Quality Award Research Articles

Breaking Down Departmental Silos for a Common Purpose

It has been highlighted recently within healthcare and the general public that despite having the most costly system in the world, healthcare throughout the United States consistently underperforms on most performance dimensions relative to other countries. 1 Centers for Medicare and Medicaid Services National Health Expenditure Data. https://www.cms.gov/NationalHealthExpendData/Date: 2012 Google Scholar Subsequently, volumes have been written about the value of healthcare quality improvement frameworks, such as continuous quality improvement. Many organizations and foundations, such as the Institute of Medicine (IOM), Leapfrog Group, and Institute for Healthcare Improvement (IHI), have focused their energy and resources on improving healthcare quality. In addition, prestigious awards, such as the Malcolm Baldridge National Quality Award, have been offered for 2 decades as a way to encourage quality. It has been highlighted recently within healthcare and the general public that despite having the most costly system in the world, healthcare throughout the United States consistently underperforms on most performance dimensions relative to other countries. 1 Centers for Medicare and Medicaid Services National Health Expenditure Data. https://www.cms.gov/NationalHealthExpendData/Date: 2012 Google Scholar Subsequently, volumes have been written about the value of healthcare quality improvement frameworks, such as continuous quality improvement. Many organizations and foundations, such as the Institute of Medicine (IOM), Leapfrog Group, and Institute for Healthcare Improvement (IHI), have focused their energy and resources on improving healthcare quality. In addition, prestigious awards, such as the Malcolm Baldridge National Quality Award, have been offered for 2 decades as a way to encourage quality.

On the social value of quality: An economic evaluation of the Baldrige Performance Excellence Program

This study estimates the net social value of the Baldrige Performance Excellence Program. It focuses specifically on a survey population of 273 applicants for the Malcolm Baldrige National Quality Award since 2006. Using a counterfactual evaluation method, social benefits have been quantified from the responses of 45 Award applicants to a web-based survey. We estimate the ratio of all measured social benefits to costs to be between 351:1 and 820:1. This finding certainly supports the belief that the Baldrige Program creates considerable value for the US economy.

Development and comparison of quality award: based on existing quality awards

The quality award programmes are applied worldwide. The various quality awards are the criteria for measuring performance excellence. They represent the framework for high-performance management system. In this paper the authors intend to (i) develop a quality award model based on commonalities among criteria of existing quality awards, (ii) develop interdependencies at system/sub system level and (iii) use inheritance and interdependencies to evaluate a numerical index for the developed model using graph theoretic approach. The framework incorporates the critical factors of quality evolution, which further implied for TQM implementation.

Quality Accreditation System for Indian Engineering Education Using Knowledge Management and System Dynamics

The engineering education system of India is becoming increasingly complex due to reasons like unmanageable numbers of colleges affiliated to universities, wide spectrum of student quality, multi-boss system in management and conflicting interests of stakeholders. Since the Accreditation board of engineering and technology (ABET) of U.S., Malcolm Baldrige National Quality Award (MBNQA) of U.S. and European Foundation for Quality Management (EFQM) of UK have been established; many other countries have developed their own version of national quality award (NQA) and accreditation systems. These NQAs and accreditation systems tend to follow the same general framework with different emphases on criterion. Since MBNQA has a prominent knowledge management (KM) component in it and EFQM has a strong mechanism of measuring outcomes/results, it’s attempted to develop a robust framework for Knowledge Quality Management (KQM) by integrating KM and outcome components into it using systems theory. The system dynamics (SD) approach is proposed for the visualization and analysis of quality assessment of undergraduate engineering education in India. Towards this, all possible attributes and indicators to study the interaction and interrelationship of various enablers and results have been identified. Causal loop diagrams (CLDs) and the integrated CLD for the entire proposed model enabling development of a system dynamics (SD) model is presented.

A Longitudinal Assessment of the Theoretical Foundations of the Baldrige Criteria

The purpose of this paper is to empirically investigate the relationship among criteria in the Malcolm Baldrige National Quality Award (MBNQA). We used the data recently released by the National Institute of Standards and Technology (NIST) that provides the independent reviewer (IR) scores on key variables within the seven Baldrige criteria. We used two time periods (1992, 1994) and (2003, 2005) in order to assess the validity of the Baldrige model over time. Using structural equation modeling, our findings suggest that the Baldrige model is conceptually valid and reliable over time. The Baldrige model is collectively sound and robust with respect to measurement criteria and that level of robustness has not been changed over time. We show that within a two-year period (1992-1994) and (2003-2005) significant changes exist in the relationship among Baldrige criteria and their effect on results. Leadership is the main driver of the system and has significant effect on other elements of the model. We find that the Baldrige model is less powerful in predicting business results in 2003-2005 than that of 1992-1994. This suggest that reliance on Baldrige model would not lead to sustainable competitive advantage over time and firms need to address new practices in their quality programs in order to maintain a sustainable competitive edge over time. This could be attributed to the inability of the Baladrige model to provide a comprehensive and integrative perspective to organizational processes.

A systems research on quality management under the MBNQA framework

Most previous research in the quality management field investigates whether quality management practices contribute directly to business results. This paper reports the results of structural analysis of the systematic relationships among quality management practices and business performance. The study's aim is to determine whether companies have reached the requisite level of synthesis, alignment, and integration in quality management suggested by the Malcolm Baldrige National Quality Award (MBNQA) model. A conceptual model is developed from previous studies based on the MBNQA framework guidelines. Data from 180 Norwegian manufacturing companies are analysed using structural equation modelling. The results show that the sampled companies have not reached the level of synthesis, alignment, and integration suggested by the MBNQA framework. Leadership in human resources (HRS) is perhaps the major area for improvement identified in the sampled companies. Both previous studies and the data presented in this pa...

Exploration of management practices for LEED projects

PurposeTraditional management systems sometimes struggle to meet the unique demands of Leadership in Energy and Environmental Design (LEED) projects. Consequently, contractors have to modify their management practices. The purpose of this paper is to explore the management practices necessary to achieve successful implementation of LEED projects.Design/methodology/approachLEED project management practices implemented by six US contractors from the Top 100 Green Contractors list published by the Engineering News and Record, were analysed using structured case study interviews. An additional case study probed management practices implemented on a LEED‐GOLD project.FindingsFindings support the implementation of management practices classified using the six Malcolm Baldrige National Quality Award criteria of leadership, strategic planning, customer focus, measurement, analysis and knowledge management, workforce focus and operation focus.Research limitations/implicationsThe qualitative study was based on a limited number of participant organizations. A subsequent quantitative study might provide generalizeable metrics for the green building industry. Further research on the cost effectiveness of the identified management practices is recommended.Practical implicationsThis study provides an intuitive framework in the form of discourse on management practices to enhance the success of LEED projects. Contractors may consider the study's recommendations in order to increase their success on such projects.Originality/valueThe need to harmonize management practices with sustainable development has sparked the interest of researchers and practitioners. The study should be of utility to LEED contractors, environmental agencies, governments, educators, and other relevant stakeholders.

Using the Malcolm Baldrige “Are We Making Progress” Survey for Organizational Self-Assessment and Performance Improvement

A national healthcare company applied the Malcolm Baldrige Criteria for Performance Excellence and its "Are We Making Progress?" survey as an annual organizational self-assessment to identify areas for improvement. For 6 years, Liberty Healthcare Corporation reviewed the survey results on an annual basis to analyze positive and negative trends, monitor company progress toward targeted goals and develop new initiatives to address emerging areas for improvement. As such, the survey provided a simple and inexpensive methodology to gain useful information from employees at all levels and from multiple service sites and business sectors. In particular, it provided a valuable framework for assessing and improving the employees' commitment to the company's mission and values, high standards and ethics, quality of work, and customer satisfaction. The methodology also helped the company to incorporate the philosophy and principles of continuous quality improvement in a unified fashion. Corporate and local leadership used the same measure to evaluate the performance of individual programs relative to each other, to the company as a whole, and to the "best practices" standard of highly successful companies that received the Malcolm Baldrige National Quality Award.

Viral Innovation: Integration via Sustainability & Enterprise Excellence

Enterprises face mounting challenges in three generic sustainability domains that form the basis of the so-called triple bottom line: economic sustainability, societal sustainability, and environmental sustainability. In most instances, it is the primacy of economic sustainability that is emphasized since an enterprise that is not economically secure does not survive. Despite the importance of sustainability’s economic dimension, increasing regulatory requirements taken together with societal demands are forcing enterprises to address both their impact on the natural environment and their contribution to society. Indeed, taken together these considerations form a sort ‘holy trinity’ that are necessary as both singular and joint considerations for enterprises striving to be continuously relevant and responsible. Environmental impacts and societal contributions can take many forms and thus far the environmental and societal challenges facing enterprises have, when considered comprehensively, outpaced the capability of enterprises to successfully address them. Since enterprises must be economically sustainable, an enterprise excellence approach supported by various international quality award models and criteria is herein recommended. This is augmented with emphasis on strategic, high-speed integration and deployment of sustainable innovation and innovation for sustainability. The goal in taking this approach is to aid organizations in their quest for continuously relevant and responsible actions and results.

DOES TQM SUPPORT INNOVATION PERFORMANCE IN MALAYSIA'S MANUFACTURING INDUSTRY?

This empirical study examines the association of TQM practices (i.e. leadership, customer focus, strategic planning, people management, information analysis and process management) with the innovation performance as perceived by the managers in Malaysia. The research model is constructed on the basis of established theory and on well-known criteria such as Malcolm Baldrige National Quality Award. Six hypotheses are formulated and tested by multiple regression based on a sample of 206 managers working in the ISO 9001:2000 certified manufacturing firms in Malaysia. The results of this study show that TQM has a significant positive relationship with innovation performance. In particular, the findings of this study show that process management, strategic planning, people management and customer focus have positive relationships with innovation performance of firms surveyed in Malaysia. Therefore, both researchers and practitioners are advised to consider these relevant TQM practices when assessing the innovation performance of an organization. Implications for managers and researchers, as well as study limitations are also discussed.

A network hierarchical feedback system for Taiwanese universities based on the integration of total quality management and innovation

An increasing number of Taiwanese universities are improving operational performance through innovation and total quality management (TQM). In addition, the National Quality Award (NQA), which is based on TQM, is now used to evaluate quality performance in various industries in Taiwan. Thus, several models for performance measurement have been proposed in recent years. However, these models do not take into account several features germane to performance within the Taiwanese university system, such as characteristics unique to the integration of TQM and innovation, comprehensive focuses in operational performance improvement across different types of universities, and interrelations among the different variables used to measure performance. Thus, precisely measuring and improving operation performance has proven to be a difficult task. The aim of this paper is to construct a network hierarchical feedback system (NHFS) based on the integration of TQM and innovation to overcome these problems. To that end, we adopted a decision-making trial and evaluation laboratory (DEMATEL) method to address the complex, interdependent relationships among the variables and thereby construct a relation structure among the measurement criteria for evaluation purposes. A fuzzy analytic network process (FANP) is employed to overcome the problem of dependence and feedback among each of the TQM measurement criteria. A fuzzy analytic hierarchical process (FAHP) is used to evaluate the measurement criteria for innovation performance. Lastly, a gray relational analysis (GRA) is utilized to find optimal alternatives. The value of this study comes from providing all types of universities in Taiwan the most complete evaluation system of operational performance, as well as opportunities to realize improved competitive advantages and enhanced prospects for survival.

A Critical Analysis of Service Quality and Performance Through Malcolm Baldrige National Quality Healthcare Criteria: Benefits and Research Directions

Quality is one of the important competitive strategies for survival of an organization in the globalized economy. Malcolm Baldrige National Quality Award (MBNQA) was established in 1987 to encourage organizations to deploy quality as a competitive strategy. The research review identifies that the MBNQA has taken a paradigm shift from quality to organizational excellence. This paper focuses on the changing role of quality in the MBNQA criteria from 1988 to 2009 in approximately 5-year intervals that is 1988, 1992, 1997, 2003 and 2009. In the recent years there is an increasing emphasis on corporate culture and globalization and therefore it is necessary for healthcare organizations to improve their organizational effectiveness, especially in the area of service quality. The concept of service quality in healthcare organizations is critically discussed in the context of changing environmental factors. An attempt is made in this paper to identify the scope of service quality research and it emphasizes the need for a holistic framework for measuring performance in healthcare organizations. This issue is significant because of concurrent view amongst various researchers in service management that there are both hard and soft issues reflecting, the lack of strategic thinking and goal clarity, necessitating a measurement system that focuses on application of a comprehensive measurement system in service organizations especially in healthcare. The paper concludes by highlighting the dearth in services marketing research regarding focus on service quality and performance through an integrated perspective.

MBNQA - A Strategic Instrument for Measuring Performance in Healthcare Organizations : An Empirical Study

In a free market economy, achieving the highest performance and thereby the organization’s goal is the ultimate responsibility of management. Quality awards have been increasingly promoted by governments, public, and private organization with intention of promoting and motivating quality management practices. The literature review indicates that the strategic determinants are a key for a competitive advantage and essential ingredient for effective performance in the organization. The research paper applied Malcolm Baldrige National Quality award Framework (MBNQA) to evaluate performance in healthcare organizations. It is observed that there is significant number of healthcare organizations that has a silver line performance based on MBNQA criteria. The findings of the study shows that MBNQA determinants are not only indicators of quality management but also directly affect the performance of healthcare organizations. The results of the study provide potential benefits for quality management and performance in healthcare organizations. The study concludes with recommendations to ensure the successful application of Malcolm Baldrige Quality Framework criteria in the healthcare organizations.

Application of Malcolm Baldrige Quality Framework to Enhance Performance in Healthcare Organization

The aim of this research is to examine the relationship between service quality management dimensions (quality management and patient service quality) and their impact on performance of the healthcare organizations. The organizations that deliver service must broaden their examination of quality from the conventional organization-oriented perspective to a dual organization – customer perspective. The quantitative methodology was employed to test model of service quality management and performance through an integrated perspective. The MBNQA (Malcolm Baldrige National Quality Award) criteria and grounded theory for patient service quality was adopted to measure the internal and external service quality of healthcare organizations. Further, the study aligned the internal and external service quality to obtain the holistic view of service quality management and performance in healthcare organizations from the perspective of internal and external customers. The outcome of the study indicated that the healthcare organizations had a silver line performance based on MBNQA criteria. Overall, the study reinforced service quality management and performance with the application of MBNQA criteria in healthcare organizations.

Promoting Employee Voice and Upward Communication in Healthcare: The CEOʼs Influence

As noted by the Institute of Medicine (2004), a lack of critical upward feedback in the hospital setting has adverse effects on direct patient care and health outcomes. Employees are oftentimes reluctant to share information, as those above them might interpret the information to be negative or threatening. Leaders then may make important decisions based on assumptions or inaccurate feedback. The situation is especially significant in the healthcare setting, where hierarchical structures (Nembhard and Edmondson 2006), divisions between administrators and clinicians, and lack of collaboration across teams reinforce employee silence and undermine organizational learning (Ramanujam and Rousseau 2006). Chief executive officers play a key role in developing a culture that fosters employee voice and upward communication (Ashford, Sutcliffe, and Christianson 2009). Hospitals winning performance excellence awards, such as those utilizing the Malcolm Baldrige National Quality Award Criteria for Performance Excellence, present a model of high performance with demonstrated results. The purpose of this study was to understand specific CEO behaviors and actions promoting employee voice and upward communication in performance excellence award-winning healthcare organizations. Results suggested the award-winning CEOs facilitated employee voice by being approachable, mainly achieved through their regular presence throughout the organization. By being consistently visible and available to employees these CEOs fostered relationships, built trust, and promoted open communication. Leaders in the study created a cultural focus on continuous improvement largely built around transparency of information, particularly looking for the bad news from their employees. Voice invitation and positive voice response from leaders reinforced that critical upward feedback is not only welcome, but expected.

Quality models in industrial and engineering educational scenarios: a view from literature

PurposeThe purpose of this paper is to report a literature review which was conducted to trace the quality journeys occurring in industrial and educational scenarios.Design/methodology/approachFirst, the literature was reviewed to trace the efforts made to implement quality models in industrial scenarios. Quality models include International Organisation for Standardisation (ISO) 9000 certification, Malcolm Baldrige National Quality Award (MBNQA), Deming Prize and European Quality Award (EQA). Next, the literature was reviewed to trace the quality journey being undertaken in an engineering educational scenario.FindingsModern Engineering Educational Institutions (EEIs) are required to first accredit their programs by following Accreditation Board for Engineering and Technology (ABET)‐based stipulations. Then, these EEIs have to strive to implement quality models.Research limitations/implicationsBecause of the low volume of research conducted, relatively very few papers dealing with ABET and quality models could be reviewed. However, the exhaustive review of most of these papers has overcome this limitation.Practical implicationsFirst, modern EEIs should gain accreditation to ABET and then strive to obtain quality models. This endeavour would make fresh engineers employable in industrial scenarios.Originality/valueIt appears that no researcher has so far attempted to examine the implementation of quality models in an engineering educational scenario. In this context, the results of the literature review reported in this paper could be utilized while implementing quality models in EEIs via ABET‐based accredited programs.

A comparison and usage overview of business excellence models

PurposeThe purpose of this paper is to present a comparative analysis and usage overview of the most common business excellence models: the European Foundation for Quality Management Model, the Malcolm Baldrige National Quality Award Model, the Deming Prize Model and the Iberoamerican Model for Excellence in Management.Design/methodology/approachIn order to achieve such goals, the authors have performed a set of statistical analysis over public data sets, related to each one of the analyzed models, as well as making a comparative analysis of the model contents.FindingsThe different business excellence models do share a similar set of principles and criteria. However, different adoption patterns have been found across regions of the globe, regarding the use of such business excellence models over the last decades.Originality/valueAs far as the authors were able to find out, based on the literature review carried out, this is the first time that a set of statistical data results, related to the worldwide implementation of business excellence models, is being presented for publication.

Leadership and Knowledge Management in an E-Government Environment

The Malcolm Baldrige National Quality Award (MBNQA) is well known to assess quality and business processes in a variety of sectors, including government. In this study, we investigate the relationship between aspects of the MBNQA’s leadership triad and knowledge management in an e-government context. Specifically, we survey 1,100 employees of a medium-sized city government in the United States to investigate the relationship between leadership triad components, leadership strategic planning, and customer/market focus, with knowledge management. Our results show that these components are significantly related to knowledge management and are important in the delivery of e-government applications to the citizenry.

Financial performance of Baldrige Award winners: a review and synthesis

PurposeThe National Commission on Fiscal Responsibility and Reform recently released a preliminary report with recommendations on cutting costs in the federal government, and one of its recommendations included the elimination of the Baldrige Performance Excellence Program, formerly known as the Malcolm Baldrige Nationality Quality Award Program. Established by an act of Congress in 1987, during the Reagan Administration, the goal of the Malcolm Baldrige Nationality Quality Award Program was to stimulate and reward product quality excellence. Since the inception of the award, however, there has been a long‐standing controversy among industry leaders and academics on whether winning this award does enhance future financial performance and ultimately shareholders' wealth. This debate has again been recently fueled by the possible elimination of the program by the US government. This study, aims to shed further light on this subject by examining the academic research on the financial performance of the Baldrige Award winners.Design/methodology/approachThe paper examines academic and professional research on whether the Award adds value to firms and their investors.FindingsThe conclusion, perhaps not surprisingly, is somewhat mixed; although there is parsimonious evidence to suggest that Award winners do witness an increase in market value. By and large, the authors feel that when all the benefits of the Baldrige Performance Excellence Program are considered and given the short‐term focus of studies in this area, the elimination of the program would be a terrible mistake.Originality/valueThe paper offers an original review and synthesis.

Análise da Expansão dos Modelos de Excelência Regionais em Gestão da Qualidade no Brasil

This paper presents an evolution overview of the regional awards for quality in Brazil. From a literature review addressing the awards for quality and excellence models adopted by many countries in the world. For the Brazilian model this article will address the regional awards for quality based on the creation of the Premio Nacional da Qualidade (PNQ) in 1991 and the American quality award influence in the consolidation of the Brazilian model. This paper presents the 17 regional awards of quality that make up the Rede Nacional da Gestao Rumo a Excelencia of the Fundacao Nacional da Qualidade, and presents the quality state programs that coordinate and underpin such awards. It is also intended to contribute to a further discussion on the excellence models regionally adopted in Brazil, given the low approach this issue in the Brazilian literature, thus contributing to a greater understanding of the subject.