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Quality Award Models-Class

The document discusses several quality award models including the Deming Prize, MBNQA Award, EQA/CII Award, and AQA Award. It provides details on the focus, approach, methodology, and development process of each model. The document also discusses the criteria and framework of the Malcolm Baldrige National Quality Awards and European Quality Award model. Finally, it explains the components and framework of an Enablers-Results quality excellence model.

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Vishal Meena
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26 views19 pages

Quality Award Models-Class

The document discusses several quality award models including the Deming Prize, MBNQA Award, EQA/CII Award, and AQA Award. It provides details on the focus, approach, methodology, and development process of each model. The document also discusses the criteria and framework of the Malcolm Baldrige National Quality Awards and European Quality Award model. Finally, it explains the components and framework of an Enablers-Results quality excellence model.

Uploaded by

Vishal Meena
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Quality Award Models

MODEL DEMING PRIZE MBNQA AWARD EQA/CII AWARD AQA


AWARD
Year 1951 1987 1992 1988
Periodicity Yearly Yearly Yearly Yearly
Applicability Mainly Japan USA Europe Australia
Winners Limited Limited Limited Limited

FOCUS Statistical control, Leadership, Leadership, Leadership,


Problem solving, Strategic planning, Enablers and results, Quality of
External External benchmarks, Processes, External Processes ,product
benchmarks Customer focus, Results benchmarks And Services,
added Business results Operational
performance
Approach Culture change Culture change Culture change Culture change
Responsibilit Management Management Management Management
y
Methodology Self assessment Self assessment Self assessment Self assessment
Emphasis External and External and Continuous External and External and
Continuous improvement Continuous Continuous
improvement improvement improvement

Development Moderately Highly Dynamic Moderately changing Moderately changing


process changing
Acquiring High High High High
cost
Self Assessment Process
Develop Commitment

Plan Self Assessment Cycle


Establish Model and Reporting
System
Review
Progress Communicate Plan

Educate Staff

Conduct Self Assessment

Establish Action Plan

Implement Action Plan


MALCOLM BALDRIGE NATIONAL QUALITY AWARDS[1994]

Management
Of Process
Quality Customer
Focus and
Satisfaction
Human
Resource
Development
Leadership And
Management

Quality and
Strategic
Operational
Quality
Results
Planning

Information and
Analysis
MALCOLM BALDRIGE
CRITERIA FOR PERFORMANCE EXCELLENCE(1998 )

Customer and Market Focused


Strategy and Action Plans

2 5
Strategic Human
Planning Resource Focus
(80 points) (100 points)
1 7
Leadership Business
(110 points) Results
(450 points)
3 6
Customer and Process
Market Focus Management
(80 points) (100 points)

4
Information and Analysis (80 points)
EUROPEAN QUALITY AWARD MODEL

People People
Management Satisfaction
90 points 90 Points
(9%) (9%)

Business
Policy and Processes Results
Leadership 140 Points Customer
Strategy 150 Points
100 points (14%) Satisfaction
80 points
(10%) 200 Points
(8%)
(20%)

Impact on
Resources Society
90 points 60 Points
(9%) (6%)

Enablers 500 points (50%) Results 500 points (50%)


THE AUSTRALIAN QUALITY AWARD MODEL
(1994)
Customer focus (220)

Policy and Planning (80)

Organizational
Quality of Process Performance
Information and Analysis Product and
(130) (Not included in
Services evaluation process)
(200)

People (200)

Leadership (170)
Leadership
Top management’s behavior and
personal involvement in leadership
quality management function and
efforts in driving the company
towards Total Quality
Policies and Strategies
The company’s mission, values,
vision and strategies related to
Total Quality and customer focus
Human Resource Management

The management of the company’s


deals employees with a view to develop
and realize their full potential to
continuously improve organizational
development
Resources
The management’s utilization and
preservation of resources (financial,
information, material) and application of
technology towards continuous business
improvement
Process
The management of all the value adding
activities within the company including
identification, review and revision to
ensure continuous improvement
Customer Satisfaction
Top company’s achievements
and projection in terms of
customer satisfaction
Employees Satisfaction
Company’s success in satisfying
the needs and expectations of
its employees
Impact on Society

Company’s success in satisfying


the needs and expectations of
the community at large, e.g.
Company’s approach to:
•Quality of life
•The environment
•The preservation of resources
Business Results
Company’s success in achieving its
planned business performance and
in satisfying the needs and
expectations of its stakeholders
ENABLERS RESULTS

Strategic
Planning BUSINESS
Impact on
100 Society
PROCESS EXCELLENCE
70
MODEL
Human
Resource
Human
Focus 95 M Resource
A Satisfaction
Leadership Company
Customer N 100
125 Specific
and A
G Business
Market Customer Result
Focus E Satisfaction
M 75
110 115
E
Supplier N
Focus T Supplier
30 Satisfaction
80 40

INFORMATION MANAGEMENT 60
ENABLERS – RESULTS GRID

Low Enablers High Enablers


High Results High Results

RESULTS
Low Enablers
Low Results

High Enablers
Low Results
ENABLERS
THANKS!!!

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