patient safety in primary health care yet. The patient safety model can be framed with Baldrige Health Care Criteria for performance excellence. Basic Emergency Obstetric Care was an critical health care in Indonesia for reduce maternal death by early detection of maternal complication. So, this study focus to develop patient safety model in basic emergency obstetric care bases on Baldrige criteria. We conducted a cross sectional study, data collected through a likert scale questionnaire from 194 respondent, there were doctors, nurses, midwifes, pharmacist, and medical report officer from six basic emergency obstetric care. Data analysis by linear regression and multiple regression to determined the most suitable variable to the models. The result shows that incident detection, mitigation, health workers workload and commitment, internal audit are variables for a patient safety model development. It is recommended to futher researcher to developed module for patient safety training in primary health care.

Baldrige Criteria Illuminate the Steps to Achieve Quality Care

Baldrige Criteria Illuminate the Steps to Achieve Quality Care

Strategies to Implement the Baldrige Criteria for Performance Excellence

Only a small number of U.S. businesses have adopted the Baldrige Performance Excellence Program. The purpose of this multiple case study was to explore strategies that executive business leaders use to implement the Baldrige Criteria for Performance Excellence. The study population consisted of six business executives and two organizations in the U.S. state of Texas, all with experience in implementing the Baldrige Criteria for Performance Excellence. The theory of high performance work systems provided the conceptual framework for the study. Data were gathered from interviews and record reviews that were conducted within the organizations. Inductive analysis was used to identify words, phrases, ideas, and actions that were consistent among participants and organizations as well as patterns and themes. Triangulation of sources between the interview and record review data was used for consistency. Three main themes emerged from data analysis: organizations embedded the Baldrige Criteria for Performance Excellence into native work models; they also used robust strategy deployment systems with accountability for action plans to spread the Baldrige Criteria for Performance Excellence; and, rather than specifically create goals to align with the Baldrige Criteria for Performance Excellence, they identified actions to reach organizational strategic goals that were molded using the Baldrige Criteria for Performance Excellence as a business model.

Voorspelt kwaliteitszorg de prestaties van instellingen voor voortgezet onderwijs?

Abstract Does quality management predict performance in schools of secondary education?Much empirical research has demonstrated correlations between Total Quality Management and performance, usually within companies. This article focuses on schools for secondary education in the Netherlands. It researched whether the assessment of their quality management systems by the Inspectorate of Education can predict future financial and operational (educational) performance. This led to the following conclusions. The present method of assessment of the inspectorate covers only three of six relevant dimensions of an assessment model like the Baldrige Criteria for Performance Excellence Framework. Especially the Human Resource Focus is lacking from the assessments. Perhaps because of that, the usefulness of the assessment for the prediction of future results, is limited. Financial results cannot be predicted in this way. With regard to educational results, only the systematic analysis of students’ results has some predictive power.