Abstract
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."

Tags:Baldrige, health, care, performance, excellence

Abstract
This paper examines the Malcolm Baldrige National Quality Award, which is administered through a complex set of processes under the management of the U.S. Department of Commerce, Technology Administration, and the National Institute of Standards and Technology. It looks at how it was set up as an opportunity to examine an organization critically and identify strengths and opportunities in order to improve the company's overall quality. In particular, it discusses how serving on the Baldrige Award committee can be a rewarding experience in someone?s career. Through the experience, people will be able to strengthen their ability to assess an organization, receive valuable training, and develop analytical and consensus building skills that can be applied to their own organization, as well as many others.

Outline
Introduction: How Did It Start
Criteria for Performance
Administration of the MBNQA
Board of Overseers
Board of Examiners
Judges
Senior Examiner
Examiner
The Selection Criteria
Criteria Expertise
Depth of Experience
Specialized Expertise
Examiner Skills
Final Selection of Members
Conclusion
References

From the Paper
"This is the first of the three distinct groups. There are only a total of nine judges that oversee the entire process of administering the award. They must also help with the selecting examiners, review the scored applications, selecting the organizations to visit, and reviewing the results of the visit (Wadworth, p.109). Once that process is completed, they can select the organization to recommend for the Malcolm Baldrige Award. The judges are involved in the oversight of the entire process, but they do not actually get involved with the process until the many hours of work by the examiners are completed. Then it is left up to the U.S. Secretary of Commerce to make the final decision for the award after further background evaluations of the recommended organizations have been completed."

Tags:audit, standards, career, organization, judges

Abstract
This essay covers the "who," "what," "when," "where," "why," "how," and other details about the award.

From the Paper
"Congress named the Malcolm Baldrige award after the most honored Secretary of Commerce in January 22, 1981. Malcolm Baldrige is known for his strong support for quality management, and for having a hand in the drafting and passing of the Quality Improvement Act. Malcolm was considered to be the most lively, loved, and finest Secretary of Commerce. Even though he died in a rodeo accident in July1987, the memory of him lives on in the prestigious award."

Tags:american, asq, baldridge, business, commerce, department, institute, malcom, management, national, nist, quality, society, standards, technology

Abstract
The paper discusses the strategic IT plans of the Australian National University and the University of Colorado at Boulder. The paper examines the Baldbridge criteria for performance excellence and whether these universities will attain this level of quality. The paper concludes that despite impressive strategic IT plans, each university has much work to do in order to to reach and stay at the level of quality performance as defined by the Baldrige standard.

Outline:
Executive Summary
Baldbridge Criteria for Performance Excellence
The Essence of any Strategic Plan: Goal Alignment and Agility
Goal-based diagnosis
Making Change Last
Summary

From the Paper
"In comparing the strategic IT plans of the Australian National University and the University of Colorado at Boulder, similarities and differences become quickly evident. When the Criteria for Performance Excellence (2007) are taken into account in conjunction with comparing each strategic plan, the variation in depth of commitment to customers (end users of the systems) needs both today and into the future, and the role of Web Services and XML to streamline availability of data to the many applications that students rely on was much more evident on the University of Colorado at Boulder plan. Further, the assumptions of how educational technology, web-based student services, the role of the middleware layer in ensuring enterprise application integration (EAI) between systems, and the role of systems and IT governance were also more prevalent in the University of Colorado at Boulder plan. The Australian plan however did focus on how to streamline help desk and support processes to better serve users who were in need of assistance."

Tags:methodology, managing, change, quality, performance

Abstract
This paper consists of six separate papers, each on a different topic--how to change from a traditional marketing approach to a customer-targeted approach; how to manage workplace diversity; organizational tools that a CEO can use to attune the organization and manage change, conflict, and uncertainty; how to transition from an existing system to a new one; how to explain to a new CEO of a multinational company his obligations toward developing countries in terms of ecology, respect for the host culture, and ethical standards; and responding to the hypothetical receipt of the Malcolm Baldrige National Quality Award, explaining the four criteria you are most proud of and why you competed.

From the Paper
"The traditional marketing approach is one that focuses on the product, its manufacture and the various economic and other variables related to it. Customer-targeted marketing on the other hand is characterized by Chan (n.d.) as recognizing the individuality of customers rather than lumping them all indiscriminately into one segment. In order to have a competitive edge and to satisfy increasing levels of customers' desires, companies..."

Tags:management, organizational development, international business, production, operations management, marketing, human resource management, targeted marketing, transition, change management, diversity, motivational approaches, gain-sharing, EISs, CEO, organi

Abstract
"This paper discusses the efforts being made in order to improve healthcare quality in hospitals and the various agencies involved in these efforts. The paper discusses Malcolm Baldrige and his contributions to management of quality improvement. It also discusses the roles of various organizations in trying to improve quality healthcare.

From the Paper
Abstract This paper looks at quality improvement in hospital healthcare in theUnited States and what is being done to promote it It first discusses thecontributions of Malcolm Baldrige in his establishment of methodologies forquality improvement then looks at the efforts of Quality ImprovementOrganizations QIO and the Centers for Medicare and Medicaid Services CMS to develop unified systems of quality care reporting by hospitalswhich is standardized nation-wide Some of its achievements are noted andplans for the future discussed The paper also examines a

Tags:healthcARE, QUALITY, IMPROVEMENT

Abstract
This paper identifies the role of performance appraisal as a management tool to increase productivity of an employee and the organization as a whole. The paper contends that performance appraisals and reviews can be used in conjunction with various other management tools such as Total Quality Management (TQM) to improve the overall performance. The paper examines the salient features of performance appraisal and the role it plays in quality awards such as the Malcolm Baldrige award in the United States, the Deming Award in Japan, and the EFQM in Europe. Performance appraisal approaches, both in theory and practice, are not without flaws. Japan has been selected for a study of the strengths and weaknesses of the performance appraisal approach, and special focus is placed on the effect of culture on the use of this tool.

From the Paper
"Japanese products enjoy high demand all over the world and industries in Japan are constantly looking for ways and means of improving their competitive advantage with respect to the other Asian countries. Many of the Japanese industries also have "transplant manufacturing sector" all over the world where similar products are manufactured in different environments. (Munday and Peel, 1997) Performance appraisals and worker reviews are not new to Japan. An empirical study conducted with respect to performance appraisals revealed "the development and subordinates express purposes were not currently practiced extensively, while documentation was found to be among the most highly used purposes. Pay is based primarily on seniority; the pay-purpose was found to be related to appraisal effectiveness." (Milliman et al., 1995) Excessive use of this tool has however created a negative impact on the worker. (Kleeman, 1992)"

Tags:japan, baldridge, deming, management

Abstract
This paper first assesses the suitability of existing quality management programs to small aerospace suppliers, pointing out that these programs are not the most reliable and cost-effective programs for small suppliers. The paper then goes on to recommend a framework that will enable such companies to embark upon an alternative approach to quality management.

Introduction
Background and Overview
Structure of ISO 9000
Baldrige Quality Award Criteria
European Foundation for Quality Management (EFQM).
Discussion and Analysis
Conclusion

From the Paper
"Barker Coppinger (2003) favorably reviewed AS9100, an ISO 9000 derivative standard for use in aerospace industry, and concluded that it will yield superior quality. This level of quality assurance is appropriate for suppliers of flight equipment; however, it appears to be excessive for suppliers involved in the production of non-flight hardware. A review of the non-flight supply base of a major U.S aerospace OEM reveals that over 80 percent of such suppliers employ less than 100 people and generate annual EBIT below $250,000. Clearly, small companies such as this will find it difficult to make the financial investment required for ISO 9000 certification, which has been variously estimated between $140,000 and $160,000 (Holtz, 1997; Quality Systems & Plexus Corporation, 2000)."

Tags:standards, buying, selling, services, products, standardization, facilitate, global, exchange

Abstract
The paper discusses the fact that optimizing performance in all fronts is of utmost concern for businesses today which are operating under intense competition. The paper states that the airline industry in particular, is witnessing a bad phase with many big airlines going bankrupt. Cost cutting and performance tuning measures are indispensable to aviation industry for survival. The paper discusses the case of Cessna, a leading aircraft company, which is a good example of how rationalizing supply chain management can result in considerable performance improvements and the profitability of the company.

Outline;
Abstract
Introduction
Conclusion

From the Paper
" The center point of Cessna's new initiatives aimed at rationalizing the Supplier chain management system, is the MPD process. The Maturity Path Development Process (MPD) is a process where Cessna officials sit together with their Suppliers on a regular basis and review the expectations and the quality and performance status met by them. Plans are drawn to highlight areas that need improvement and suppliers are expected to fulfill these requirements. In short, every month the suppliers are given a status briefing that explains how they fair with respect to the Baldrige benchmarks and the goals they have to meet in the short and long run. Within one year, it is expected that suppliers reach the 'growth supplier status' or be phased out."

Tags:improvement, quality, performance, status, Baldrige, benchmarks

Abstract
This paper examines the history and evolution of quality management and the approaches of two leaders in the field:Edward Deming and Philip Crosby. It looks at the critical importance of commitment by management to TQM. It also examines the impact of the oil crisis of 1973 in the U.S. and Japan in terms of quality in business and need for new strategies.

From the Paper
"The issue of quality in business has received a great deal of attention in recent years. The Malcolm Baldrige Award named for the late Secretary of Commerce is an American award given to companies who ..."

Tags:quality management, baldrige award, deming, crosby, TQM