mtsu 1 global quality and international standards

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Global Quality and Global Quality and International StandardsInternational Standards

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Baldrige AwardDeming Prize

Quality AwardsQuality Awards

3MTSU

Malcolm Baldrige National Malcolm Baldrige National Quality AwardQuality Award (1 of 2) (1 of 2)

• Began in 1987• Recognizes achievements of

excellent organizations and provide examples to others– may give two awards in each category

»Business: Manufacturing»Business: Service»Business: Small business»Health care»Education

4MTSU

Malcolm Baldrige National Malcolm Baldrige National Quality AwardQuality Award (2 of 2) (2 of 2)

• Establishes criteria for evaluating quality efforts

• Provides guidance for other American companies

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2005 MBNQA Categories 2005 MBNQA Categories and Scoring Systemand Scoring System

1.0 Leadership 1202.0 Strategic Planning 853.0 Customer and Market Focus 854.0 Measurement, Analysis, and

Knowledge Management 905.0 Human Resource Focus 856.0 Process Management 857.0 Business Results 450TOTAL POINTS 1000

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Consensus Review?

Stage 1Independent

Review

Stage 3Site VisitReview

Stage 2Consensus

Review

ReceiveApplications

Winner?

SiteVisit?

No? Feedback Report

No? Feedback Report

No?

Feedback Report

Yes

Yes – Feedback Report

Yes

Overview of Award Overview of Award ProcessProcess

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Malcolm Baldrige National Malcolm Baldrige National Quality AwardQuality Award ImportanceImportance

• Is a balanced framework for building a quality system.

• Is easily monitored by using the state quality awards.

• Is easy to defend to management.

8MTSU

Shingo Prize


10MTSU

The Shingo PrizeThe Shingo Prize

If you will take the time to study the framework and elements of the

prize you will find a comprehensive system that, if

adopted, will steer your organization unerringly toward

world class excellence.”Richard Shonberger

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Deming PrizeDeming Prize


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Deming PrizeDeming Prize

• Individualized TQM program• Pursuit of the prize not encouraged• Statistical tools encouraged, not

required

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European Quality Award


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European Quality AwardEuropean Quality Award

• As a tool for Self-Assessment• As a way to Benchmark with other organisations• As a guide to identify areas for Improvement• As the basis for a common Vocabulary and

a way of thinking• As a Structure for the organisation's

management system

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LeadershipLeadership

Excellent Leaders develop and facilitate the achievement of the mission and vision. They develop organisational values and systems

required for sustainable success and implement these via their actions and

behaviours. During periods of change they retain a constancy of purpose. Where

required, such leaders are able to change direction of the organisation and inspire

others to follow.

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Policy and StrategyPolicy and Strategy

Excellent organisations implement their mission and vision by developing a

stakeholder focused strategy that takes account of the market and sector in which it operates. Policies, plans,

objectives and processes are developed and deployed to deliver strategy.

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PeoplePeople

Excellent organisations manage, develop and release the full potential of their people at an

individual, team-based and organisational level. They promote fairness and equality and involve and empower their people. They care for, communicate, reward and recognise, in a

way that motivates staff and builds commitment to using their skills and

knowledge for the benefit of the organisation.

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Partnerships and Partnerships and ResourcesResources

Excellent organisations plan to manage external partnerships, suppliers and internal

resources in order to support policy and strategy and the effective operation of processes. During planning and whilst

managing partnerships and resources, they balance the current and future needs of the

organisation, the community, and the environment.

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ProcessesProcesses

Excellent organisations design, manage and improve processes in order to fully satisfy, and generate increasing value for, customers and other stakeholders.

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Customer ResultsCustomer Results

Excellent organisations comprehensively measure and achieve outstanding results

with respect to their customers.

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People ResultsPeople Results


with respect to their people.

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Society ResultsSociety Results


with respect to society.

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Key Performance ResultsKey Performance Results

Excellent organisations comprehensively measure and achieve outstanding results with respect to the key element of their

policy and strategy.

25MTSU

SingaporeQuality Award


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Singapore Quality Award - Singapore Quality Award - PurposesPurposes

• Understanding of the requirements for business and organisational excellence

• Enhancement of organisational performance practices and capabilities

• Sharing of best practice information among organisations

•

27MTSU

Singapore Quality Award - Singapore Quality Award - PurposesPurposes

• Understanding of the requirements for business and organisational excellence

• Enhancement of organisational performance practices and capabilities

• Sharing of best practice information among organisations

•

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Singapore Quality Award – Singapore Quality Award – Core ValuesCore Values

• Visionary Leadership • Customer-Driven Quality • Innovation Focus • Organisational and Personal

Learning • Valuing People and Partners

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• Agility • Knowledge-Driven System • Societal Responsibility • Results Orientation • Systems Perspective

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Singapore Quality Award – Singapore Quality Award – CriteriaCriteria

• Leadership• Planning• Information• People• Processes• Customers• Results

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Singapore Quality Award – Singapore Quality Award – CriteriaCriteria

Categories/Items Point Values 1 Leadership 120 1.1 Senior Executive Leadership 50 1.2 Organisational Culture 50 1.3 Responsibility to Community and the Environment 20 2 Planning 80 2.1 Strategy Development & Deployment 80 3 Information 80 3.1 Management of Information 55 3.2 Comparison & Benchmarking 25 4 People 110 4.1 Human Resource Planning 20 4.2 Employee Involvement & Commitment 20 4.3 Employee Education, Training & Development 30 4.4 Employee Health & Satisfaction 20 4.5 Employee Performance & Recognition 20 5 Process 100 5.1 Innovation Process 40 5.2 Process Management and Improvement 40 5.3 Supplier and Partnering Process 20 6 Customers 110 6.1 Customer Requirements 40 6.2 Customer Relationship 40 6.3 Customer Satisfaction 30 7 Results 400 7.1 Customer Results 140 7.2 Financial and Market Results 90 7.3 People Results 80 7.4 Operational Results 90 TOTAL POINTS 1000

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• Agility • Knowledge-Driven System • Societal Responsibility • Results Orientation • Systems Perspective

33MTSU

TennesseeQuality Award


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The mission of the Tennessee Center for Performance Excellence reflects the

organization's emphasis educating, recognizing significant achievements, and sharing the

winning strategies and best practices among all companies/organizations. The purpose is not to give an award, but rather to provide a service to organizations - large and small; to

provide a framework for the continuous improvement of the quality of Tennessee's

goods and services.

Tennessee Center for Tennessee Center for Performance Excellence - Performance Excellence -

MissionMission

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Since its inception, over 950 organizations representing more than 350,000 employees

have participated in the Tennessee Center for Performance Excellence process. In addition, over 2,000 volunteer TNCPE Examiners have

been trained and have contributed over 96,000 hours of volunteer service to the Tennessee Center for Performance Excellence and the

State of Tennessee.


ResultsResults

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• The learning inherent in completing the application and in the feedback you receive from the Center, the effort that goes into the self-assessment and applying for the Award traditionally result in a significant return on your investment.

• The process will help you prioritize opportunities for improvement and identify strengths to celebrate and build upon.


BenefitsBenefits

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•Each applicant gains an outside perspective of its organization based on hundreds of hours of review by members of the Board of Examiners and the Panel of Judges.•The results of this review are synthesized in a feedback report outlining strengths and opportunities for improvement based on the Criteria. Feedback reports are often used by organizations as part of their strategic planning process to focus on their customers, strategies, and to improve results.


BenefitsBenefits

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• The rate at which your organization improves should accelerate.

• Traditionally the process helps to energize and guide their organizational improvement effort.


BenefitsBenefits

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• The TCPE Award uses the MBNQA criteria.

• The TCPE allows multiple winners and multiple levels. By doing so it promotes continual improvement.


CriteriaCriteria

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ISOCertification

Quality CertificationQuality Certification

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Quality CertificationQuality CertificationISO 9000ISO 9000

• Set of international standards on quality management and quality assurance, critical to international business

42MTSU

Quality CertificationQuality CertificationISO 9000ISO 9000

• ISO 9000 series standards, briefly, require firms to document their quality-control systems at every step (incoming raw materials, product design, in-process monitoring and so forth) so that they’ll be able to identify those areas that are causing quality problems and correct them

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Quality CertificationQuality Certification

Can you think of other forms of certification, awards or recognition

that are available to companies, products, or individuals? How desirable are these forms of

recognition?

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Source: J.D. Power and Associates 2004 Initial Quality StudySM

Charts and graphs extracted from this press release must be accompanied by a statement identifying J.D. Power and Associates as the publisher and the J.D. Power and Associates 2004 Initial Quality StudySM as the source. No advertising or other promotional use can be made of the information in this release or J.D. Power and Associates study results without the express prior written consent of J.D. Power and Associates.

J.D. Power and Associates 2004 Initial Quality StudySM (IQS)

Initial Quality of Domestic- and Import-Branded Vehicles, 1998-2004

176 167 154 147 133 133 119

154

137

182177

164

272

214

172163

144

123

135132126

111

156141

135

171

122123

222227

152

117

80

100

120

140

160

180

200

220

240

260

280

1998 1999 2000 2001 2002 2003 2004

Industry Average (32% improvement) Japanese-Branded Vehicles (32% improvement)

European-Branded Vehicles (22% improvement) Domestic-Branded Vehicles (32% improvement)

Korean-Branded Vehicles (57% improvement)

Korean-Branded Vehicles

Domestics

JapaneseEuropeans 153

DomesticsEuropeans

KoreansJapanese

137 135

45MTSU

2004 Corporate IQS RankingProblems Per 100 Vehicles


Charts and graphs extracted from this press release must be accompanied by a statement identifying J.D. Power and Associates as the publisher and the J.D. Power and Associates 2004 Initial Quality StudySM as the source. No advertising or other promotional use can be made of the information in this release or J.D. Power and Associates study results without the express prior written consent of J.D. Power and Associates.

101

102

102

116

119

120

123

123

127

130

141

147

149

153

159

50 70 90 110 130 150 170

Toyota Motor Sales, U.S.A., Inc.

American Honda Motor Co.

Hyundai Motor America

BMW of North America

INDUSTRY AVERAGE

General Motors Corporation

DaimlerChrysler

Subaru of America, Inc.

Ford Motor Company

Mitsubishi Motors North America, Inc.

Volkswagen of America, Inc.

Nissan North America

American Suzuki Motor Corporation

Kia Motors America

Porsche Cars North America, Inc.

NOTE: Ranking excludes American Isuzu Motors, Inc. due to small sample and Maserati North America, Inc. due to insufficient sample. Scores are based on rounded figures for problems per 100 vehicles.


46MTSU

2004 Nameplate IQS RankingProblems Per 100 Vehicles


8793

98

99

100100

102

104

104106

109

109

110113

117

119

119120

121

121122

123

127

130130

133

136

142148

149

149

153154

157

158

159164

173

0 50 100 150 200

LexusCadillacJaguarHondaBuick

MercuryHyundai

InfinitiToyota

Mercedes-BenzAudi

BMWOldsmobile

VolvoAcura

ChevroletINDUSTRY AVERAGE

ChryslerDodgeLincolnPontiacSubaru

GMCFord

MitsubishiSaabJeepMINI

Land RoverSaturnSuzuki

KiaNissanMazdaScion

PorscheVolkswagen

HUMMER


NOTE: Ranking excludes Isuzu due to small sample and Maserati due to insufficient sample. Scores are based on rounded figures for problems per 100 vehicles.

mtsu 1 global quality and international standards

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