Baldrige Health Care Criteria for Performance Excellence

Paper Summary:

The paper relates the origin of the Malcolm Baldrige Quality Award (MBQA) award and the reason why it was instituted. It explains that the award is named after the quality-conscious man who served as US Secretary of Commerce 1981-1987 , and was established to recognize companies that demonstrate the highest possible level of excellence in their overall performance. The paper discusses the criteria necessary to qualify for the award and notes that the goal is to identify opportunities for continuous improvement, in order to yield positive business results.

From the Paper:

"The specific goals of the award's creation were to (1) promote an awareness of the importance of quality to competitiveness, (2) increase understanding about the level of quality required to achieve world-class recognition, and (3) foster the sharing of information about quality by world-class organizations. These goals are further advanced by requiring the award winners to communicate their quality strategies. The MBNQA examination criteria comprise seven functionally related major categories and 32 subcategories. A point allocation scheme emphasizes various categories and subcategories according to their relative contribution to the overall quality level of an organization. Examiners assess an organization's current quality practices and award points that reflect the organization's quality strengths and weaknesses in each of the seven categories."

Sample of Sources Used:

• Anonymous (1999, January/February). The Malcolm Baldrige Award at a glance. The Journal for Quality and Participation, 22(1), p.25.
• Anonymous (2006, February). Nonprofits Eligible for Baldrige. Quality, 45(2), pp.8-9.
• Anonymous (2007, April). Premier, Baldrige Respond to Controversy. Quality Progress, 40(4), p.38.
• Bemowski, K., & Stratton, B. (1995, May). How do people use the Baldrige Award criteria?. Quality Progress, 28(5), pp.43-48.
• Blazey, M. (1997, June). Achieving performance excellence. Quality Progress, 30(6), pp.61-65.

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