Production System/Lean Manufacturing/Just-in-Time, Six Sigma Business Improvement, Balanced Score Card (BSC), Malcolm Baldrige National Quality

Award (MBNQA), Project Management, Enterprise Resource Planning (ERP), Supply Chain Management (SCM), ISO Standards, 5S (Workplace Organization), Total Productive Maintenance (TPM), Quality Management, Business Process Reengineering (BPR), Project Management, etc. please ask them to send an email to

Malcolm Baldrige National Quality Award (MBNQA) If your friends would like to learn Kaizen (continuous improvement), Toyota

APICS-ID-subscribe@yahoogroups.com
Acknowledgement: We got this material from a public domain, i.e., the Internet. If you would like to get more information, please visit

1. Indonesian Production and Operations Management Society (IPOMS). http://www.ipoms.or.id/mambo and then click Knowledge Resources. 2. Ahmad Syamil website http://www.clt.astate.edu/asyamil/

Core Values
Customer-driven Quality Leadership Continuous Improvement and Learning Employee Participation and Development Fast Response Design Quality and Prevention Long-range View of the Future Management by Fact Partnership Development Corporate Responsibility and Citizenship Results Orientation

Award Categories
1994
Manufacturing Service Small Business

2001
Business Service Small Business Education Health Care

2 winners per category

3 winners per category

MBNQA Winners
1988 1988Motorola Inc., Commercial Nuclear Fuel Division of Westinghouse Electric Corp., and Globe Metallurgical Inc. 1990 1990Cadillac Motor Car Division, IBM Rochester, Federal Express Corp., Corp., and Wallace Co. Inc. 1992 1992AT&T Network Systems Group/ Transmission Systems Business Unit, Texas Instruments Inc. Defense Systems & Electronics Group, AT&T Universal Card Services, Services, The RitzRitz-Carlton Hotel Co., Co., and Granite Rock Co. Co. 1994 1994AT&T Consumer Communications Services, Services, GTE Directories Corp., Corp., and Wainwright Industries Inc. 1996 1996ADAC Laboratories, Dana Commercial Credit Corp., Corp., Custom Research Inc., Inc., and Trident Precision Manufacturing Inc. 1998 1998Boeing Airlift and Tanker Programs, Solar Turbines Inc., and Texas Nameplate Co., Inc. Inc. 2000 2000Dana Corp.Corp.-Spicer Driveshaft Division, KARLEE Company, Inc., Operations Management International, Inc., Inc., and Los Alamos National Bank 1989 1989Milliken & Co. and Xerox Corp. Business Products and Systems 1991 1991Solectron Corp., Zytec Corp., and Marlow Industries 1993 1993Eastman Chemical Co. and Ames Rubber Corp

1995 1995Armstrong World Industries Building Products Operation and Corning Telecommunications Products Division 1997 19973M Dental Products Division, Solectron Corp., Merrill Lynch Credit Corp., Corp., and Xerox Business Services 1999 1999STMicroelectronics, STMicroelectronics, Inc.Inc.-Region Americas, BI, The RitzRitz-Carlton Hotel Co., L.L.C., L.L.C., and Sunny Fresh Foods

Service Manufacturing Small Business

Changing Award Criteria

1991
Leadership, 100 Information and Analysis, 70 Strategic Quality Planning, 60 Human Resource Util., 150 Quality Assurance of Products/Services, 140 Quality Results, 180 Customer Satisfaction, 300

1994
Leadership, 95 Information and Analysis, 75 Strategic Quality Planning, 60 Human Resource Devel., 150 Management of Process Quality, 140 Quality and Operational Results, 180 Customer Focus/Satis., 300

Changing Award Criteria

1995
Leadership, 90 Information and Analysis, 75 Strategic Planning, 55 Human Resource Devel. and Management , 140 Process Management, 140 Business Results, 250 Customer Focus/Satisfaction, 250

2001
Leadership, 120 Information and Analysis, 90 Strategic Planning, 85 Human Resource Focus, 85 Process Management, 85 Business Results, 450 Customer and Market Focus, 85

Criteria Characteristics
Results oriented Non-prescriptive Assessment Diagnostic

A-D and R
Approach
how the application addresses the item appropriateness effectiveness evidence of innovation

Deployment
extent to which approach is applied use of approach in business requirements use of approach by all appropriate units

Results
outcomes current performance levels performance levels relative to comparisons/benchmarks rate and breadth of performance improvements demonstration of sustained improvement

Four Stage Review Process

Leadership
1.1 Senior Executive Leadership 1.2 Management for Quality 1.3 Public Responsibility and Corporate Citizenship

Leadership
Values and Expectations Empowerment and Innovation Performance Reviews Findings and Improvement Regulatory, Legal, Ethical Responsibilities Support of Key Communities

Information and Analysis

2.1 Scope and Management of Quality and Performance Data and Information 2.2 Competitive Comparisons and Benchmarking 2.3 Analysis and Use of Company-level Data

Information and Analysis

Selection and Integration of Measures / Indicators Comparative Data and Information Reliability Currency w.r.t. Changing Needs Senior Executive Reviews and Planning Functional-level Decisions Daily Operational Support

Strategic Quality Planning

3.1 Strategy Quality and Company Performance Planning Process 3.2 Quality and Performance Plans

Strategic Quality Planning

Strategy Development Strategy Objectives and Timelines Actions Plans and Measures Human Resource Plans Performance Projections

Human Resource Development and Management

4.1 Human Resource Planning and Management 4.2 Employee Involvement 4.3 Employee Education and Training 4.4 Employee Performance and Recognition 4.5 Employee Well-being and Satisfaction

Human Resource Development and Management

Short and Long Term Key Needs Employee Education, Training and Development Delivery and Reinforcement Safe Work Environment Support and Motivation Satisfaction Determination Improvement Priorities

Management of Process Quality

5.1 Design and Introduction of Quality Products and Services 5.2 Process Management: Product and Service Production and Delivery Processes 5.3 Process Management: Business and Support Service Processes 5.4 Supplier Quality 5.5 Quality Assessment

Management of Process Quality

Design Processes Production and Delivery Processes Key Supplier Products and Services Key Support Processes Requirements and Measures Evaluation and Improvement

Quality and Operational Results

6.1 Product and Service Quality Results 6.2 Company Operational Results 6.3 Business and Support Service Results 6.4 Supplier Quality Results

Quality and Operational Results

Customer Evaluations Operational, Financial and Market Performance Strategy-driven Results

Customer Focus and Satisfaction

7.1 Customer Expectations: Current and Future 7.2 Customer Relationship Management 7.3 Commitment to Customers 7.4 Customer Satisfaction Determination 7.5 Customer Satisfaction Results 7.6 Customer Satisfaction Comparison

Customer Focus and Satisfaction

Customer Groups and Market Segments Listening and Learning Strategies Important Product and Service Features Business Needs and Directions Currency Accessibility and Complaint Management Building Relationships Competitive Performance

Leadership
Symbolism
is it talk or walk what is the visible role for management

Systems Results
hard to measure

Issues
is there to much going on at one time increase weight of category

Information and Analysis

Key purposes
Use of Info Sys to achieve quality goals Reporting/feedback to support quality Competitive Analysis/Benchmarks

Approach and deployment orientation Key is the choice of indicators to track and relationship to critical business drivers Applicant can improve scores simply through wordsmanship, clarity of submission During site visit easier to observe actuals than statements on application

Strategic Quality Planning

Category design intent: aggressive, concrete goals,
short term / long term horizontal and vertical integration

Expect to see documented fundamentals Demonstrated understanding of industry On-site review best at determining validity of submission Shortcoming: deployment to suppliers Long-term planning not concrete wrt to rollout and method Components are satisfactory, burden on Great Northern Need more emphasis on long-term success and results

Human Resource Development

Does the documentation match / support the results
too much on deployment, not enough on results 50 ways to please a

What about near-term programs? Timeline on result goals not clear Overly focused on individuals vs. teams Results and categories are ambiguous Warm fuzzies or real processes?
Wish upon a star Needs and feelings survey

How can tangible evidence be demonstrated?

Management of Process Quality

Rationale: is process preventive or reactive Design of service/product offerings Monitoring matrix Pushed down to each department Use of analysis tools -- business process mapping Processes in place
BLERA QSEG BLI

Use of mainstream process management methods Recommendations, timelines, champions identified

weak on follow-up

Quality and Operational Analysis

System represents linking performance results to quality progress Repetition in indicators Overall completeness lacking
weakness on benchmarking

Can metrics be compared across industries?

Customer Focus and Satisfaction

Relative balance in 1994 between AD & R Looking for commitment, proactive behaviors Are results comprehensive wrt all numbers and metrics? Who determines what the correct response level is vs. customer expectations and comparisons to industry Focus is based on own customers, hence how do you apply and compare benchmark data with different populations